Leadership and Management: a Comparative Essay Essay

Over the years on that point has been a lot of debate on the similarities and differences between management and lead. Weathersby (1999) argued that management is the parcelling of scarce resources against an ecesiss objective, the place scene of priorities, the design of work and the proceeding of results whereas leading focuses on the creation of a mutual quite a little. Schruijer and Vansina (1999) reded that management is about doing things overcompensate and leading is doing the right things. Both studies be to view the management function as an administrative role while placing the leadership function as a wordy role. Locander, Luechauer, and Pope (2007) support this notion by arguing that leadership is like field of operations and that the leader is the visible manifestation of an giving medications or projects success or failure.Therefore, he or she must engage the followers to debate in and come through a desire outcome By paying attention to what raft want and expect, and by probing for solutions to problems, the leader can act befittingly and fulfill the desired role (Locander, et. al, 2007). Lichtenstein, Bien, Marion, Seers, Orton, and Schreiber (2006) added a relational dimension to their definition of leadership stating that leadership is an emergent event, an outcome of relational interactions among agentsleadership emerges through dynamic interactions. Having a background in Communication Studies, I also look at how relationships run into the definition of both leadership and management. legal leadership and management results in the achievement of goals quality leadership and management builds and sustains works relationships in the process of achieving those goals. Having this understanding, I put leadership as creating and maintaining relationships in much(prenominal) a way that it motivates people to achieve personal and shared goals. counselling, in turn, nurtures those relationships and link up the vertical ga p in organizational structure. The critical resource of most businesses is no longer capital but the people a company hires, motivates and develops (Karp, 2006).Good leaders should inspire people to want to weaken themselves first and then use that honor to better their external environment (i.e. the organization or the task at hand). subgenus Chen (2006) states Business is often a scroll coaster of senior extravagantly schools and lows. Therefore it is to be expected that high performance leaders are more than skilled at motivating themselves and others in ch tout ensembleenging situations. Here, Chen alludes to a identify factor in not bad(predicate) leadership and that is the leaders self esteem. Malhotra, Majchrzak, and Rosen (2007) propose that a leader is responsible for articulating a vision for the team, communicating the vision with passion, setting an execution plan so the vision can be accomplished, forming coalitions of believers, aligning others back the vision , and shaping a team horticulture by articulating operating values. In order for a leader to do the above-referenced items, he or she must deem high moral standards and a commanding self-image to exact such duties.The Bible affirms that keen leadership is rooted in high moral standards. Peter 38-11 reads Finally, be ye all of one mind, having compassion one of another, hunch as brethren, be pitiful, be courteous Not get evil for evil, or sound off for railing but contrariwise blessing intentional that ye are thereunto called, that ye should inherit a blessing. For he that will love life, and see good days, let him refrain his tongue from evil, and his lips that they chat no guile Let him ostracize evil, and do good let him examine peace, and ensue it.REFERENCESChen, J. (2006). International Corporate Highfliers What Makes Them Tick. British ledger of Administrative Management, 52, 26-27.Karp, T. (2006). Transforming Organisations For Organic maturation The DNA of permu te leaders. Journal of Change Management, 6, 3-20.Lichtenstein, B., Uhl-Bien, M., Marion, R., Seers, A., Orson, J., & Schreiber, C. (2006). complexity Leadership Theory An synergistic Perspective On guide In Complex Adaptive Systems. Emergence Complexity & Organization, 8, 2-12.Locander, W., Luechauer, D., & Pope, J. (2007). Leadership Is Like Theater. Marketing Management, 16, 45-47.Malhotra, A., Majchrzak, A., & Rosen, B. (2007). Leading Virtual Teams. Academy of Management Perspectives, 21, 60-70.Schruijer, S. and Vansina, L. (1999). Leadership and Organization Change An Introduction. European Journal of Work & Organizational Psychology, 8, 1-8.Weathersby, G. (1999). Leadership vs. Management. Management Review, 88, 5.