What Is The Role Of Leadership In Management – Although many people use the terms management and leadership interchangeably, they are actually two different concepts. This article seeks to explore the nuances between these two roles.
To learn more about these topics, you can read management books and leadership books, as well as engage in leadership activities or attend leadership training.
What Is The Role Of Leadership In Management
Many believe that leaders and managers are the same. Although similar, these two words describe two separate concepts. Merriam’s dictionary defines the terms as follows:
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Nevertheless, the descriptions have much in common. However, a deeper analysis of these explanations reveals a divide. The most common words in each definition are the verbs “guide” and “manage.” These definitions mean that leaders lead or coach employees, while managers direct or supervise employees. The latter keeps the staff in line, and the former teaches. Moreover, although the main competence of a manager is the level of skill and technical skill, the main way that leaders prove themselves to be competent is to lead by example and fulfill the tasks expected of the followers.
Although these are the most basic meanings of the words leadership and management, there are many differences in the terms.
For example, Indeed defines management as “coordinating and directing tasks to achieve goals…” …. Management can also refer to the senior staff within an organization.
“Successful leadership means being willing to take risks, fully engage with the challenges of the organization, and sacrifice everything for one’s values and principles.”
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There are at least as many definitions of terms as there are business publications. Experts and leaders visualize the concept in different ways. It should also be noted that many professionals, especially those in positions of authority, have personal definitions of leadership.
Despite the subtle differences, there is a common theme in the definitions of management and leadership. Managers administer and enforce guidelines and standards of behavior. At the same time, leaders are more actively involved in shaping the culture and developing employees at the individual and group level.
When asked about the difference between leadership and management, some experts may say that the difference is one of degree. This leadership refers to leaders calling the shots for the entire company, while management refers to middle managers taking orders and giving instructions.
However, the real difference between management and leadership is more a matter of attitude than position. No title or title, anyone can be a leader. Also, a title does not automatically create a lead.
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According to the general understanding, managers tend to supervise and control, while leaders tend to approach and coach employees more. Leaders strive to inspire employees and help team members grow, while managers’ primary goal is to keep employees on track.
This level of involvement is the most common argument when discussing the differences between the two concepts. According to the Harvard Business Review, there are two other key differences between management and leadership. First, managers calculate value and leaders create value. Managers are measurers and leaders are catalysts. A manager reports on whether an employee is meeting expectations, and leaders share feedback on how team members are meeting and exceeding goals. The second difference is spheres of power and spheres of influence. Managers take charge of direct reports, but have little say in the colleagues they do not have to obey. On the other hand, leaders influence other areas of the organization. Peers listen to these leaders, imitate their behavior, and actively seek their advice.
Understanding the difference between management and leadership is important because this view can affect leadership strategy, relationships with subordinates, and the long-term health of the organization.
Without understanding the difference between the two terms, leaders may wonder why teams aren’t performing as expected or achieving the desired results. At worst, these leaders may believe that they are doing everything within their power and, as a result, blame the team for failure. Realizing that management and leadership are two separate concepts opens the mind to different approaches and possible corrective courses. This understanding helps people in positions of authority take ownership and responsibility for their part in the process.
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It’s also worth noting that management often gets a bad rap compared to leadership. Many professionals see management as the bare minimum or “leadership simplicity.” Managers are often portrayed as pawns, control freaks, or lacking in creativity. However, as this Forbes article points out, both management and leadership are essential to organizations. The author of this article argues that professionals should manage things and manage people. Managers need systems thinking to control the processes that keep the business running smoothly. Still, there is an argument for managing people from time to time instead of managing them. In an ideal business world, managers could coach employees to the best solution in any given situation.
The workplace is often subject to deadlines, and a manager may have to pull a career and make a final decision at a critical moment. After that, the manager can switch back to leader mode and help employees understand the logic behind the call. For efficiency or survival, a manager may need to command compliance before providing feedback. At the same time, when supervisors use leadership effectively, team members are more likely to trust their judgment and be less likely to resist ideas that go against their instincts.
Manager: Sandy uses a company-approved template or rubric to evaluate employees and rates employees on a numerical scale. He can add a few comments in the additional notes section or choose from a list of possible pre-printed compliments. At each evaluation, Sandy grades one or two random fields with a middle number because her superiors insist that they never assume their performance or reviews are perfect so that employees don’t become lazy.
Leader: Danny interacts with employees in one-on-one meetings. It dives deep into performance, showing strengths and wins, as well as lessons and areas for improvement. Instead of monologuing and giving team members a chance to rebut or respond at the end of the evaluation, Danny asks his employees to speak first and describe their performance, and has his employees in the meeting. encourages me to interfere with thoughts during. Feedback is thoughtful and personal to the employee. Danny knows that he can motivate his employees to strive to be better without saying that any area is inferior.
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2. Scenario: Ex-Files Limited is about to undergo a major operational restructuring. Instead of investigating any unusual occurrences, the firm focuses only on extraneous activity.
Manager: Mulder makes a big announcement at the end of a routine team meeting. When a backlash breaks out among the staff, Mulder tells the staff that these are new rules and they need to get used to them. When employees ask questions, he somehow answers: “The higher ups decided so, so you have to do what they say.”
Leader: Scully makes a series of announcements about the upcoming shifts. He assures employees that there are plenty of opportunities to talk about these changes. Scully listens and validates employee concerns while promising that the team will work through the transition together. Scully welcomes feedback, questions, and concerns and addresses them by pitching ideas to management or implementing them at the department level, or by explaining the rationale behind the company’s choices so that employees better understand the need for change.
3. Scenario: Hogwarts International is having a record quarter thanks in part to the efforts of the Gryffindor team. President Albus Dumbledore thanked the team leader at a formal luncheon meeting of high-ranking officials.
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Manager: Harry says “thank you sir” and tells his team when he returns to the common area.
Leader: Hermione points out that the win was a team effort and is quick to highlight the unique contributions and achievements of key team members, giving her teammates a good look for the hard work.
4. Scenario: Two members of the foreign sales department of the private security company The Avengers find themselves in a difficult position after losing several key battles to wrest leads from their arch-rivals, the Justice League.
Manager: Nick Fury tells staff that their performance is poor and warns of consequences if the record doesn’t improve. This manager uses a three strike system and declares that it’s generous too – some companies let you go after your first mistake, you know.
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Leader: Captain America is close enough to the members of this team that he knows that a force outside the office can affect deals, or at least feels comfortable enough to question the possible cause of the problem. He opens the conversation by assuring the employees that he knows they are doing a good job and he wants to help because they are a team and he is concerned. Kapak listens to the story of the team members, makes suggestions and develops a training regimen and a plan of attack together.
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