Management, Administration, and Leadership: A Review of Distinctive

Characteristics in Higher Education Management

Benjamin Bbaale

(PhD Student at the College of Education and External Studies, Makerere University, Uganda)

Associate Professor Neema Abooki

(Corresponding Author)

A Paper Presented to Mbarara University for Presentation

in a Doctoral Colloquium (This Paper is Still Under Revision to Meet Doctoral Standard)

November, 2022

1
 Abstract
Management, administration, and leadership have been defined differently by different scholars.
Many scholars look at the three terms as being the same, yet others believe that the three
concepts are different. This paper which is base on review of literature from articles attempts to
determine the differences between management, administration and leadership.
Even though management, administration, and leadership have been interchangeably used and
thought to be similar; this study found out that the three concepts are completely poles apart.
The findings revealed that management is concerned with maintaining efficiently and effectively
the current organizational arrangements whereas leadership engrosses influencing people’s
actions towards achieving desirable ends. Yet on the other hand administration was found to be
a process of working with and through others in order to accomplish organizational goals and
objectives efficiently. In general, this study suggests that the three concepts of management,
administration, and leadership engross unique roles. The researcher therefore recommends that
Higher Education Institutions should create a contributive environment under which leaders,
managers, and administrators execute their distinctive roles for institutional development.

Keywords: Management, Administration, Leadership, Differences, Contributive Environment

1. Introduction

The concepts of management, administration, and leadership have been defined differently by
different scholars (Algahtani, 2014; Bush, 2007; Virgil, 2012; Ricketts, 2009). Yet many
scholars look at the three terms as being the same and overlapping (Algahtani, 2014; Bush, 2007;
Virgil, 2012). Each of the three concepts of Management, administration and leadership
engrosses distinctive roles. Even though managers, administrators, and leaders tend to have
connections since they influence their subjects by using specific powers to achieve educational
institutional goals (Algahtani, 2014), this study takes the position that the three are different.
This paper attempts to explore the ways literature has defined management, administration and
leadership. The basic differences regarding the specific qualities required of managers,

2
administrators and leaders that emerge out of literature are also presented in this article. The
purpose of this literature review was to explore the differences between management,
administration, and leadership. The essential research question that shaped this study was: How
do management, administration and leadership differ? In this article some of the related studies
were reviewed in order to find out the differences between management, administration and
leadership. An external desk research methodology and techniques were used by the researcher
to gather and analyze relevant information available in print or published on the internet
especially from journal articles.

2.0 Findings

After reviewing several articles, several issues emerged out of the authors’ publications. These
are categorized in terms of definitions and nature of management, administration and leadership
which make a basis for their differences. In this study, the key definitions of management,
administration and leadership are handled first, secondly and thirdly respectively. Then the
nature of management, administration and leadership which make a basis for their differences is
handled last.

2.1 Management
Several authors have defined the concept of management. Algahtani (2014) defined management
as a process that is used to realize organizational goals. The researcher views management as
directing of a group or organization through executive, administrative, and supervisory positions.
According to Algahtani (2014) management is a task-oriented process that involves increasing
staff, mentoring persons with high potential, and resolving conflicts while maintaining ethics and
discipline. Algahtani (2014) stresses that managers focuses on formal directing and controlling
of their assistants, resources, structures, and systems. Institutions such as universities employ
managers in order to reach their short term goals, avoid risks, and establish standardization in
order to improve institutional efficiency. According to Virgil (2012) management is regarded as
a process of setting and achieving institutional goals through its functions such as forecasting,
organization, coordination, training and monitoring-evaluation. Thus management is a process of

3
maintaining efficiently and effectively current organizational arrangements. Management skills
are used to plan, build, and direct organizational systems to accomplish missions and goals.

2.2 Administration

Etymologically, the word administration is derived from two Latin words ‘ad’ and ‘ministrate’
meaning ‘to serve or manage.’ The Latin words administrate means to care for or to look after
people, to manage affairs. Many scholars have defined administration differently. For instance
Bijandi et al (2012) conceptualized administration as planning, organizing, staffing, directing,
coordinating, reporting, and budgeting. Literally, the word ‘administration’ means management
the affairs of public or private. Administration refers to mobilization of resources – human and
material- to achieve pre-set of objectives (Jipson et al, 2011). According to Masitah (2014)
Administration is a process of working with and through others in order to accomplish
organizational goals efficiently. Masitah (2014) observes that administrators are responsible for
accomplishing certain objectives efficiently. Thus administration is a process of working with
and through others in order to accomplish organizational goals efficiently.

2.3 Leadership

Scholars do not have an absolute definition for leadership (Lopez, 2015), but several scholars
have defined it differently. For instance, Algahtani (2014) defines leadership as the process of
influencing a group of individuals to obtain a common goal; and to develop a vision. Leaders
focus on motivation, and inspiration. Leaders aspire to build enthusiasm amongst their
employees to follow their vision, to reach long term goals, they take risks to achieve institutional
goals, and also challenge the existing status quo (Algahtani, 2014). Virgil (2012) also describes
leadership as the capacity of a leader to influence some persons and groups, directing their
efforts in completing organizational objectives. Bush (2007) views leadership as the act of
influencing others’ actions in achieving desirable ends. The author reveals that a leader is that
person who shapes the goals, motivations, and actions of others.

4
 Bush (2007) also reveals several models of leadership which includes; managerial,
participative, transformational, interpersonal, transactional, post-modern, contingency, moral and
instructional models. From the deferent authors(Algahtani, 2014; Ball, 2008; Bush, 2007;
Ricketts, 2009; Virgil , 2012 ), the analysis of the way they define leadership reveals that
leadership is a process that involves goal setting and accomplishment, group activities , influence
upon behavior of others and occurs in a group context.
Lopez (2014) observes that a leader has several characteristics. Lopez (2014) talk about
leadership as a trait, as each individual brings about his or her own qualities, such as authenticity,
confidence, decisiveness, and so forth. Leadership is also seen as ability because the leader must
be able to do certain things others might feel uncomfortable, such as speaking in public, or excel
in sports, or demonstrate enormous compassion for others. Leadership is also seen as a skill
because the leader must be competent to carry-on a task from beginning to end. Leadership is
also seen as a behavior; mainly because it predicts the attitude of the leader when facing a given
situation. Leadership is thus a process in which an individual influences a group of individuals to
achieve a common institutional goal.

3.0 Differences between Management, Administration, and Leadership

Several differences emerged out of the review. According to Algahtani (2014) the key deference
between managers and leaders is their approach to achieve the goals. Algahtani points out that
Managers exercise their control through formal power, yet leaders use their vision, and by
inspiration, motivation to align their followers. Although Algahtani (2014) provides that key
deference, that author neglected the deference between management and leadership on one hand,
with the concept of administration. Bijandi et al (2012) points out that management skill are
applied to plan, raise, and direct institutional systems with the aim of accomplishing missions
and goals whereas leadership skills guide teams to focus on the game plan through inspiring the
team players to use the management tools to accomplish the mission, goals, and objectives.
The key differences are also pointed out by Virgil (2012) who gives emphasis to the fact
that management is a career yet Leadership is a calling. Virgil (2012) stresses that people
naturally follow a leader through their own choice, while a manager must be obeyed. Both
Algahtani (2014) and Ricketts (2009) reveal that management responsibilities are generally
5
much more task-oriented than some leadership responsibilities. According to Ricketts (2009)
leadership is a multidirectional influence relationship while management is a unidirectional
authority relationship. The key differences between management and leadership are clearly
delineated by Kotterman (2006) as cited by Bargau, (2015).
Table I: Comparison of Management and Leadership Process Differences in the workplace
(Kotterman, 2006 as cited by Bargau, 2015).

Process Management Leadership

Vision Establishment Plans and budgets
Develops process steps and
sets timelines
Displays impersonal attitude
about the vision and goals
Sets direction and develop
the vision
Develops strategic plans
and achieve the vision
Displays very passionate
attitude about the vision
and goals

Human Development and Organizes and staffs Maintains structure Align organization
Networking Delegate responsibility Communicates the vision,
Delegates authority Implements the vision mission and direction
Establishes policy and Influences creation of
procedures to implement coalitions, teams and
vision partnerships that
Displays low emotion understand and accept the
Limits employee choices vision Displays driven, high
Emotion
Increases choices

Vision Execution Controls processes Motivates and inspires

Identifies problems
Energizes employees to
Solves problems
overcome barriers to change Satisfies basic
Monitor results
human
Takes low risk approach to
needs
problem solving
Takes high risk approach
to problem solving
Vision Outcome Managers vision order and Promotes useful and
predictability dramatic changes, such as
Provides expected results new products or
consistently to leadership and approaches to improving
other stakeholders labor relations

6
 On the other hand, there is deference between administration and management.
According to Samkange (2013), administration is viewed as a determinative function, whereas
management is an executive function. The decisions that management has to make are defined
by the administration. Samkange (2013) further notes that key factors in administration are
planning and organization and for management, the key factors are the motivation and
controlling functions. Administrative and management further differ in terms of skills and
qualities required in the personnel.
Even as an administrator relies on administrative qualities, a manager requires technical
abilities and human relations management skills. Samkange (2013) also observes that
management and administration are at times organization related. Hence administrators are
normally found in government and educational organizations, while managers tend to be found
in business enterprises. Although this might be true under certain circumstances, educational
institutions such as universities clearly define and distinguish between managers and
administrators. For instance, Samkange (2013) cites universities in Zimbabwe and South Africa
that have the posts of administrators and managers.

4.0 Discussion
Although management, administration, and leadership have been interchangeably used, the
literature search reveals that the three concepts are completely diametrically opposed. Available
literature reveals that key deference between managers and leaders is their approach to achieve
the goals. Managers were found to be exercising their control through formal power, yet leaders
use their vision. This correlates with what literature reveals. For instance Algahtani (2014) laid
emphasis on the fact that managers exercise their control through formal power, yet leaders use
their vision, and by inspiration, motivation to align their followers. It was further found out that
managers and leaders uses different approaches to achieve the goals. According to Algahtani
(2014) the managers exercise their control through formal power, yet leaders use their vision,
and by inspiration, motivation to align their followers. Although Algahtani (2014) provides that

7
key deference, that author neglected the deference between management and leadership on one
hand, with the concept of administration. It was further found out that management skill are
applied to plan, raise, and direct institutional systems with the aim of accomplishing missions
and goals whereas leadership skills guide teams to focus on the game plan through inspiring the
team players to use the management tools to accomplish the mission, goals, and objectives. This
conforms with Bijandi et al (2012) who call attention to the fact that management skill are
applied to plan, raise, and direct institutional systems with the aim of accomplishing missions
and goals whereas leadership skills guide teams to focus on the game plan through inspiring the
team players to use the management tools to accomplish the mission, goals, and objectives.
Studies also
The studies furthermore divulge that management is a career yet leadership is a calling.
For instance Virgil (2012) stresses that people naturally follow a leader through their own choice,
where as managers must be obeyed. Both Algahtani (2014) and Ricketts (2009) reveal that
management responsibilities are generally much more task-oriented than some leadership
responsibilities. According to Ricketts (2009) leadership is a multidirectional influence
relationship while management is a unidirectional authority relationship.

5.0 Conclusion
In a final analysis, the findings of different studies have shown that leadership involves
influencing people’s actions towards achieving desirable ends. Leadership skills are used to
focus on a potential change by establishing direction, aligning people, and motivating and
inspiring. Yet management is concerned with maintaining efficiently and effectively current
organizational arrangements. Management skills are used to plan, build, and direct organizational
systems to accomplish missions and goals. Results suggest that administration on the other hand
is not associated with lower order duties but may be seen as the overarching term, which
embraces both leadership and management. Administration was found to be a process of working
with and through others in order to accomplish organizational goals efficiently and
administrators are responsible for accomplishing certain objectives efficiently. The researcher
urges Higher Education Institutions to create a contributive environment under which leaders,
managers, and administrators execute their mandated duties without conflicting.

8
 References
Algahtani, A. (2014). Are Leadership and Management Different? A Review. Journal of
Management Policies and Practices, 2(3), 71-82. doi: 10.15640/jmpp.v2n3a4

Ball, S. (2008). Leadership of Academics in Research. Educational Management Administration

& Leadership, 35(4), 449–477. Doi: 10.1177/1741143207081058.

Bargau, M.A. (2015). Leadership versus management. Romanian Economic and Business
Review 10(2), 181-188. Retrieved from: http://www.rebe.rau.ro/RePEc/rau/journl/SU15

Bijandi, M. S., Aminuddin, B.A., Tajularipin, B.S., & Roselan, B. B. (2012). Impact of
differences between management and leadership skills on effectiveness in higher
education institutions. International Conference on Education and Management
Innovation, 30(1), 72-76. Retrieved from: http://www.ipedr.com/vol30/15

Bush, T. (2007). Educational leadership and management: theory, policy, and practice. South
African Journal of Education, 27(3), 391–406. Retrieved from: http://www.ajol.info

Jipson, S.V.P., & Sadanandan, G.(2011). Public administration: Theory and practice. University
of Calicut School of Distance Education Calicut University. P.O., Malappuram, Kerala,
India – 673 635. Retrieved from: http://www.universityofcalicut.info

Lopez, R. (2014).The Relationship between Leadership and Management: Instructional

Approaches and its Connections to Organizational Growth. Journal of Business Studies
Quarterly, 6(1), 98-112. Retrieved from: http://jbsq.org/wp-content

Masitah, S. (2014). Exploring educational administration: The relationship between leadership

and management. International Journal of Academic Research in Business and Social
Sciences January, 4 (1), 525- 538. Doi: 10.6007/IJARBSS/v4-i1/557

9
Ricketts, K. G. (2009). Leadership vs. Management. University of Kentucky College of
Agriculture, Lexington, Ky, 40546. Retrieved from: www.ca.uky.edu.

Samkange, W. (2013). Management and Administration in Education: What do school heads do?
A focus on primary school heads in one district in Zimbabwe. International J. Soc. Sci.
& Education, 3(3), 635- 643. Retrieved from: http://www.ijsse.com/sites

Virgil, P. (2012). Similarities and differences between management and leadership. Annals of
the “Constantin Brâncuşi” University of Târgu Jiu, Economy Series, Issue 2/2012.
Retrieved from: http://www.utgjiu.ro/revista/ec/pdf

10