UNIVERSITY OF MALAWI

SCHOOL OF LAW, ECONOMICS AND GOVERNMENT

DEPARTMENT OF MANAGEMENT AND LEADERSHIP STUDIES

LECTURER NAME: PROF L.B. DZIMBIRI

STUDENT NAME: YAMIKANI CHIWATO

REG NUMBER: BSOC-LE-12-19

MODULE TITLE: MANAGEMENT AND LEADERSHIP

MODULE CODE: LML416

DUE DATE: 20 OCT, 2023

QUESTION: ACCORDING TO DZIMBIRI (2015) THERE IS A STRONG

RELATIONSHIP BETWEEN MANAGEMENT AND
LEADERSHIP FUNCTIONS. TO WHAT EXTENT WOULD
ARGUE THAT MANAGEMENT AND LEADERSHIPS ARE
TWO SIDES OF THE SAME COIN.

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The relationship between management and leadership is a topic that has been extensively
discussed in management literature. According to Dzimbiri (2015), there is a strong
relationship between these two functions, and he argues that they are two sides of the same
coin. Dzimbiri's perspective suggests that leadership involves providing vision, direction,
coordination, control, motivation, energizing and inspiring individuals. On the other hand,
management primarily focuses on planning and organizing to achieve current goals. This essay
will explore the extent to which management and leadership can be viewed as closely related
and interconnected.

Even though management and leadership share some similarities but also have distinct
differences. Management can be defined as the process of planning, organizing, coordinating,
and controlling resources to achieve organizational objectives (Koontz & O'Donnell, 1976).
Managers are responsible for ensuring that the day-to-day operations run efficiently. On the
other hand, leadership is the art of influencing and motivating individuals to work together
toward a common goal (Northouse, 2018). Leaders inspire, guide and provide a vision for their
teams.

Management and leadership differ in how they operate and the skills they require. For instance,
management is primarily concerned with overseeing day-to-day operations, ensuring that tasks
are completed efficiently and maintaining order within the organization. According to Fayol
(1949) managers are responsible for setting clear objectives, developing action plans and
organizing resources to achieve goals. They create structures and systems to ensure tasks are
carried out systematically. Managers coordinate the efforts of different teams and departments
to maintain a seamless workflow. They allocate resources, delegate tasks and monitor progress
to prevent conflicts and inefficiencies (Mintzberg, 1973). Gulick & Urwick (1937) argued that
effective managers establish control mechanisms to measure performance against predefined
standards. They use feedback and performance indicators to ensure that operations remain on
track. On the hand, leaders use their influence to motivate and inspire others. They create a
compelling vision for the future, encouraging commitment and dedication (Bass & Riggio,
2006). They understand the needs and aspirations of their team members. They provide
support, encouragement and opportunities for growth, creating a positive and inclusive work
environment (Northouse, 2018). According to Yukl (2013) effective leaders embrace change

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and encourage innovation. They are open to new ideas and approaches, guiding the
organization toward growth and development.

In other way round, management and leadership are inherently intertwined. Effective managers
often go beyond the traditional scope of their roles, incorporating leadership functions. For
instance, they set a clear vision and align their teams with shared goals, which are characteristic
of leadership (Northouse, 2018). Additionally, motivating and developing team members, a
core leadership function, is also an essential aspect of managing effectively (Bass & Riggio,
2006). Organizational change management serves as another prime example of this interplay.
Managers, as change agents, plan and execute change processes, while leaders provide the
vision and inspiration necessary for successful change implementation (Yukl, 2013). In certain
situations, for example, in the context of crisis, effective managers need to exhibit leadership
qualities. In these critical times, managers must go beyond task coordination and resource
allocation. They become leaders by providing guidance, maintaining team morale and instilling
a sense of purpose, as inspiring hope and confidence are essential to navigate the crisis
successfully (Bass & Riggio, 2006).

Efficient management ensures that operations run smoothly. It is the backbone of day-to-day
processes and tasks. However, motivated and engaged employees are equally vital for success.
Leadership inspires employees, encouraging them to go beyond the routine tasks and put in
extra effort (Bass & Riggio, 2006). Together, they create a dynamic cooperation, where tasks
are executed efficiently and employees are inspired to give their best. Management often has a
short-term focus, concentrating on immediate objectives. Leadership, with its vision and long-
term perspective, encourages innovation and guides the organization toward sustainable
growth (Robbins & Coulter, 2017). This blend of short-term efficiency and long-term vision
ensures that organizations are agile yet forward-thinking. Management also provides the
structure and organization necessary for a smooth workflow. Leadership, with its adaptability
and openness to change, encourages innovation and new approaches (Yukl, 2013). By marrying
these aspects, organizations maintain the order required for efficient operation while staying
prepared to adapt to a dynamic environment. Considering these facts, it is true that management
and leadership can indeed be viewed to be closely related and interconnected.

The integration of management and leadership functions offers several organizational benefits.
One significant advantage is enhanced employee engagement. When managers display
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leadership qualities, employees are more likely to feel motivated, valued and engaged in their
work (Luthans & Avolio, 2003). Furthermore, this integration leads to greater adaptive
resilience within organizations. By combining management and leadership approaches,
organizations are better equipped to adapt to changing environments and address unforeseen
challenges (Cameron & Quinn, 2011).

Organizations understand the importance of harmonizing the roles of management and

leadership to achieve optimal results. Management excels at maintaining efficiency, structured
processes, and task execution, while leadership inspires and provides a sense of purpose and
direction (Mintzberg, 1973; Northouse, 2018). Striking a balance between these two critical
functions is a fundamental step toward achieving effective organizational outcomes. For
instance, Microsoft, under the leadership of Satya Nadella, provided compelling example of
balanced management and leadership. Nadella focused on aligning Microsoft's core mission
with a growth mindset. While emphasizing innovation and a cloud-first strategy, the company
maintained efficient management of its resources and operations. The result was a remarkable
recovery of Microsoft as a tech giant in the cloud computing and AI sectors (Nadella, 2019).

While the integration of management and leadership holds great promise, there are a lot of
challenges and potential conflicts arise in the process. One of the key challenges organizations
face when integrating management and leadership is the potential misalignment of goals and
priorities. Efficient management may prioritize short-term objectives and operational
efficiency, whereas leadership may be more focused on long-term vision and employee
engagement (Kotter, 1990). This discrepancy can lead to conflicts regarding the allocation of
resources and decision-making.

In summary, the paper has explored the intricate interplay between management and
leadership, it is evident that they are distinct yet interdependent. Management focuses on
processes emphasizing efficiency while leadership guides people emphasizing on vision.
Organization should not seek to choose one over but rather recognize the value in embracing
both. The potential challenges and conflict encounter when attempting to balance these two
essential functions has also been highlighted.

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REFERENCES

Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture:
Based on the Competing Values Framework. Jossey-Bass.

Dzimbiri, L. (2015). Organization and Management Theories: An African Focus: Integrating

structure, people, processes and the environment for human happiness. Zomba:
academic book publisher.

Fayol, H. (1949). General and Industrial Management. Pitman Publishing.

Gulick, L., & Urwick, L. (1937). Papers on the Science of Administration. Institute of Public
Administration.

Koontz, H., & O'Donnell, C. (1976). Principles of Management: An Analysis of Managerial

Functions. McGraw-Hill.

Kotter, J. P. (1990). What Leaders Really Do. Harvard Business Review.

Luthans, F., & Avolio, B. J. (2003). Authentic Leadership Development. Psychology Press.

Mintzberg, H. (1973). The Nature of Managerial Work. Harper & Row.

Nadella, S. (2019). Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better
Future for Everyone. Harper Business.

Northouse, P. G. (2018). Leadership: Theory and Practice. SAGE Publications.

Robbins, S. P., & Coulter, M. (2017). Management. Pearson.

Yukl, G. (2013). Leadership in Organizations. Pearson.

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