Management and Leadership





Management and Leadership

            More often, people assume that leadership refers management and vice versa (Alimo-Metcalfe and John 388). However, their roles are limited to the capacity they have to act in their jurisdiction. Leadership is the ability of a person to motivate and influence members of a group or colleagues to contribute certain amount of input towards the effectiveness and achievement of organizations goals (deMoville 83). Management refers to the issuance of direction and control over a group of people with an aim of coordinating their performance geared towards success. However, the two organizational positions share some sentiments at different levels and a number of issues separate them. These contrasting and comparative issues tend to clarify on how management and leadership should be implemented (Edwards et al. 388).


Making decisions

            Decision-making is an important part of the organization if it is to achieve its goals. Both managers and leaders are expected to make sound decisions through employing different skills that will bring the desired outcome. The alternatives that present themselves while handling tasks may prove to be a challenge to the subordinates or team embers therefore prompting the input of the leaders and managers (Hintea, Mora and Tudor 90). The decision making process involves a general guideline that is applied by people while making choices. Management and leadership roles do not allow the people in such positions to make decisions that may lead to personal gain.

However, they are required to take an evidence-based approach towards issues making sure that all the aspects are covered and can be accounted for. Both the leaders and management before making any decisions are required to involve the members and subordinates and value their opinions equally regardless their position. Entrepreneurial leaders are more likely to apply evidence-based decision making considering the effects it could have on the business or team. Traditional leaders ay not understand the scope of evidence-based arguments considering the aspect is slowly gaining popularity in the modern society.

Integrity and Qualities

            Leadership and management require a sound approach and certain levels of integrity in order to qualify as an effective manager or leader. Before a person is chosen as a manager or leader, they need to display a certain level of unique qualities that separate them fro the other people. In most cases, the qualities need to come from evidence of professional qualifications through formal education and experience acquired over the years. People that posses high-level integrity are less likely to be influenced by others and will make decisions that will be an advantage to the organization and team as a whole. Integrity is developed through appropriate behavior and consistency in handling tasks.

Creating People Networks

            Leadership and managers are required to act in the interests of their team members and subordinates by creating healthy relationships and friendships in the workplace that helps to avoid misunderstandings. Communication is a key aspect in any team or organization considering that there exists a chain of command in handling tasks and issues (Mabhudu 25). Different members hold different positions therefore to proceed with the daily activities maintaining a healthy relationship is important. These people networks build the gap in the people differences and enhance proper communication. Management and leadership create a connection between people in higher positions through highlighting the chain of command to follow or issues that require attention. To ensure maximum performance such issues need to be addressed through a chain in case of absence of the leader or manager.


Personality Styles

            As much as leadership and management roles may coincide, the methods they use to apply their rule to their subordinates or members may be different. People in leadership positions tend to have brilliance and unique charisma owing to the different perceptions they have about issues. They are risk takers since they believe that their imagination surpasses that of other team members. However, managers are more official and any issues they preside over must be according to the book. They do not employ any unorthodox policies that cannot be accounted for. Managers place their focus on the realizing the objectives of the organization by ensuring the personnel, resources and incentives are available for use. They posses great will and employ resilience during challenging issues. Intelligence is among the unique personality traits they possess as it helps in rational reasoning.

Approach to Tasks

            It has often been argued that leadership takes a risk approach to tasks where people employ continuous improvement procedures that tend to focus on the team members and their behavior. Their orientation towards creating a better future as a short-term objective makes them take more implementation risks that may place the team in danger. However, in most cases, people in leadership positions make backup procedures in case their investments do not bring positive returns. Their investments in equipment, people and technology that will help them realize their goals. Management poses different approaches towards taking charge during tasks and acts as a director and instructor rather than a participator. They are worried about what they need to do to realize their goals on a daily basis and the consequences that may follow in case issues develop. Managers will make use of equipment regardless of the condition to exhaustion terming it as an asset.

Implementation styles

            Managers are often referred to as administrators since they develop laws and policies that dictate how their subordinates are to behave (Plucknette 16). In some organizations, it is possible to find managers who act as dictators to their subordinates owing to the benefits that come with the position. On the other hand, leadership allows for the development of transformational and participative implementation of ideas that expands the knowledge of the members as well as develops solid reasoning. Leadership welcomes the existence of challenges among the team since they regard it as an opportunity to learn more. However, management views democracy as an avenue for destruction since it will give the subordinates domination over the different issues that are rather sensitive (Popovici 126). To managers, challenging the decisions made by managers is an insubordinate act that is punishable.

Adaptation to Change

            Aleader possesses unique qualities that allow them to be flexible to opportunities that warrant a change, and proves to be beneficial to the team. Often, procedures tend to change and methods of approach may require a leader to change how they operate. In this case, since leadership does not limit them to the methods they can use, it is possible to apply the most advantageous. For instance, an entrepreneurial leader may observe an opportunity of sale fro waste materials and create a business. However, management has no opportunity to create change but they have an obligation to react to any change. This eliminates any flexibility on their part. In this case, managers are required to apply critical thinking of how they can dispose the waste in an environmentally safe way.

Works Cited

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Alimo-Metcalfe, B., and John Lawler. “Leadership Development in Uk Companies at the Beginning of the Twenty-First Century: Lessons for the Nhs?” Journal of Management in Medicine. 15.5 (2001): 387-404.

deMoville, B. “Enterprise Leadership.” Organization Development Journal. 25.4 (2007): 83

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Edwards, Gareth, Doris Schedlitzki, Sharon Turnbull, and Roger Gill. “Exploring Power Assumptions in the Leadership and Management Debate.” Leadership & Organization Development Journal. 36.3 (2015): 328-343.

Hintea, C., Mora, C., and Tudor, T.  Top of Form

“Leadership and Management in the Health Care System: Leadership Perception in Cluj County Children’s Hospital.” Transylvanian Review of Administrative Sciences. 5.27 (2009): 89-104. Bottom of Form

Mabhudu, Mark. A Comparative Analysis of Leadership and Management at Jwaneng Diamond Mine., 2008.

Plucknette, D. “4 Differences: between Managers and Leaders.” Plant Engineering. 68.10 (2014): 16-18.

Popovici, V.  Top of Form

“Similarities and Differences between Management and Leadership.” Analele Universităţii Constantin Brâncuşi Din Târgu Jiu : Seria Economie. 2.2 (2012): 126-135. Print. Top of Form

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