Leadership and Management: a Comparative Essay Essay

Over the years there has been a lot of fence in on the similarities and differences between worry and leadership. Weathersby (1999) argued that management is the allocation of scarce resources against an validations objective, the setting of priorities, the design of work and the come by dint ofment of results whereas leadership focuses on the creation of a common great deal. Schruijer and Vansina (1999) castd that management is about doing things objurgate and leadership is doing the right things. Both studies appear to view the management do work as an administrative role while placing the leadership function as a visionary role. Locander, Luechauer, and Pope (2007) support this notion by leaning that leadership is like theater and that the leader is the visible manifestation of an memorial tablets or projects success or failure.Therefore, he or she must engage the followers to believe in and achieve a desired outcome By paying attention to what mickle want and expect, and by searching for solutions to problems, the leader can act appropriately and fulfill the desired role (Locander, et. al, 2007). Lichtenstein, Bien, Marion, Seers, Orton, and Schreiber (2006) added a relational dimension to their commentary 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 alike look at how relationships affect the definition of both leadership and management. utile leadership and management results in the achievement of goals quality leadership and management builds and sustains working relationships in the process of achieving those goals. Having this understanding, I define leadership as creating and maintaining relationships in such a way that it motivates citizenry to achieve individual(prenominal) and shared goals. Management, in turn, nurtures those relationships and bridges the vertical gap in o rganizational structure. The critical resource of most businesses is no longer capital exclusively the people a company hires, motivates and develops (Karp, 2006).Good leaders should inspire people to want to correct themselves first and then use that esteem to better their external environment (i.e. the organization or the task at hand). subgenus Chen (2006) states Business is often a roller coaster of highs and lows. Therefore it is to be anticipate that high performance leaders are more skilled at motivating themselves and others in challenging situations. Here, Chen alludes to a key compute in good 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 behind the vision, and shaping a team culture by articulating operating values. In order for a leader to do the above-referenced items, he or she must have high moral standards and a positive self-image to exact such duties.The Bible affirms that good leadership is grow in high moral standards. Peter 38-11 reads Finally, be ye all of matchless mind, having compassion one of another, rage as brethren, be pitiful, be courteous Not reading evil for evil, or railing for railing but contrariwise thanksgiving knowing 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 speak no guile Let him eschew evil, and do good let him taste peace, and ensue it.REFERENCESChen, J. (2006). International Corporate Highfliers What Makes Them Tick. British Journal of Administrative Management, 52, 26-27.Karp, T. (2006). Transforming Organisations For ingrained Growth The DNA of Change leading. Journal of Change Management, 6, 3-20.Lichtenstein, B., Uhl-Bien, M., Marion, R., Seers, A., Orson, J., & Schreiber, C. (2006). building complexity Leadership Theory An Interactive Perspective On ahead(p) 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.