Differences between Leadership and Management

Discuss About The Business Schools Ethics Education Iceland?

Leadership failure in the present organization results from the structured role of a leader which translates one to a manager. Whenever leaders turn into commanders using the control and command approach, leadership ceases to exist. Management refers to the process of controlling or dealing with people or things whereas leadership points to the action of leading an organization or people towards a specific goal (Gamage 2006). The essay shall explain the differences between leadership and management and explain four management styles and areas commonly applied.

The existing organizations are preoccupied with control whereas certain procedure of doing things have been set up and have to be followed to the latter. In a management case, the ability to take orders and execute them is highly rewarded whereby conflicts that arise are only solved through escalation to the top level management for a resolution (Northouse 2017). The case denies leadership from occurring where such hitches could be solved through consultation and seeking opinions and feedback from the actual people carrying out a task. Thus, the practice limits the ability for leadership and encourages the use of the chain of command (Goetsch and Davis 2014).

For instance, one may be talented in a particular field but then fail to exhibit the same due to the prevailing control mechanisms procedural. Thus, the ability for leadership disappears in the process. Therefore, in achieving a true balance, there is the need to manage the processes in organizations while providing leadership to the people.

As such, leaders have to remain open to altering their leadership approach by developing alternative means where the business development of interpersonal skills, ethical lines, integrity, and honesty exists rather than relying on technical aspects to forcing compliance among the subordinates (Avolio and Yammarino 2013). All these values have to be embedded in the workplace culture to experience success and the shift from over management. In overall, it translates to the ability to acknowledge employees whenever a right thing is done and building their moral rather than waiting for something to go wrong then begin to reprimand people at different levels (Barney 2014).

Working according to rules and standards set becomes a difficult thing to achieve. Most managements establish norms and procedures to be followed in production while remaining blind to the fact that the people carrying out the tasks might have valuable ideas which can improve the effectiveness of some processes (Sigurjonsson, Vaiman, and Arnardottir 2014). In this case, the difference between leadership and management arises in that a leader can consult and seek an opinion from the subjects whereas a manager goes along with the set rules and nothing far from it.

Path-Goal Theory

At the same time, leaders ought to lead by example whereby if one wants proper customer service, he should be ready to experiment the same to others before demanding the same from them (Van Wart 2017). By so doing, one would be moving away from the management to the leadership ability where things are practically done based on a situation rather than an already decided process.    

The path-goal theory is a creation of Robert House which stipulates that a leader can affect the rate of performance, satisfaction, and possible motivation of the workers through clarifying the path towards goals, rewarding for achievement done and removing obstacles to performance.

Directive leadership-occurs in the situation where a leader ought to give specific guidance or deliberations to the subordinates.

Supportive leadership- takes place where a leader is friendly and shows care and concern for the subordinates by addressing their concerns.

Participative leadership- occurs in situations where a leader consults with the subordinates in considering their opinions and suggestions.

Achievement-oriented leadership- occurs in situations where a leader sets top goals and thereby expects the under to follow and register high-performance levels. 

Organizations over-managed and under-led experience adherence to standards and procedures set by the top level managers. In such a case, people fail to respond well the most issues, whether achievable or not being forced down their throats. Besides, employees wait for directions from the management before taking decisions even in areas where their intervention could have assisted in creating change (Bolman and Deal 2017). The assumption that the top leaders know it best destroys the ability of a leader to transfer decision-making skills to the juniors thus leading to over-management.  

The following items assist in outlining information essential for answering the question for discussion. Issues of over-managed institutions are addressed with a provisional remedy in proper leadership brought out in the case.

Stein, L 2016, ‘Schools Need Leaders–Not Managers: It’s Time for a Paradigm     Shift,’ Journal Of Leadership Education, 15, 2, pp. 21-30, ERIC, EBSCOhost,     viewed 18 September 2017.

Schools need leaders-not manager is an article written by Stein in 2016 which tackles issues of management and leadership. The article focuses on the direction scenario in the public school administration. In the article, several points on lack of differentiation between leading and managing are outlined thus explaining the over-managed and under-led situations. The critical differences between leadership and management point out the weaknesses in schools and lack of positive development.

Types of Leadership Styles

The article is informative in the question at hand as it handles the issue of over-managed and under-led institutions. Issues discussed in the case assist in answering the question on over-managed and under-led matters in management. The provisions serve as eye openers to the benefits expressed in overcoming leadership challenges. The article further expounds on the setbacks of the case as people rely on the top-down command system which places no option for the choices of direction which allow for in-depth consultations. Indeed, the article is efficient in understanding the dangers of over-managing thus assist in changing of perception among institutions.

Elearn Limited (Great, B 2007, Leadership And Management In Organisations, Amsterdam: Routledge, eBook Index, EBSCOhost, viewed 18 September 2017.

Leadership and Management in Organizations is an article written by John Kotler in 2007 revolving on facts surrounding leadership and management. The article discusses the underlying issues in the change of perception on finding a perfect balance between management and leadership. The article focuses on shifting the perception of leadership as a preserve for people in management positions. At the same time, it examines the presently changing hierarchy systems of government that yield ‘new leadership’ movement focused towards shared vision as well as empowering individuals instead of focusing on control functions.

As such, the article becomes useful, given the professional look of it by John Kotler, a member of the Havard Business School. The information is strategic towards finding the new path to the transformation from management to leadership. Leaders need to take up the challenge and embrace the changes towards transforming their organizations. The article instrumentally points out issues involving accounting and control system which eventually leads to the need for the shift to leadership in businesses. Finally, the conclusion placed in the situation justifies the need for flexibility among managers to embrace leadership skills towards success. 

Mauri, T. and Mauri, T., 2017. Why leadership styles matter. Strategic Direction, 33(1), pp.1-4.

The article on why leadership styles matter is written by Mauri and Mauri in 2017. The article talks on the essence of embracing the shift, currently undergoing in leadership, to avoid the situation of over-managed and under-led organizations. In this respect, it calls for the adoption of new leadership styles if at all proper leadership is to be achieved. In exploring the skills, the article calls for the importance of having a mentor to build and shape the skills while grabbing the opportunities.

The article is instrumental towards the shift from over-managing to leading. Becoming a leader assists in changing the authoritative type of leadership towards a consultative means of leadership where the subjects have a voice in whatever they do. Therefore, the authentic nature of the information in the article can be used in discussing several issues of improvement to the evolving business world.   

Conclusion

Management has over time focused on the authoritative and command lines that have become monotonous to the extent that procedures have been repeated all time with little results being registered. In this view, the need to shift from top-down management to embracing leadership styles becomes important in winning the competitive business world. The article mentioned assisting in expounding on the knowledge and ensuring a steady shift from the common management to leadership focused management. Leaders have to ride along the supportive, directive, participative, and achievement-oriented attributes in making businesses worth engaging. Employees who are supported by employers feel free to air their views which end up in assisting organization development. Considering the issues mentioned assists in driving change in organizations. In so doing, the promise of leadership is restored as well the potential for growth in business

Reference List

Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational and charismatic leadership. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group Publishing Limited.

Barney, J.B., 2014. Gaining and sustaining competitive advantage. Pearson Higher Ed.

Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.

Elearn Limited (Great, B 2007, Leadership And Management In Organisations,     Amsterdam: Routledge, eBook Index, EBSCOhost, viewed 18 September 2017.

Gamage, DT 2006, Professional Development For Leaders And Managers Of Self-Governing Schools, Dordrecht: Springer, eBook Index, EBSCOhost, viewed 18 September 2017

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson

Mauri, T. and Mauri, T., 2017. Why leadership styles matter. Strategic Direction, 33(1), pp.1-4.

Northouse, P.G., 2017. Introduction to leadership: Concepts and practice. Sage Publications.

Sigurjonsson, T.O., Vaiman, V. and Arnardottir, A.A., 2014. The role of business schools in ethics education in Iceland: The managers’ perspective. Journal of Business Ethics, 122(1), pp.25-38.

Stein, L., 2016. Schools Need Leaders-Not Managers: It’s Time for a Paradigm Shift. Journal of Leadership Education, 15(2).

Van Wart, M., 2017. Leadership in public organizations: An introduction. Taylor & Francis..