The concepts of Leadership and Management

The concepts of Leadership and ManagementIn recent years, there has been ongoing debate as to whether or not there is an obvious distinction among the concepts of Leadership and Management (McCartney Campbell, 2006).Although leadinghip and commission are vital to organisations many theorist argue that both terms are profoundly different and that both exist as two separate entities (Bennis Nanus ,2003 Hughes, Ginnett Curphy ,2002 Shriberg, Shriberg Kumari, 2005 Zaleznik, 1977, cited by McCartney Campbell, 2006 ). Bennis Nanus (2003) argues that managing is to bring about, to accomplish, to have charge of or responsibility for and to conduct, whereas leading is to influence and fork out direction (p.20). Bennis Nanus (2003) asserts that Managers are tidy sum who do things right and drawing cards are people who do the right things (p.20). Hence, the connotation can be interpreted as an association between efficiency and effectiveness, vision and rational and finally innovat ion and logic (Sampson kooky, 2009). Although Bennis Nanus (2003) statement is mostly true there appears to be an in recountable region, due to the fact that leading is considered as one of the four functions of management and that leaders occasionally use certain managerial skills to achieve person-to-person and organisational goals. This essay will provide linkages between theoretical arguments of both Leadership and Management first by providing a theoretical definition on both terms followed by a well developed argument on the basis of whether or not both terms are distinct or that one paradigm is a subset of the opposite (Koontz, 1964, as cited in McCartney Campbell, 2006).Numerous management texts often define management as a set of activities order at an organisations resources with the aim of achieving organisational goals in an efficient and effective manner (Griffin, 2002, p.7, as cited in McCartney Campbell, 2006). Sampson Daft (2009) describe lead as the abilit y to influence people to the attainment of organisational goals through inter ain relationships that co-exists between leaders and followers. Colvard (2003) argues that although managers provide leadership and vice versa, managers do not perform the unique functions of leaders. Similarly, Bennis Nanus (2003) emphasised that leaders oecumenically carried out a different organisational purpose than that of managers, as leaders required different sets of skills to meet organisational goals. In contradiction to Colvard and Bennis Nanuss statements , Caldwell (2003) claims that in current measure innovation is as much essential in management as in leadership, as managers no longer perform their traditional role of directive and controlling civilize procedures but act more often as facilitators (Kirton 1980 Kanter 1989) .In recent years there has been much written on the unlikeness between leadership and management (Sampson Daft, 2009). One of the many viewpoints suggested is that both management and leadership require distinct skill sets that vary from one another to such(prenominal) a degree that they are unlikely to become uniform (Zaleznik, 1977, cited in McCartney and Campbell, 2006). Often the Distinctions between management and leadership are associated with power, personal history, motivation and flat empowerment. Contemporary leadership texts maintain their position in regards to the differences argued between both concepts, with references to Benniss quote.An alternative notion on leadership and management is that one paradigm is a subset of the other, therefore signifying the ability of an individual to possess both leadership and managerial skills. Koontz (1964) implied that managers possess leadership skills even though it accounts for small fraction in the functions of a manager. In contrast, Bennis and Nanus (1985) considered leadership as being the most comprehensive concept of the two by presenting it as the preferred alternative to managem ent.Many other theorists believe that leadership and management are complimentary skill sets that are both necessary for organisational success (Kotter, 1990). Russells (2001) described individuals who possessed both sets of skills as leader-manager. As there are many perspectives, it appears that the debate head acheing whether leadership and management skills are distinct interpersonally or whether they can coexist intrapersonally has not yet been fully immovable (Yukl, 2002).Both Zaleznik (1998) and Kotter (1990) emphasises that leadership and management may be similar and yet very distinct. Managers set up and account for whereas leaders establish direction. Managers control opus leaders motivate. Managers produce high standards and consistency in a specified timeframe. Leaders produce the potential for dramatic change and possibly even trial (Kotter, 1990).The vast amount of research on the issue of the difference between the concepts and leadership and management indicate that leaders manage and sometimes managers lead (Bass, 1990). in that respect is more to leadership than managing and vice versa as leadership is a small quantity in the functions of managment. Leaders and managers may be differentiated by attitudes, goals and values. broadly many leadership theorists argue that the functions of leaders and managers are theoretically different .However the two concepts occasionally blended, but act as two different functions. Kotter (1995) distinguishes management as the process by carrying out structured procedures and policies as method of dealing with change.The main difference argued in the distinction between leaders and managers is related to to source of power and the amount of conformity it creates within the followers (Sampson Daft, 2009). Sampson Daft (2009) classify power as the ability to influence the demeanour of others (Mintzberg, 1983 Pfeffer, 1981) (p.554). In general there are five sources of power, legitimate, reward, coerciv e, expert and referent, which can subsequently be further divided to position and personal power (French Raven, 1960, as cited in Sampson Daft 2009). Management power comes from organisational structure by promoting stability and resolving problems in order to fulfill their task and achieve organisational goals (Zaleznik 1977 Sampson Daft 2009).leadership power, however , comes from the personal sources and interests of the leader (Sampson Daft 2009) .Legitimacy of managers depends upon employee acceptance, whereas legitimacy of a leader depends on the reception of their subordinates (Bass 1990).The great man theory heightenes on leaders who have achieved a level of splendor (Kakabadse and Kakabadse, 1999). This theory presumes that a great man or individual possess the essential skills to perform as a leader. Many theorist have investigated the behavior of leaders and how this impacts on leadership effectiveness (Yukl, 2006), the function of leadership (Shamir, 1995), as wel l as on contingency approaches (Baker, 2007 Fiedler, 1967). It is believed that the behaviour of a leader, rather than their personal traits determines leadership effectiveness as well as the overall achievement of organisational goals (Sampson Daft, 2009).The focusing of recent research has shifted from personality traits toward the behaviour displayed by leaders. Different patterns of behaviour were grouped together and labeled as styles. The best known theory was Blake and Moutons leadership Grid .The leadership grid measured a leaders concern for people and the task at hand. the model consist of five major management styles team management whereby set tasks are accomplished by committed workers. Secondly Club style management is when the primary focus is shifted from being task oriented to worker orientated. Authority compliance management happens when the primary focus is on efficiency in operations/productions. Middle of the road management is a style that reflects an eve n amount of concern on the task at hand as well as the concern for the works. Lastly , Impoverished management occurs when managers arent concerned with the task as well as the workers, taking a laissez- faire approach . This theoretical approach is often effective in allowing managers to consider different actions or methods in reaching organisational goals. In contrast, contingency leadership theories focus on the application and effectiveness of leadership styles to the different operating environments that can be found in the workplace (Sampson Daft, 2009).The contingency approach assumes the leadership behaviour is dependent on a wide variety of chance events or situations. This approach is used to identify the conditions of a task, managerial job and person as parts of a complete management situation and attempt to integrate them all into a solution which is most appropriate for a specific stage setting (Sampson Daft, 2009).Frederick Fiedlers contingency model emphasises th e importance on leadership style, position power and the situation in which that leader operates. Fiedler associates the effectiveness of a leader as by assessing group situations. Fred Fiedlers Contingency Model also expects that the success of leaders will depend upon their characteristics (Sampson Daft, 2009).Path- Goal theory concentrates on leaders providing rewards individual accomplishment of objectives by illustratively providing a path to the achievement goals and the removement of barriers. There are four primary styles of leadership styles in the path- goal theory. Firstly is supportive leadership occurs when leaders sympathises with the workers needs. leading leadership is the situation in which leaders set out the performance goals by providing specific guidelines to allow subordinates towards the achievement of organisational goals. Thirdly, achievement oriented leadership occurs when leaders emphasises the importance of achievement of difficult tasks whereby employe es are awarded according to their achievements .lastly participative leadership occurs when leaders consult with sub ordinates about work and the path in which to take to suffice problems. Leaders should adopt a style with which they complement the organisational situation to ensure that both the work is completed within the set period of time.Recent work on leadership has begun to distinguish leadership as something more than just the ability to influence and motivate people (Sampson Daft, 2009). Research has found that some leadership approaches are more effective than others. These types of leadership are catogorised as transformational and transactional leadership. Transformational leadership occurs when leaders broaden their horizons in order to fulfill organisational goals and the needs of employees .Burns (1977) argued that it was possible to distinguish between transactional and transforming leaders. Bass (1985) suggested transactional forms can be drawn upon and transform ed. Thus, resulting in transformational leadership being efficient in the accomplishment of organisational goals