Introduction:

"The best executive is the one who has sense enough to pick good men to do what
he wants done, and self-restraint to keep from meddling with them while they do it."
Roosevelt,Theodore,(2005).
In today's world education. It takes good strong leadership and management to guide an
institutions to success. While many people consider management and leadership to be
synonymous they are in reality two different concepts. A person can be a good leader but if he
does not know how to manage an organization that organization will be destined to fail. Also if
a person had great management skills but lacks in leadership no matter how good he is if he
cannot lead his employees towards the goal then it is a failed attempt at success. Management
is considered a job description whereas leadership is considered a trait.

Successful organizations have strong leaders and managers that develop, support and
encourage employee longevity within an organization. There is a significant difference
between leadership and management however both skills have to be used collectively and
both are important to a profitable organization. Leadership is a notion of communicating an
organization’s vision, whereas management is more of the implementation of the
organization’s vision. The manager typically carries out the responsibilities written by the
organization and has a good team underneath them to carry out the duties and meet the goals.
Most organizations have a mission statement that mirrors and supports an organization’s
vision. When referring leadership and management, the two are closely linked yet both mean
and hold different task and responsibilities.

A good leader takes on all the responsibility of his/her team by incorporating

experience and competencies of themselves and developing through coaching, facilitating,
and by creating environments that support the focus of the organization. Leaders are role
models who lead by example and realize they may need to put their own feelings aside to
make a decision that is beneficial for the organization and his team. Leadership is the ability
to remove institutional roadblocks and empower employees. In theory, the ideal scenario is
for a leader to have infinite flexibility or being able to adapt your leadership style according
to each situation, but leaders are sometimes restrained by policies and procedures

There are many roles and responsibilities a leader has in creating a productive culture
within the organization. According to Hersey and Blanchard (1998), there are three areas
required for effective leadership. Technical skills, which includes clinical expertise and

1
knowledge as it pertains to nursing. Secondly, human skills, which is the ability and
judgment to work with people in leadership roles. And lastly, conceptual skills which is the
ability to understand the complexities of overall organization and figure out how and where
one’s own strengths of management fits into the overall organization (Cherry, Jacob 2011).

In the modern times one of the most important human activities is managing group of
people. Ever since people began forming groups to accomplish aims they could not achieve
as individuals, managing has been essential to ensure the coordination of individual efforts.
As society has come to rely increasingly on group effort and as many organized groups have
become large the task of managers has been rising in importance.
Management is the process of designing and maintaining an environment in which
individuals working together in groups efficiently accomplish selected aims.

2
 NATURE OF MANAGEMENT
1.1 MANAGEMENT
Meaning:
Management is an important factor for the success of any organized activity.
Today management basically concern with changes and challenges, and it is difficult to
manage.
Management is an art of getting things done through others. Management is to plan,
organize, direct and control the resources of the organization for obtaining common
objectives or goals. It is related with resources like material, money, machinery, methods,
manufacturing and marketing.
The basic definition of Management explain that
* As managers, people carry out the managerial functions of planning organizing, staffing,
leading and controlling.
* Management applies to any kind of organization.
* It applies to managers at all organizational levels.
* The aim at all managers is the same to create a surplus.
* Managing is concerned with productivity, which implies effectiveness and efficiency.
Thus it may be concluded that management plays a key role in improving standard of
living of the people in the society through developing an ideal organizational structure and
making economic use of available resources.
The knowledge of management theory and practice enables managers to take more
realistic view about organizational and social problems and to find out their effective
solution.
1) According to Taylor:
“Management is the art of knowing what you want to do and then seeing that it is
done in the best and cheapest way.”
2) According to Lawrence:
“Management is the accomplishment of results through the efforts of other people.”
3) According to Henry Fayol:
“To manage is to forecast and to plan, to organize, to co-ordinate and to control.”

3
1.2 NATURE OF MANAGEMENT

1. Management is an activity
2. Management is a purposeful activity.
3. Management is concerned with the efforts of a group.
4. Management applies economic principles.
5. Management involves decision making.
6. Management is getting things done through others.
7. Management is an integrating process.
8. Management co-ordinates all activities and resources.
1.3 IMPORTANCE OF MANAGEMENT
a. Management is goal oriented:-
Management is concern with achievement of specific goals. It is always directed
towards achievement of objectives. The success of management is measured by the extent to
which objectives are achieved.

b. Management is associated with group efforts:-

The business comes into existence with certain objectives which are to be achieved by
a group and not by one person alone. Management gets things done by, with and through the
efforts of group members. It co-ordinates the activities and actions of its members towards a
common goal.
c. Management is intangible:-
It is an unseen force, its presence can be evidence by the result of its efforts up to date
order but they generally remain unnoticed, whereas mismanagement is quickly noticed.
d. Management is an activity and not a person or group of person:-
Management is not people or not a certain class but it is the activity, it is the process
of planning, organizing, directing and controlling to achieve the objectives of the
organization.
e. Management is situational:-
Management does not advice best way of doing things. Effective management is
always situational. A manager has to apply principles, approaches and techniques of
management after taking into consideration the existing situations.

4
f. Management is universal:-
Most of the principles and techniques of management are universal in nature. They
can be applied to government organization, military, educational institutes, religious institutes
etc. They provide working guidelines which can be adopted according to situations.

g. Management is concern with people:-

Since management involves getting things done through others only human being
performed this activity with the help of planning and control. The element man cannot be
separated from the management.
h. Management is the combination of art, science and profession:-
Management makes use of science as well as art. It is science because it collects
knowledge with the methods and data, analyses and measures it and decision is taken with the
help of experiment. It is a systematic body of knowledge. Art means application of
knowledge for solving various problems. In modern times there is separation of ownership
and management, so professional experts are appointed.

1.4 FUNCTIONS OF MANAGEMENT

The major functions of management are discussed below:
1. Planning
It includes forecasting, formation of objectives, policies, programmes, producer and
budget. It is a function of determining the methods or path of obtaining there objectives. It
determines in advance what should be done, why should be done, when, where, how should
be done. This is done not only for organization as a whole but also for every division, section
and department. Planning is thinking before doing.
2. Organizing
It includes departmentation, delegation of authority, fixing of responsibility and
establishment of relationship. It is a function of providing everything useful to the business
organization.
There are certain resources which are mobilize i.e. man, machine, material, money,
but still there are certain limitations on these resources. A manager has to design and develop
a structure of various relations. This structure, results from identification and grouping work,
delegation of authority and responsibility and establishing relationship.
3. Staffing

5
 It includes man power planning, recruitment, selection, placement and training.
People are basically responsible for the progress of the organization. Right man should be
employed for right job. It also involved training of personnel and proper remuneration.
4. Directing
It includes decision making, supervising, guidance etc. It reflects providing dynamic
leadership. When the manager performs these functions, he issues orders and instructions to
supervisors. It also implies the creation of a favourable work, environment motivation,
managing managers, managing workers and managing work environment.
5. Communication
Communication provides the vital link in any organization. Every successful manager
has to develop an effective system of communication. Communication means exchange of
facts, ideas and information between two or more person. It helps in building up high moral.
6. Controlling
It is a process of checking actual performance against standard performance. If there
is any difference or deviation then these differences should be detected and necessary steps
should be taken. It involves three elements:
1. Establishing standard of performance.
2. Measuring actual performance with establishment.
3. Finding out reasons for deviation.

SIMILARITIES AND DIFFERENCES BETWEEN MANAGEMENT AND

LEADERSHIP

Leadership and management are often considered practically overlapping concepts.

But are they? Is there a difference between the two concepts or leadership is a facet of
management and therefore cannot be separated? Virtually all organizations, including large
corporations, academia, leadership theorists, researchers and authors are concerned about the
difference and believe it is important.
The difference between being a manager and being a leader is simple. Management is
a career. Leadership is a calling. A leader is someone who people naturally follow through
their own choice, whereas a manager must be obeyed. A manager may only have obtained his
position of authority through time and loyalty given to the company, not as a result of his
leadership qualities. A leader may have no organisational skills, but his vision unites people
behind him.

6
1.1 Leadership versus Management
Leadership
There are many diverse definitions of leadership. Stogdill concluded that "there are
almost as many definitions of leadership as there are persons who have attempted to define
the concept”. While Peter Drucker sums up that: "The only definition of a leader is someone
who has followers. To gain followers requires influence but doesn't exclude the lack of
integrity in achieving this” (Yukl, 1989). Some theorists believe that leadership is no
different from the social influence processes occurring among all members of a group and
others believe that leadership is everything someone is doing in order to lead effective.
The classic question if leaders are made or born is still concerning many researchers.
Is it a charisma or something that can be taught? The answer to this question varies. Although
it is unexceptionable that leading isn’t easy, leaders should have some essential attributes
such as vision, integrity, trust, selflessness, commitment, creative ability, toughness,
communication ability, risk taking and visibility (Capowski, 1994).

Management
Some would define management as an art, while others would define it as a science.
Whether management is an art or a science isn't what is most important. Management is a
process that is used to accomplish organizational goals. That is, a process that is used to
achieve what an organization wants to achieve.
But do leaders and managers have the same role? Can organizations have only leaders
or only managers? A well balanced organization should have a mix of leaders and managers
to succeed, and in fact what they really need is a few great leaders and many first-class
managers (Kotterman, 2006)
[
Managers and Leaders: Are they different?
Managers are the people to whom this management task is assigned, and it is
generally thought that they achieve the desired goals through the key functions of planning
and budgeting, organizing and staffing, problem solving and controlling. Leaders on the other
hand set a direction, align people, motivate and inspire (Kotter, 2001). Other researchers
consider that a leader has soul, the passion and the creativity while a manager has the mind,
the rational and the persistence. A leader is flexible, innovative, inspiring, courageous and

7
independent and at the same time a manager is consulting, analytical, deliberate, and
authoritative and stabilizing (Capowski, 1994).
1.2 The most important differences between leaders and managers concern the
workplace
Process Management Leadership
Vision -Plans and budgets -Sets direction and develop
Establishment -Develops process steps and sets the vision
timelines -Develops strategic plans and
-Displays impersonal attitude about achieve the vision
the vision and goals -Displays very passionate attitude
about the vision and goals
Human Maintains structure Align organization
Development -Delegate responsibility -Communicates the vision,
and -Delegates authority mission and direction
Networking -Implements the vision -Influences creation of coalitions,
-Establishes policy and teams and partnerships that
procedures to implement vision understand and accept the
-Displays low emotion vision
-Limits employee choices -Displays driven, high emotion
-Increases choices
Vision -Controls processes -Motivates and inspires
Execution -Identifies problems -Energizes employees to
-Solves problems overcome barriers to change
-Monitor results -Satisfies basic human needs
-Takes low risk approach to -Takes high risk approach to problem
problem solving solving
Vision Outcome -Managers vision order and -Promotes useful and dramatic
predictability changes, such as new products or
-Provides expected results approaches to improving labor
consistently to leadership and other relations.
stakeholders

8
1.3 What Do Managers Do?
A manager is the member of an organization with the responsibility of carrying out
the four important functions of management: planning, organizing, leading, and controlling.
But are all managers’ leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the
leadership responsibilities of management, which include communication, motivation,
providing inspiration and guidance, and encouraging employees to rise to a higher level of
productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership
qualities, and employees follow orders from their managers because they are obligated to do
so—not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow
as a result of the professional title or designation. A manager’s chief focus is to meet
organizational goals and objectives; they typically do not take much else into consideration.
Managers are held responsible for their actions, as well as for the actions of their
subordinates. With the title comes the authority and the privilege to promote, hire, fire,
discipline, or reward employees based on their performance and behaviour.

1.4 What Do Leaders Do?

The primary difference between management and leadership is that leaders don’t
necessarily hold or occupy a management position. Simply put, a leader doesn’t have to be an
authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and
beliefs. A leader personally invests in tasks and projects and demonstrates a high level of
passion for work. Leaders take a great deal of interest in the success of their followers,
enabling them to reach their goals to satisfaction—these are not necessarily organizational
goals.

9
 There isn’t always tangible or formal power that a leader possesses over his followers.
Temporary power is awarded to a leader and can be conditional based on the ability of the
leader to continually inspire and motivate their followers. 

MANAGERIAL ROLES
In the first category are interpersonal roles that involve working directly with other people.
They include hosting and attending official ceremonies (figurehead), creating enthusiasm and
serving people’s needs (leader), and maintaining contacts with important people and groups
(liaison). The informational roles involve exchanging information with other people. They
include seeking out relevant information (monitor), sharing relevant information with insiders
(disseminator), and sharing relevant information with outsiders (spokesperson).anizing
Creating structures and The decisional roles involve making decisions that affect other
people. They include seeking out problems to solve and opportunities to explore
(entrepreneur), helping to resolve conflicts (disturbance handler), allocating resources to
various uses (resource allocator), and negotiating with other parties (negotiator).work
systems
MANAGERIAL SKILLS AND COMPETENCIES
A skill is an ability to translate knowledge into action that results in a desired performance.
Robert Katz divides the essential managerial skills into three categories: technical, human,
and conceptual. He further suggests that the relative importance of these skills varies across
the different levels of management. Technical skills are considered more important at entry
levels of management, where supervisors and team leaders must deal with job-specific
problems. Senior executives are concerned more with issues of organizational purpose,
mission, and strategy. Broader, more ambiguous, and longer term decisions dominate
attention at these higher levels, and conceptual skills gain in relative importance. Human
skills, which are strongly grounded in the foundations of organizational behavior, are
consistent in their importance across all managerial levels.
Technical Skills A technical skill is an ability to perform specialized tasks. Such ability
derives from knowledge or expertise gained from education or experience. This skill involves
proficiency at using select methods, processes, and procedures to accomplish tasks. Perhaps
the best current example is skill in using the latest communication and information
technologies. In the “high-tech” workplaces of today, technical proficiency in word
processing, database management, spreadsheet analysis, E-mail, and communications

10
networks are often hiring prerequisites. Some technical skills require preparatory education,
whereas others are acquired through specific training and on-the-job experience. Human
Skills Central to managerial work and team leadership are human skills, or the ability to
work well with other people. They emerge as a spirit of trust, enthusiasm, and genuine
involvement in interpersonal relationships. A person with good human skills will have a high
degree of self-awareness and a capacity for understanding or empathizing with the feelings of
others. People with this skill are able to interact well with others, engage in persuasive
communications, deal successfully with disagreements and conflicts, and more. Human skills
are indispensable in the new age of organizations where traditions of hierarchy and vertical
structures are giving way to lateral relations
and peer structures. Conceptual Skills All good managers are able to view the organization
or situation as a whole and to solve problems to the benefit of everyone concerned. This
capacity to analyze and solve complex and interrelated problems is a conceptual skill. It
involves the ability to see and understand how the whole organizational system works, and
how the parts are interrelated. Conceptual skill is used to identify problems and opportunities,
gather and interpret relevant information, and make good problem-solving decisions that
serve the organization’s purpose.

1.5 The Three Important Differences

Being a manager and a leader at the same time is a viable concept. But remember, just
because someone is a phenomenal leader it does not necessarily guarantee that the person will
be an exceptional manager as well, and vice versa. So, what are the standout differences
between the two roles?
1. A leader invents or innovates while a manager organizes.
The leader of the team comes up with the new ideas and kick-starts the organization’s
shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the
horizon, developing new techniques and strategies for the organization. A leader has
immense knowledge of all the current trends, advancements, and skillsets—and has clarity of
purpose and vision.

By contrast, a manager is someone who generally only maintains what is already

established. A manager needs to watch the bottom line while controlling employees and
workflow in the organization and preventing any kind of chaos.

11
2. A manager relies on control whereas a leader inspires trust.
A leader is a person who pushes employees to do their best and knows how to set an
appropriate pace and tempo for the rest of the group. Managers, on the other hand, are
required by their job description to establish control over employees which, in turn, help them
develop their own assets to bring out their best. Thus, managers have to understand their
subordinates well to do their job effectively.

3. A leader asks the questions “what” and “why” whereas a manager leans more towards the
questions “how” and “when”.
Good leadership requires a great deal of good judgment, especially when it comes to
the ability to stand up to senior management over a point of concern or if there is an aspect in
need of improvement. If a company goes through a rough patch, a leader will be the one who
will stand up and ask the question: “What did we learn from this?”
Managers, however, are not required to assess and analyse failures. Their job
description emphasizes asking the questions “how” and “when,” which usually helps them
make sure that plans are properly executed. They tend to accept the status quo exactly the
way it is and do not attempt a change.

Point of differences Leadership Management

Attitude towards goal
Relationship with
others
Self-percent and
development
Leaders adopt personal and
active attitude
Leaders have empathy with
other
Leaders work but do not belongs
to the organization. They search
out opportunities for change.
Managers adopt impersonal
and passive attitude
Manager’s emotional
involvement is low.
Managers are conservators
and regulators of affairs from
which they gain reward.

Conclusion:

12
 A leader is a person who influences other people to accomplish the desired goal,
leader accept challenges takes risk to remove hurdles for his subordinates, he had a different
styles for different situations. A leader is a role model for the organization.
My leadership philosophy is to be a leader who has inspirational qualities and to be
credible. This should involve being approachable, hardworking, trustworthy, competent and
supportive. If I am able to fulfil these criteria then I feel I will have credibility as a leader and
or manager. This is what followers expect of a leader. The reason for this is because a
confident and competent leader will have the ability and capabilities which will be obvious to
their followers. They will be able to share their vision which will inspire the staff to follow in
their footsteps. To be a successful leader it is important to self-assess and understand about
self-knowledge. If one is able to identify their strengths and any areas for development, this
will result in being able to set realistic parameters and be able to capitalise on their strengths,
interests and capabilities (Bennis, 2003).

Leadership and Management are two very important positions to have for anyone in
an organization. Both of these positions come with a great deal of responsibilities; however,
they both serve two different purposes and responsibilities in an organization, along with a
different set of guidelines. Leadership is a wonderful quality for anyone to have because not
everyone possesses leadership qualities and skills; however, a person can learn to have
leadership qualities if he or she has the desire. A good leader has many excellent qualities
such as; a leader has followers, knows how to encourage the workers, can get results by
implementing strategies, can create a vision for the company, and communicates the vision
clearly. These are not the only qualities a leader must have but they are some of the most
important qualities a person must have in order to be successful in a leadership position.

Management is doing things right; leadership is doing the right things. Management
is a very important position as well. Management takes a great deal of skill and education;
however, management positions are not just for anyone. In order to be successful in a
management position, one must be able to handle the responsibilities physically and mentally.
In a management position, a manager must be able to plan, delegate, organize measure and
control both the task and the employees, and making sure that things get done the right way.

13
 References:

Popovici, Virgil (2012). Similarities and Differences between Management and

Leadership
Northouse, P.G. (2007). Leadership Theory and Practice. (3rd ed.), Thousand Oaks, CA:
Sage Publications, Inc.
Kotterman, J., (2006). “Leadership vs Management: What’s the difference?” Journal for
Quality & Participation, Vol. 29 Issue 2, p.13-17
Tangen S. (2004). “Performance measurement: from philosophy to practice”,
International Journal of Productivity and Performance
Management, Vol. 53 No. 8, 2004 p. 726-737
González T.F and Guillén M. (2002). “Leadership ethical dimension: a requirement in
TQM implementation”, The TQM Magazine, vol. 14 Issue 3,
pp. 150 – 164.
Barker,R.A (2001). The nature of leadership
Barker, R.A. (1997). How can we train leaders if we do not know what leadership is?
Human Relations, 1997
Hellriegel, D and Slocum J.W. (1996). Management, Seventh Edition South Western
College Publishing, Cincinatti, Ohio.
Prasad, L.M. Principles & Practices of Management:
Tripathy,P.C and Readdy,P.N. Principles of Management.
Bohoris,G.A and Vorria, E.P. Leadership vs Management
https://writepass.com/journal/2012/11/leadership-and-management-essay/

14