Is there any Difference between leadership and Management?

Discuss the role of manager and identify the skills required for effective management and leadership with supporting examples from your own experience. Prepare a list of the skills that you have identified.

Answer
Leadership is the art of motivating a group of people to act towards a common goal. The definition of leadership, I think, captures the leadership essentials of inspiration and preparation. Effective leadership is based upon ideas, but would not happen unless those ideas can be communicated to others in a way that engages them. The leader is the inspiration and director of action. He is the person in the group that possesses the combination of personalities and leadership skills that makes others want to follow his direction. The process of influencing the behavior of other people toward group goals in a way that fully respects their freedom is called Leadership." Some sit and pontificate about whether leaders are made or born. The true leader ignores such arguments and instead concentrates on developing the leadership qualities necessary for success. In this article, we are going to discuss five leadership traits or leadership qualities that people look for in a leader. If you are able to increase your skill in displaying these five quality characteristics, you will make it easier for people to want to follow you. The less time you have to spend on getting others to follow you, the more time you have to spend refining exactly where you want to go and how to get there. The five leadership traits/leadership qualities are: 1. Honest 2. Forward-Looking 3. Competent 4. Inspiring 5. Intelligent (Kouzes and Posners research The Leadership Challenge)

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Management Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing and controlling organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Because organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others. Basic Functions Management operates through various functions, often classified as planning, organizing, staffing, leading/directing, and controlling / monitoring .i.e

Planning: Deciding what needs to happen in the future (today, next week, next month, Organizing: (Implementation) making optimum use of the resources required to enable Staffing: Job analyzing, recruitment, and hiring individuals for appropriate jobs. Leading/Directing: Determining what needs to be done in a situation and getting people Controlling/Monitoring: Checking progress against plans. Motivation: Motivation is also a kind of basic function of management, because without

next year, over the next 5 years, etc.) and generating plans for action.

the successful carrying out of plans.

to do it.

motivation, employees cannot work effectively. If motivation doesn't take place in an organization, then employees may not contribute to the other functions (which are usually set by top level management).

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Leadership Vs Management The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too. Managers have subordinates By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. Leaders have followers Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.

In summary This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.

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Table Subject Essence Focus Have Horizon Seeks Approach Decision Power Appeal to Energy Culture Dynamic Persuasion Style Exchange Likes Wants Risk Rules Conflict Direction Truth Concern Credit Blame Leader Change Leading people Followers Long-term Vision Sets direction Facilitates Personal charisma Heart Passion Shapes Proactive Sell Transformational Excitement for work Striving Achievement Takes Breaks Uses New roads Seeks What is right Gives Takes Manager Stability Managing work Subordinates Short-term Objectives Plans detail Makes Formal authority Head Control Enacts Reactive Tell Transactional Money for work Action Results Minimizes Makes Avoids Existing roads Establishes Being right Takes Blames

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The Role of Manager Manager is the person who manages, conducts, trains, manipulates, directs, deals, supervises, organizes and controls resources, expenditures, an organization, an institution, a team, a household, etc Lists of Jobs 1. Supervise and manage the overall performance of staff in the department. 2. Analyzing, reporting, giving recommendations and developing strategies on how to improve quality and quantity. 3. Achieve business and organization goals, visions and objectives. 4. Involved in employee selection, career development, succession planning and periodic training. 5. Working out compensations and rewards.
6. Responsible for the growth and increase in the organizations' finances and earnings.

7. Identifying problems, creating choices and providing alternatives courses of actions. A manager needs to have the capacity to evaluate and examine a process or procedure and decide on the best choice to produce an outcome. You look at the importance, quality and values and then taking the best approach. He is also expected to track the progress of each employee's activities and effectiveness, review them and offer feedback and counseling.

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Skills required for effective management and leadership

Leadership, a critical management skill, is the ability to motivate a group of people toward a common goal. These items will help you develop your skills as a leader.

Interpersonal Communications Skills

Communications model How team communication breaks down The role of the manager when it comes to listening and communication Effective interpersonal communication

Effective Listening

When should you actively listen? The benefits of listening with understanding

Performance Management

How to give effective feedback Negotiating coaching plans with each employee Principles of performance appraisals Steps in progressive discipline

Dealing with Conflict

Positive and negative conflict Understanding conflict Controlled, expressed, and irrational anger A three-step model for dealing with conflict on the team

Delegation

Delegate menial tasks so they get done Delegate the tough, important jobs
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Motivation

Traditional motivation models Motivating your under-performers How to create a motivating team environment Find the right reward for each team member

Creating and Managing Effective Teams

Definition of an effective team Advantages and disadvantages of working in teams Effective and ineffective teams Team rules, roles, and behaviors The six characteristics of effective teams What to do with a dysfunctional team Phases of team development

Time Management and Priority Setting

Setting effective priorities with your team Dealing with e-mail, interruptions, and meetings Negotiating priorities with your boss Learning to negotiate 'no'

Stress Management

Recognizing the signs and symptoms of stress Build a stress plan for work The physiological symptoms and impacts of stress What is distress? Seven steps to take in times of stress

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Examples

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List of Skills Delegation Time management & Priority Setting Presentation Assertiveness Self confidence Influencing Motivating Conflict management Problem solving Meeting skills Interpersonal Communications Skills Effective Listening Performance Management Creating and Managing Effective Teams Stress Management

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There are three fundamental skills of a manager:

1. Technical

The Manager should be proficient at specific tasks. This in turn helps to provide the credibility or knowledge to persuade people to do certain things.
2. Human

The manager has to know how to work with people.

3. Conceptual

The manager can see the organization as a whole. In other words, there has to be some knowledge of the organization and what it does and how it interacts with other organizations. Professional Skills a Manager needs 1. People skills 2. Strategic thinking (planning ahead and predicting what was going to happen) 3. Visionary 4. Flexible/adaptable to change 5. Self-management 6. Team player 7. Solve-complex problems and make decisions 8. Ethical/high personal standards Personal Skills a Manager needs Problem Solving Skills: problem solving involves the identification of problems and the formulation and evaluation of alternative solutions by weighing risks and benefits. Communication Skills: communication skills include the ability to speak well, listen well, give and understand instructions, and communicate in ways appropriate to the situation and audience. Personal Qualities and Work Ethic: personal qualities important to job performance include self-esteem, self-management, responsibility, and motivation.
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Interpersonal and Teamwork Skills: interpersonal and teamwork skills are those needed to negotiate with others, to participate as a member of a team, and to resolve conflicts maturely.

Skills contributing to meet both Organizational goals and personal goals Coaching and counseling, Emotional Intelligence Delegation Time management Presentation Stress management Assertiveness Self confidence Listening Influencing Motivating Conflict management Problem solving Meeting skills

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Methods we can use to improve both personal and Professional Skills

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By Myself

Rating Managment and Leadership skills

Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Skills Coaching & Counselling Emotional Intelligence Delegation Time Management Presetation Stress Management Asertiveness Sell-Confidence Listening Motivation Conflict Management Problem Solving Meeting Skills Very Good Satisfactory Needs Improvement Poor Not Tested

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Final Rating Sheet

Rating Managment and Leadership skills

Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Skills Coaching & Counselling Emotional Intelligence Delegation Time Management Presetation Stress Management Asertiveness Sell-Confidence Listening Motivation Conflict Management Problem Solving Meeting Skills Very Good Satisfactory Needs Improvement Poor Not Tested

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Assessment of the various Personal and Professional skills.

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Personal development Plan Identify your career goals and objective, taking into consideration your current roles and responsibilities and identify the personal and professional skills and knowledge required to meet these objectives.

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SWOT Analysis of skills and knowledge ( With Reference of task 2) Identification of gaps or development needs (Personal and Professional) Objective for each development need and Realistic personal development plan to demonstrate how you intend to address the learning and development needs that you have identified.

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Appendix

Rating Managment and Leadership skills

Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Skills Coaching & Counselling Emotional Intelligence Delegation Time Management Presetation Stress Management Asertiveness Sell-Confidence Listening Motivation Conflict Management Problem Solving Meeting Skills Very Good Satisfactory Needs Improvement Poor Not Tested

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Rating Managment and Leadership skills

Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Skills Coaching & Counselling Emotional Intelligence Delegation Time Management Presetation Stress Management Asertiveness Sell-Confidence Listening Motivation Conflict Management Problem Solving Meeting Skills Very Good Satisfactory Needs Improvement Poor Not Tested

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Rating Managment and Leadership skills

Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Skills Coaching & Counselling Emotional Intelligence Delegation Time Management Presetation Stress Management Asertiveness Sell-Confidence Listening Motivation Conflict Management Problem Solving Meeting Skills Very Good Satisfactory Needs Improvement Poor Not Tested

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Rating Managment and Leadership skills

Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Skills Coaching & Counselling Emotional Intelligence Delegation Time Management Presetation Stress Management Asertiveness Sell-Confidence Listening Motivation Conflict Management Problem Solving Meeting Skills Very Good Satisfactory Needs Improvement Poor Not Tested

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Questionnare

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References

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