WASEEM RIAZ LEADERSHIP

Role no
vs
203021 MANAGEMENT
Leadership and management overlap, but they are not the same(Kotterman, 2006). Both leadership and
management involve influence, working with people, and working to achieve common goals(The Guardian,
2013).However, the fields of leadership and management considered very different(Kotterman, 2006). Katz
asserts that leadership is a multi-directional influence relation, while management is a unidirectional
authority relationship (Katz, 1955).
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 Leadership .
Leaders will have a vision of what can
be achieved and then communicate
this to others and evolve strategies for
realizing the vision. They motivate
people and are able to negotiate for
resources and other support to achieve
their goals. The leader keeps an open
eye on his followers‘ benefits, so
people follow the leader voluntarily,
and the leader directs the follower by
using a transformational style (Bass,
1990). Leaders should have some
critical qualities such as integrity;
vision; toughness; decisive; trust;
commitment; selflessness, creativity;
risk taking; toughness; communication
ability, and visibility (Capowski, 1994).
Moreover, leaders should have
charisma; a sense of mission; ability to
influence people in a positive
environment; and ability to solve
problems (House, 1977)
LEADERSHIP
vs
MANAGEMEN
T
 Case Study
Toro, the lawn equipment manufacturer, is accustomed to lawsuits, due to the inherent hazards associated
with using its machinery. During the late 1980s, the company was facing major financial troubles and put Ken
Melrose in place as CEO. One of his first successes was reducing the company’s cost of lawsuits by
implementing a new mediation policy, and invoking an important leadership trait: empathy.

Prior to Melrose’s tenure, Toro faced about 50 lawsuits every year involving serious injuries. He decided to
switch to mediation to address product liability claims. This approach included sending a company
representative to meet with people injured by Toro products, as well as their families. The goal was to see what
went wrong, express the firm’s sympathy and attend to the family’s needs. One result of the new mediation
policy was a 95% rate of resolving the company’s claims, along with significant cost savings.

Great leaders recognize problems and do what it takes to overcome them. They are open and empathetic, and
let their values guide their actions.
 Management Katz defined the management as exercising direction of a
group or organization through executive, administrative, and
supervisory positions (Katz, 1955).
Managers focus on Kappa states that the aim from a good management is to
formal directing and provide services to the community in an efficient and
controlling of their sustainable manner (Kappa, 1991). Moreover, Kotter defined
assistants, resources, the management as a job which takes care of planning,
structures, and systems organizing, budgeting, coordinating and monitoring activities
(Kotter, 2001). for group or organization (Kotter, 2001). Northouse defined
the management as a process by which definite set
Managers aim to reach objectives are achieved through the efficient use of
short term goals, avoid resources (Northouse, 2007).
any risks, and establish
Thus, Management in general is a process that is used to
standardization to achieve organizational goals.
improve efficiency
(Kotterman, 2006).
According to John Kotter
LEADERSHIP MANAGEMENT

The leadership process involves In contrast, the management process involves

 developing a vision for the organization

 aligning people with that vision through
communication
 motivating people to action through
empowerment and through basic need
fulfillment.
 The leadership process creates uncertainty
and change in the organization
 planning and budgeting
 organizing and staffing
 controlling and problem solving
 The management process reduces
uncertainty and stabilizes the organization
 Comparison
Category Leadership Management

Thinking Process Focus on people Things

Goal Setting Vision ,future, Executive plan present improve

Employee Relations Empowers colleagues Control Subordinate

Trust Develops

Operation Create Change Manage Change

Serves subordinates

Governance Use influence Uses conflict Use Authority Avoid Conflicts

Leadership vs SUBJECT LEADER MANAGER

Management Style Transformational Transactional

Credits Give Take
Blame Takes Blame
Wants Achievement Result
. Rules Breaks Makes
Risk Take Minimize
Decision Facilitate Makes
Power Personal charisma Formal Authority
Focus People Things
Horizon Long term Short Term
Seeks Vision Objectives
Essence Change Stability
Leadership
vs Warren Bennis (1989) notes
Management
Bennis (2007) “To survive in the twenty-first century, we are
summarized his going to need a new generation of leaders—
previous quotation as leaders, not managers. The distinction is an
follows: important one. Leaders conquer the context
“Managers do —the volatile, turbulent, ambiguous
things right, surroundings that sometimes seem to
conspire against us and will surely suffocate
while leaders us if we let them—while managers surrender
do the right to it”
things”
 Conclusion
 First,
good leaders are not necessarily good managers, and
good managers are not necessarily good leaders.
 Second, good management skills transform a leader’s
vision into action and successful implementation
 Third, organizational success requires a combination of
effective leadership and management.
Leadership vs
Management