<\/p>\n\n\n
Leadership Versus Management<\/strong><\/p>\n Peter Drucker said \u201cManagement is doing things right; leadership is doing the right things\u201d<\/strong><\/p>\n<\/blockquote>\n Fundamental difference between leadership and management is as follows:<\/p>\n It is an oversimplification to assume that leaders lead and followers follow because the relationship between management, leadership, and followers is a complex one.<\/p>\n Management and leadership are generally part of the similar role because there is a frequent change of the direction (leadership) and controlling resources to achieve that direction (management). The difference can be seen more clearly by looking at some examples of leadership without management, and management without leadership.<\/p>\n\n\n Leadership in business is company’s management capacity to set and achieve challenging targets. It also involves taking decisive and fast action when required, outperforms the competition, and inspire others to perform at the highest level.<\/p>\n\n\n\n It can be challenging to place a value on leadership or other qualitative aspects of a company as compared to the quantitative metrics that are generally tracked and are much easier to compare between organizations.<\/p>\n\n\n\n Individuals with strong leadership skills within the business world often rise to executive positions like CEO (chief executive officer), COO (chief operating officer), CFO (chief financial officer), president, and chairman.<\/p>\n\n\n\n Leadership provides direction for organization and its workers. Employees should know the direction in which organization is headed and whom to follow to succeed. Leadership involves showing workers the way to effectively perform their responsibilities and frequently supervising the completion of their tasks.<\/p>\n\n\n\n Leadership is additionally about setting a positive example for workers to follow, by being excited about the work, being motivated to find out new things, and helping out as required in both individual and team activities. Effective leadership includes exhibiting a strong character. Leaders exhibit honesty, integrity, trustworthiness, and ethics. Leaders act in line with how they speak and are liable for others\u2019 success within the company.<\/p>\n\n\n\n Strong leadership involves clear communication skills. Leaders speak with and hear staff members, answer questions and concerns, and are empathetic. Leaders use effective communication skills for moving the organization forward and achieving new levels of success.<\/p>\n\n\n\n True leadership sees where the organization is headed and plans the steps needed to reach there. Visualizing what’s possible, following trends within the industry, and taking risks to grow the business are all required of leaders.<\/p>\n\n\n\n Productive leadership shows optimism and provides positive energy for workers. Leaders find answers to challenges and reassure and encourage workers when things go awry. Leaders find ways for workers to work as a team and achieve results to an efficient and effective manner.<\/p>\n\n\n\n <\/p>\n\n\n\n Henry Harvin Aslo Provide These Certifications<\/strong>:<\/p>\n\n\n\n Many management philosophers have defined management in their own ways. Management is the administration and coordination of tasks to achieve a goal. Such administrative activities include setting the company\u2019s strategy and coordinating the staff efforts to achieve these objectives using available resources.<\/p>\n\n\n\n Word \u201cManagement\u201d can also be used for referring to the seniority structure of staff members within an organization.<\/p>\n\n\n\n A leader has certain qualities and attributes which assist him in playing a directing role and wielding commanding influence which others. Leadership is an integral part of management and plays an important role in managerial operations, while management is an integral component of technical and social processes. <\/p>\n\n\n\n Management in some form or another is an integral part of living and is important wherever human efforts are to be undertaken to achieve desired goals. The essential ingredients of management are always at play, whether we manage our lives or our business.<\/p>\n\n\n\n For example, let us check out the managerial role of a housewife and the way she uses the managerial ingredients in managing the house. First, she appraises her household and its needs. She forecasts the requirements of the household for a period of one week or a month or longer. She keeps an eye on her resources and any limitation of these resources. She plans and organizes her resources to get the utmost benefits out of those resources. She observes and controls the household budget and expenses.<\/p>\n\n\n\n In case of a large household, she divides the work among other members and coordinates their activities. She encourages and motivates them to try to do their best in completing their activities. She is usually in search of improving, mention goals, resources, and in means to achieve these goals. These ingredients, generally, are the essential functions<\/p>\n\n\n\n The primary difference between management and leadership is that it is not necessary that leaders hold or occupy a management position. A leader need not be an authority figure in the organization; a leader can be anyone.<\/p>\n\n\n\n Leaders are followed because of their <\/p>\n\n\n\n A leader personally invests in projects and tasks and shows a high level of passion for work. Leaders are interested in the success of their followers, enabling them to reach their goals to satisfaction. These are not necessarily organizational goals.<\/p>\n\n\n\n It is not necessary that a leader always have tangible or formal power over his followers. Temporary power is awarded to a leader. It can be conditional, based on the ability of the leaders to continually inspire and motivate their followers. <\/p>\n\n\n\n Role of a Manager<\/strong><\/p>\n\n\n\n Basically, there are 5 Primary Functions of Management. They are as follows:<\/p>\n\n\n\n 1. <\/strong>Planning The controlling function comprised of following three functions: coordination, reporting, and budgeting. As a result, the controlling function can be further broken into these three separate functions.<\/p>\n\n\n\n Luther Gulick coined the word POSDCORB<\/strong> based on these seven functions. Seven functions are represented by POSDCORB. P represents Planning, O represents Organizing, S represents Staffing, D represents Directing, Co represents Co-ordination, R represents reporting & B represents Budgeting. However, Planning, Organizing, Staffing, Directing,<\/strong> and Controlling<\/strong> are commonly recognized as functions of management.<\/p>\n\n\n\n (1) Planning Planning is future-oriented and determines an organization\u2019s direction. It is a rational and systematic way of decision making today which will affect the longer term of the corporate. It is a sort of organized foresight also as corrective hindsight. It involves predicting for the longer term and attempting to regulate the events. It involves the skill to foresee the consequences of current actions in future. An effective planning program incorporates the effect of both external and internal factors. External factors are as follows:<\/p>\n\n\n\n The internal factors that affect planning are:<\/p>\n\n\n\n (2) Organizing<\/strong><\/p>\n\n\n\n Organizing needs a good structure of authority, and hence the direction and flow of such authority through which subdivisions of work are defined, arranged and coordinated to ensure that all parts are related to each other in a coherent and united manner so that the prescribed objectives are attained.<\/p>\n\n\n\n Thus the function of organizing involves the determination of activities that are required to be completed in order to succeed in the corporate goals. It also involves assigning these activities to the right personnel, and delegating the authority to complete these activities in a cohesive manner.<\/p>\n\n\n\n It follows, therefore, that the function of organizing is related to:<\/p>\n\n\n\n Staffing is the task of hiring and retaining appropriate work-force for the enterprise both at managerial also as non-managerial levels. Following are also parts of staffing<\/p>\n\n\n\n Since the human element is the most important factor think about the method of management, it is important to recruit the proper personnel. Management must understand, apart from the technical and operational competence, the sociological and psychological structure of the workforce.<\/p>\n\n\n\n (4) Directing<\/strong><\/p>\n\n\n\n The function of directing is linked with leadership, motivation, communication, and supervision to ensure that employees perform their activities in the most efficient manner, to achieve the desired goals.<\/p>\n\n\n\n The leadership<\/strong> element includes giving instructions and guiding the team members about methods and procedures.<\/p>\n\n\n\n The communication<\/strong> has to be open both ways to ensure that the information can be passed to the team members and their feedback can be received as well.<\/p>\n\n\n\n Motivation<\/strong> is very important. The highly motivated people show outstanding performance with minimum direction from their superiors.<\/p>\n\n\n\n Supervising<\/strong> team members leads to continuous progress reports as well as assure the superiors that the directions are being followed properly.<\/p>\n\n\n\n (5) Controlling<\/strong><\/p>\n\n\n\n The control function comprises of those activities that are done to make sure that there is no deviation from the pre-arranged plans. The activities consist of creating standards for the work performance, measuring the performance and comparing it with the set standards. It also includes taking corrective actions as and when needed to correct any deviations.<\/p>\n\n\n\n The controlling function includes:<\/p>\n\n\n\n a. Establishing the standard performance<\/p>\n\n\n\n b. Measuring the actual performance<\/p>\n\n\n\n c. Measurement of actual performance with the pre-determined standard and finding out the deviations.<\/p>\n\n\n\n d. Taking the corrective actions<\/p>\n\n\n\n All these functions of management are closely interconnected. However, these functions are indistinguishable and virtually unrecognizable on the job. It is important to focus each function separately and deal with it.<\/p>\n\n\n\n It is evident from research that great leaders consistently possess following 10 core leadership skills:<\/p>\n\n\n\n Integrity<\/strong><\/p>\n\n\n\n The importance of integrity should be obvious. Though it is part of employee evaluation, integrity is essential for the individual and the organization. It is very critical for top-level officials who are charting the organization\u2019s course and making countless other significant decisions. Make sure your organization reinforces the importance of integrity to leaders at various levels.<\/p>\n\n\n\n Ability to Delegate<\/strong><\/p>\n\n\n\n Delegating is one of the core responsibilities of a leader, but it can be tricky to delegate effectively. The goal isn\u2019t just to free yourself up \u2014 it\u2019s also to enable your direct reports, facilitate teamwork, provide autonomy, lead to better decision-making, and help your direct reports grow. In order to delegate well, you also need to build trust with your team.<\/p>\n\n\n\n Communication<\/strong><\/p>\n\n\n\n Effective leadership and effective communication are intertwined. You need to be able to communicate in a variety of ways, from transmitting information to coaching your people. And you must be able to communicate with a range of people across roles, social identities, and more.<\/p>\n\n\n\n Self-Awareness<\/strong><\/p>\n\n\n\n While this is a more inwardly focused skill, self-awareness is paramount for leadership. The better you understand yourself, the more effective you can be. <\/p>\n\n\n\n Gratitude<\/strong><\/p>\n\n\n\n Giving thanks will actually make you a better leader. Gratitude can lead to higher self-esteem, reduced depression and anxiety, and even better sleep. Few people regularly say \u201cthank you\u201d at work, even though most people say they would be willing to work harder for an appreciative boss.<\/p>\n\n\n\n Learning Agility<\/strong><\/p>\n\n\n\n Learning agility is the skill to know what to do when you do not know what to do. If you are able to excel in unfamiliar situations, you might already be learning agile. Learning agility cannot be fostered through practice, experience, and effort.<\/p>\n\n\n\n Influence<\/strong><\/p>\n\n\n\n For some people, \u201cinfluence\u201d feels like a dirty word. If you are able to convince people through logical, emotional, or cooperative appeals then you can be an inspiring and effective leader. Influence is different from manipulation, and it needs to be done authentically and transparently. It requires emotional intelligence and trust-building.<\/p>\n\n\n\n Empathy<\/strong><\/p>\n\n\n\n Empathy is correlated with job performance and a critical part of emotional intelligence and leadership effectiveness. If you show more empathy towards your direct reports, our research shows you\u2019re more likely to be viewed as a better performer by your boss. Empathy can be learned, and in addition to making you more effective, it will also improve work for you and those around you. <\/p>\n\n\n\n Courage<\/strong><\/p>\n\n\n\n It can be difficult to speak at work, whether you want to provide feedback to a direct report, or flag a concern for someone above you or voice a new idea. That is why courage is an important skill for good leaders. Instead of avoiding issues or allowing conflicts to aggravate, courage enables leaders to move things in the right direction.<\/p>\n\n\n\n Respect<\/strong><\/p>\n\n\n\n One of the most important things a leader can do on daily basis is \u201ctreating people with respect\u201d. It eases tensions and conflict, create trust, and improve effectiveness. Respect is more than the absence of disrespect, and it can be shown in many different ways.<\/p>\n\n\n\n A manager must have following traits to be a successful and effective one:<\/p>\n\n\n\n To be an effective manager, one must be able to lead employees in an efficient manner. A manager has multiple responsibilities. Manager must be able to lead a team.<\/p>\n\n\n\n If one does not have experience working in professional environment and leading a team, it will be hard to step up as a manager. One of the best ways to gain experience in a management role is to volunteer, either within your field or with a nonprofit organization. Volunteer to help manage and produce events whether it is money raising for an organization or organizing an event.<\/p>\n\n\n\n <\/p>\n\n\n\n\n
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What is Leadership?<\/h2>\n\n\n\n
Key points<\/strong><\/h2>\n\n\n\n
Leadership involves setting and achieving goals, taking action, and beating the competition, but it also relates to the tone of the company’s management and what quite culture is made for the workers.<\/p>\n\n\n\nWhat is Management?<\/strong><\/h2>\n\n\n\n
Role of a Leader<\/strong><\/h2>\n\n\n\n
2. <\/strong>Organizing
3. <\/strong>Staffing
4. <\/strong>Directing
5. <\/strong>Controlling<\/p>\n\n\n\n
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(3) Staffing<\/strong><\/li><\/ul>\n\n\n\n
This function is even more important because people differ in their knowledge, skills, intelligence, fitness, experience, age, and attitude. This complicates the function. <\/p>\n\n\n\nQualities of a Leader<\/strong><\/h2>\n\n\n\n
Qualities of a Manager<\/strong><\/h2>\n\n\n\n
Leadership<\/em><\/h4>\n\n\n\n
Experience<\/em><\/h4>\n\n\n\n