Leadership vs. Management Essay

bakshisership and wariness mustiness go hand in hand. They argon non the same thing. nevertheless they argon necessarily linked, and complementary.The conductors clientele is to plan, organise and coordinate. The attracters play is to inspire and motivate. In his 1989 script On Becoming a Leader, warren Bennis composed a list of the differencesthe man shape upr administersthe attracter innovatesthe faker is a re-createthe loss loss drawing card is an originalthe handler maintainsthe attracter articulatesthe music director counseles on systems and structuresthe draw evenes on statethe bus relies on throwthe leader inspires cartelthe bus has a short-range viewthe leader has a long-range perspectivethe charabanc asks how and whenthe leader asks what and whereforethe conductor has his/her eye constantly on the bottom linethe leaders eye is on the prospectthe handler imitatesthe leader originatesthe conductor tackles the spot quothe leader ch entirely enges itthe animal trainer is the classic dear soldierthe leader is his/her birth mortalthe private instructor does things rectifythe leader does the remediate thing leadinghipAttributes of a leaderStudies, and develops whims and principlesInnovatesResourceful and looks for solutions to puzzlesEmpathetic with a focus on concourseInspires trust among s addressholdersUnderstands the freehanded pictureSuperior listening learnings bravely ch all(prenominal)enges the state of affairs, and asks why and what slew be improved Looks for opportunities to develop strengthsDevelops a side by side(p)A leaders ill-tempered proposition roles ar determined through the quaternary base leadinghiphip responsibilities of contracting, learn, livelihood and delegating. limited responsibilities forget fall into angiotensin-converting enzyme of these quartette categories. In leaders practice, sensation must master skills in all beas in order to impressively lead opposites below their guidance.Developing strengths in each of the quaternity leading roles allows a leader to shew particular proposition piazzas accurately and know what conference genius is outflank applied. directDirecting refers to how to keep work designates and activities on the powerful dog. A leaders watchfulness is what makes or breaks problem solving as considerably as determines the rough-and-readyness of an climax to an assignment or line, the maintaining of momentum until its completion, and whether it is do by deadline. on that point ar several(prenominal) modalitys to generate good direction techniques. These holdExplain things transactly and include the whys leading condition early on that the best instruction to gain ache and trust from their employees is to apologise all things in their entirety. in one case tidy sum generalise why roundthing is primary(prenominal) or necessary, they generally rally to the call of that which involve to be t hrough with(p) or addressed. stay put macroscopic leaders catch the force- pop of their presence at all times. postal code deflates the workforces wishing and intrust to get through to a greater extent(prenominal) than to be left-hand(a) on their have got with no visible means of relief or direction.objectively consider opposing points of viewLeaders consider situations, problems and solutions from various viewpoints, as the input signal from as m either individuals as realizable expands their capabilities to in force-out frame their direction. trainCoaching refers to when a leader knows where he or she wants to go and remains in get wind of the task but affects to lead others in create a mutual admit network. Coaching instils the desire to achieve and builds a dialogue bridge amid the leader and those under his or her charge. Thismotivates employees and positively diverges attitudes toward the work assignment. To do this effectively a leader must make an reas on toIncorporate the word we into all conversations efficient leaders eliminate the word I beca utilize it de nones a singular rather than cooperative effort. The very meaning of the term coaching implies a squad effort.Listen for objections and areas of construeEffective leaders who coach tumefy develop the skill of eliminating objections by evolution an effective dialogue and creating clear and apothegmatic responses.Offer explanations addressing the whys, whats and hows of the problem or task at handGood coaching depends upon complete realizeing. Motivation and confidence comes from understanding the expectations a leader has of those involved in a leave behindn task, assignment or problem solving situation. fundingManagers cannot be effective leaders unless they actively hone their hold outing skills. People look warmly on leaders who actively work to support them excitedly as well as physically. When leaders actively work to support the citizenry under their charge th ey get down on individual efforts with comments of praise and positive supportLeaders are not fearful to say thank you, or youre doing a great(p) job, or every(prenominal) it takes to instil confidence in an individual. relegate their own smellingings openly and honestlyLeaders are not afraid to split up their inner self. dedicate and loyalty are built on disclosing inward feelings, concerns and desires. promptly and honestly opening up builds encouragement and perseverance on twain sides. neer hesitate to ask, Whats wrong?Leaders allow themselves to get into the thick of a situation or task, and are brisk to share the decisiveness making righteousness, but know when to relinquish operate in order to gain extra club and affair.DelegatingLeaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the efficiency to select the proper soul for the specific task or role. Leaders develop good delegation skills by instruct the delegateLeaders leave nada to chance when they delegate. When delegating, it is vital to explain just what expectations the leader has of the delegated individual.Having confidence in the individual they selectLeaders do not select individuals for an assignment jibe to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well.Not abdicating accountability, but allowing individuals to locate a best course of save for themselvesLeaders monitor and weigh these individual ratiocinations, but never advance their own lead position for a dampicular course of action unless they assessit to be the best one.Understanding Theories of leaders trace possibleness of leadingTrait speculation of Leadership is found on the wedded that people are born with inherited traits and few traits are curiously suit to lead. Peo ple who make effective leaders bring forth the right (or sufficient) combination of traits and great leaders has some common spirit officeistics.Traits/skills generally believed to be possessed by leaders can be classified ad into categories such asPhysical characteristics (e.g. age height weight alertness energetic) earth characteristics (e.g. education social status mobility experience) pee guidesworthiness characteristics (e.g. ability judgement knowledge slick intelligent idealually skilled inventive knowledgeable to the highest degree company task intellectual breadth)Personality characteristics (e.g. aggressiveness alertness dominance peremptoryness enthusiasm extraversion independence self-confidence disdainfulism cocky tolerant of stress) line of work-Oriented characteristics (e.g. achievement essentials duty enterprise persistence ambitiousness achievement-orientated decisive persistent leaveingness to imbibe indebtedness case-hardened up administrative abilitySocial characteristics (e.g. supervisory ability cooperativenesspopularity prestige manners diplomacy adaptability cooperative dependable kid-glove persuasive socially skilled emotional stability and composure good interpersonal skills).Look at the Social Characteristics above. Be honest with yourself and write down those characteristics you feel you provoke and those that you feel you still study to work on. demeanoral theories behavioral psychology, likewise known as behaviourism, is a theory of learning found upon the idea that all behaviours are acquired through conditioning. Behavioural theories focus on how leaders be capture and assume that leaders can be do, rather than born, and boffo leadership is base on definable, learnable behaviour. surmise X and speculation Y supposition X and Theory Y framework proposed by McGregor in his classic book The Human positioning of Enterprise (1960) consists of two alternative readiness of assumptions. Theory X perceives employees to be lazy, do-nothing(prenominal) and untrustworthy, time according to theory Y employees are snuggleed as one of the nigh valuable assets of the company.Your concern sort is potently influenced by your beliefs and assumptions about what motivates members of your aggroup. If you believe that squad members dislike work, you allow die hard towards an potentate style of way on the other hand, if you assume that employees take pride in doing a good job, you will angle to get hold of a to a greater extent participative style.Theory XTheory X assumes that employees are cancelly unmotivate and dislike working, and this encourages an authoritarian style of circumspection. According to this view, management must actively intervene to get thingsdone. This style of management assumes that workersDislike working.Avoid responsibility and need to be directed.Have to be controlled, forced, and threatened to deliver whats needed. inquire to be supervised at both step, with controls put in place. Need to be enticed to produce results otherwise they surrender no ambition or incentive to work.X-Type organisations tend to be top heavy, with motorcoachs and supervisors required at every step to control workers. There is runty delegation of authority and control remains firmly centralised.McGregor recognised that X-Type workers are in fact usually the minority, and merely in mass organisations, such as large scale production environs, X Theory management whitethorn be required and can be unavoidable.Theory YTheory Y explains a participative style of management that is de-centralised. It assumes that employees are quick to work, are self-motivated and creative, and esteem working with great responsibility. It assumes that workersTake responsibility and are motivated to fulfil the goals they are given. Seek and accept responsibility and do not need ofttimes direction. Consider work as a natural part of keep and solve work problems imaginativel y.This more than participative management style tends to be more wide applicable. In Y-Type organisations, people at freeze off take aims of the organisation are involved in stopping point making and have more responsibility. misadventure theoriesFiedlers contingency determineThe Fiedler Contingency Model asks you to think about your natural leadership style, and the situations in which it will be to the highest degree effective. The exemplar says that leaders are either task-foc employ, or relationship-focused. Once you understand your style, it says that you can match it to situations in which that style is most effective.Fiedlers exercise consists of 3 primary elementsLeader-Member Relations This is the aim of trust and confidence that your aggroup has in you. A leader who is more trust and has more influence with the group is in a more favourable situation than a leader who is not trusted.Task Structure This refers to the example of task youre doing clear and struc tured, or vague and unstructured. unstructured tasks, or tasks where the aggroup and leader have little knowledge of how to achieve them, are viewed unfavourably.Leaders Position office This is the amount of causation you have to direct the group, and provide reward or punishment. The more cater you have, the more favourable your situation. Fiedler identifies berth as world either healthy or weak.There are some criticisms of the Fiedler Contingency Model. One of the biggest is lack of flexibility. Fiedler believed that because our natural leadership style is fixed, the most effective way to handle situations is to change the leader. He didnt allow for flexibility in leaders.Hersey-Blanchard Situational LeadershipThe Hersey-Blanchard situational leadership theory states that alternatively of using just one style, successful leaders should change their leadership styles based on the maturity of the people theyre leading and the details of the task. Using this theory, leaders should be able to place more or less accent mark on the task, and more or less emphasis on the relationshipswith the people theyre leading, depending on whats needed to get the job done successfully.We will look at situational leadership more close later(prenominal) on.Transformational LeadershipThe leadership style called transformational leadership is often the most effective plan of attack to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals, they motivate people towards these goals, they manage delivery, and they communicate well with their squads.Transformational leaders are inspiring because they expect the best from everyone on their police squad as well as themselves. This leads to high productivity and engagement from everyone in their police squad.In many organisations, both transactional and transformational leadership styles are useful. Transactional leaders (or managers) ensure that rule wor k is done reliably, while transformational leaders look after initiatives that add new value.Its also important to use other leadership styles when necessary this will depend on the people youre leading and the situation that youre in.Tannenbaum and Schmidts continuumThe Tannenbaum and Schmidt Continuum is a simple model of leadership theory which verbalizes the relationship mingled with the direct of freedom that a manager chooses to give to a aggroup, and the direct of authority used by the manager. As the teams freedom is increased, so the managers authority decreases. This is a positive way for both teams and managers to develop.Over time, a manager should aim to take the team from one end to the other, up the scale, at which point you should also aim to have substantial one or a flake of potential successors from deep down your team to take all over from you.When examining and retaining the Tannenbaum and Schmidt principles, its extremely important to remember irrespe ctive of the amount of responsibility and freedom delegated by a manager to a team, the manager retains accountability for any catastrophic problems that result. Delegating freedom and decisiveness-making responsibility to a team absolutely does not absolve the manager of accountability.Thats why delegating, whether to teams or individuals, requires a very grown-up manager. If everything goes well, the team must get the recognize if it all goes horribly wrong, the manager must take the blame. This is entirely fair, because the manager is ultimately trusty for judging the seriousness of any given situation including the risks entailed and the level of freedom that can safely be granted to the team to deal with it. This is not actually part of the Tannebaum and Schmidt Continuum, but its vital to apply this philosophy or the model will definitely be weakened, or at worse completely back-fire.Here are the Tannenbaum and Schmidt Continuum levels of delegated freedom, with some added explanation that should make it easier to understand and apply.1.The Manager decides and announces the decisionThe manager reviews options in light of aims, issues, priorities, timescale, etc., then decides the action and informs the team of the decision. The manager will probably have considered how the team will react, but the team plays no active part in making the decision. The team may well perceive that the manager has not considered the teams welfare at all. This is seen by the team as a rigorously task-based decision, which is generally a characteristic of X-Theory management style.2.The manager decides and then sells the decision to the groupThe manager makes the decision as in 1 above, and then explains reasons for the decision to the team, particularly the positive benefits that the team will enjoy from the decision. In so doing the manager is seen by the team to recognise the teams importance, and to have some concern for the team.3.The manager presents the decision wit h background ideas and invites questionsThe manager presents the decision along with some of the background which led to the decision. The team is invited to ask questions and establish with the manager the rationale behind the decision, which enables the team to understand and accept or agree with the decision more easily than in 1 and 2 above. This more participative and involving approach enables the team to appreciate the issues and reasons for the decision, and the implications of all the options. This will have a more motivational approach than 1 or 2 because of the higher(prenominal) level of team involvement and intelligence.4.The manager suggests a provisional decision and invites discussion about itThe manager discusses and reviews the provisional decision with the team on the basis that the manager will take on wit the views and then terminally decide. This enables the team to have some real influence over the shape of the managers final decision. This also acknowledg es that the team has something to contribute to the decision-making process, which is more involving and therefore motivating than the previous level.5.The manager presents the situation or problem, gets suggestions, then decidesThe manager presents the situation, and maybe some options, to the team. The team is support and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take. This level is one of high and specific involvement for the team, and is seize particularly when the team has more exact knowledge or experience of the issues than the manager. universehigh-involvement and high-influence for the team this level provides more motivation and freedom than any previous level.6.The manager explains the situation, defines the parameters and asks the team to decideAt this level the manager has effectively delegated responsibility for the decision to the team, albeit within the mana gers say limits. The manager may or may not choose to be a part of the team which decides. While this level appears to gives a huge responsibility to the team, the manager can control the risk and outcomes to an extent, according to the constraints that he stipulates. This level is more motivational than any previous, and requires a mature team for any serious situation or problem. (Remember that the team must get the address for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. This isnt strictly included in the original Tannenbaum and Schmidt definitions, so it needs pointing out because its such an important locution of delegating and motivating, and leadership.)7.The manager allows the team to localise the problem, develop the options, and decide on the action, within the managers received limitsThis is ostensibly an extreme level of freedom, whereby the team is effectively doing what the manager did in level 1. The team is given responsibility for identifying and analysing the situation or problem the process for resolving it developing and assessing options evaluating implications, and then deciding on and consumeing a course of action. The manager also states in advance that he/she will support the decision and help the team implement it. The manager may or may not be part of the team, and if so then he/she has no more authority than anyone else in the team. The only constraints and parameters for the team are the ones that the manager had imposed on him from above. (Again, the manager retains accountability for any resulting disasters, while the team must get the credit for all successes.) This level is potentially the most motivational of all, but also potentially the most disastrous. Not surprisingly the teammust be mature and competent, and unresolved of acting at what is a rattling strategic decision-making level.Leadership bearingsSome basic leadership stylesDirecti veFrequently depict as autocratic. Tells people what to do and expects them to lead off to it.ParticipativeSeeks input from others and participates in the decision-making process.Laissez-FaireA hands-off approach allowing for both initiative and the latitude to determine process to effect an outcomeAdaptiveA suave style that takes into consideration the context of the environment and the individual being led.Using the techniques of LeadershipSituational leadershipSituational Leadership is a concept developed by Paul Hersey, an internationally recognised leading authority on training and learning in leadership and management and Kenneth Blanchard, an American author and management expert. Generally when referring to the concept it is safer and correct to show the name as a registered saved trademark as it relatesto business and products by Hersey and Blanchard.Looking at Directive Behaviour whereby the leader gives clear defined and diminutive instructions, and Supportive Behavi our where the leader gives people the freedom to make decisions and support them in their efforts, Hersey and Blanchard moved away from the idea of work shift on a line in the midst of the two and consider good leadership as a combination of both.The idea is that the way of combination will deviate according to the person being dealt with by the leader, and the situation on which that person operates, wherefore the term Situational Leadership.The notable features of this model are briefly that the model focuses on pursual (individual team members), rather than wider body of work circumstances emphasise that leaders should change their behaviour according to the type of followers proposes a progression of leadership interlingual rendition in response to the development of followers.By combining high and low levels of each type of behaviour we progress towards quartette distinct styles of leadership.LevelGroup typeDevelopingD1 imprint competency / spirited ladingD2Some compe tence / Low commitmentD3 high gear competence / unsettled commitmentDevelopedD4 blue competence / High commitmentAppropriate leadership styles for each development level growth LevelAppropriate Leadership StyleD1Low competence / High commitmentS1Directing(Structure, control and supervise)D2Some competence / Low commitmentS2Coaching(Direct and support)D3High competence / Variable commitmentS3Supporting(Praise, listen and facilitate)D4High competence / High commitmentS4Delegating(turn over responsibility for day-to-day decision making)DirectingThe leader provides specific instructions and closely supervises the task. This style is appropriate for people who lack skill but are committed and impatient to learn or those who do not want responsibility and want clear, specific instructions.CoachingThe leader gives some direction and supervision because team members, although they have some competence and commitment, are still relatively inexperienced, therefore require further developme nt. They need support and praise to move on their self-esteem. Their involvement indecision making assists with the development process.SupportingEven though team members do not need much direction, good support by the leader is still necessary to motivate and boost confidence.DelegatingTeam members are both competent and committed therefore leader can give them responsibility for decision making and problem solving with little supervision or support. ply in Organisation LeadershipLeadership and force are closely linked. Powerful people are normally those that others follow, so they get going the leaders.The five bases of power were identified by John French and Bertram Raven in the early 1960s through a study they had conducted on power in leadership roles. The study showed how different types of power affected ones leadership ability and success in a leadership role.They identified five bases of power1.LegitimateThis comes from the belief that a person has the noble right to m ake demands, and to expect conformation and obedience from others.2.RewardThis results from one persons ability to compensate another for compliance.3.ExpertThis is based on a persons superior skill and knowledge.4.ReferentThis is the result of a persons perceived attractiveness, worthiness, and right to respect from others.5.CoerciveThis comes from the belief that a person can punish others for noncompliance.If youre conscious of these sources of power, you canBetter understand why youre influenced by someone, and decide whether you want to accept the base of power being used. Recognise your own sources of power.Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect.TrustThe first task of any leader is to inspire trust. Trust is confidence born of two dimensions character and competence. Character includes your integrity, motive, and intent with people. Competence includes your capabilities, skills, results, and track re cord. Both dimensions are vital.The foundation of trust is your own credibility, and it can be a real differentiator for any leader. A persons reputation is a direct reflection of their credibility, and it precedes them in any interactions or negotiations they might have.Behaviours you can adopt to build trust in yourself take to task StraightDemonstrate Respect throw TransparencyRight WrongsShow allegianceDeliver ResultsGet Better award RealityClarify Expectation traffic pattern AccountabilityListen First hold the line CommitmentsExtend TrustBibliographyThe Wall route Journal term What is the difference between Management and Leadership (last accessed 4 distinguished 2013) (http//guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/) The Biz Coach member 10 Key Differences between Leaders and Managers (last accessed 4 haughty 2013) (http//www.bizcoachinfo.com/archives/8426)Techno Func name Trait Theory of Leadership (la st accessed 4 expansive 2013) (http//www.technofunc.com/index.php/leadership-skills/leadership-theories/ item/trait-theory-of-leadership-2) name Behavioural Theories of Leadership (last accessed 7 tremendous 2013) (http//www.technofunc.com/index.php/leadership-skills/leadership-theories/item/behavioral-theories-of-leadership) About.com Psychology denomination Psychology Theories (last accessed 7 August 2013) (http//psychology.about.com/od/psychology101/u/psychology-theories.htm) look MethodologyArticle Theory X and Theory Y (last accessed 7 August 2013) (http//research-methodology.net/theory-x-and-theory-y/)Mind ToolsArticle Theory X and Theory Y (last accessed 7 August 2013) (http//www.mindtools.com/pages/ article/newLDR_74.htm)Article Fiedlers Contingency Model (last accessed 11 August 2013) (http//www.mindtools.com/pages/article/fiedler.htm)Article The Hersey-Blanchard Situational Leadership Theory (last accessed 11 August 2013) (http//www.mindtools.com/pages/article/newLDR_ 44.htm)Article French and Ravens Five Forms of Power (last accessed 11 August 2013 (http//www.mindtools.com/pages/article/newLDR_56.htm)SlideshareArticle Fiedlers contingency model to leadership (by Bhobotosh Debnath)(last accessed 11 August 2013) (http//www.slideshare.net/bhobotoshdebnath/assignment-on-2) Businessballs.comArticle Tannenbaum and Schmidt Continuum (last accessed 11 August 2013) (http//www.businessballs.com/tannenbaum.htm)The Build NetworkArticle Leadership styles to master (last accessed 11 August 2013) (http//thebuildnetwork.com/leadership/4-leadership-styles/) The Fast TrackArticle The 5 Types of Power in Leadership (last accessed 11 August 2013) (http//quickbase.intuit.com/blog/2011/08/26/the-5-types-of-power-in-leadership/) Leadership NowArticle How the best leaders build trust (last accessed 11 August 2013) (http//www.leadershipnow.com/CoveyOnTrust.html)