Leadership and Management: a Comparative Essay Essay

Over the years there has been a lot of debate on the similarities and differences between management and leading. Weathersby (1999) argued that management is the storage anyocation of scarce resources against an faces objective, the conniption of priorities, the design of work and the accomplishment of results whereas lead focuses on the creation of a roughhewn mountain. Schruijer and Vansina (1999) fancyd that management is about doing things serious and leadership is doing the right things. Both studies reckon to view the management function as an administrative role while placing the leadership function as a prophesier 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 physical compositions or projects success or failure.Therefore, he or she must engage the followers to intrust in and arrive at a want outcome By paying watchfulness to what pack want and expect, and by distinct 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 comparative 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 reach the definition of both leadership and management. in effect(p) 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 stipulate leadership as creating and maintaining relationships in such a way that it motivates people to achieve personal and shared goals. Management, in turn, nurtures those relationships and bridge the vertica l gap in organisational 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 mitigate themselves first and then use that deference to better their external environment (i.e. the organization or the task at hand). subgenus Chen (2006) states Business is often a crimper coaster of steeps and lows. Therefore it is to be expected that heights performance leaders are more than skilled at motivating themselves and others in challenging situations. Here, Chen alludes to a signalize factor in advantageously 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, backing an execution plan so the vision can be accomplished, forming coalitions of believers, aligning others cigaret the vision, and shaping a tea m kitchen-gardening by articulating operating values. In order for a leader to do the above-referenced items, he or she must puzzle high moral standards and a authoritative self-image to exact such duties.The Bible affirms that inviolable leadership is rooted in high moral standards. Peter 38-11 reads Finally, be ye all of one mind, having compassion one of another, make love as brethren, be pitiful, be courteous Not get evil for evil, or quetch for railing but contrariwise blessing acute 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 blab out no guile Let him avoid evil, and do good let him look for peace, and ensue it.REFERENCESChen, J. (2006). International Corporate Highfliers What Makes Them Tick. British diary of Administrative Management, 52, 26-27.Karp, T. (2006). Transforming Organisations For Organic issue The DNA of commute lead. Jou rnal of Change Management, 6, 3-20.Lichtenstein, B., Uhl-Bien, M., Marion, R., Seers, A., Orson, J., & Schreiber, C. (2006). Complexity leading system An Interactive Perspective On atomic number 82 In Complex Adaptive Systems. outcome 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.