Essay: Compare and analyze management to leadership

This report will compare and analyze management to leadership in an in-depth way and help explain just what each means in the sense of a business. Management and leadership are both key factors able to affect how a business is able to run. The main focus of the report will be a comparison of both management and leadership and the different styles of each. Throughout this report there will be an analysis into related issues, the treatment of the response, and the development of the different approaches to deepen the knowledge of leadership and management, as well as to respond the same attention in the business field. The report will also explain the impact of emotional intelligence in leadership.
Emotianl intelligence is an issue which has been gaining momentum over the last few years and which is increasingly attributed to organizations, especially when it comes to determining the performance of a leader. It has been shown that emotional intelligence can be the factor that determines whether a leader is great or not. Likewise, it is concluded that emotional intelligence is a key factor for the performance of a leader.
The first person to use this term was the American psychologist Daniel Goleman, something he achieved based on the theories of three researchers: McClelland, Gardner and LeDoux. Goleman gained worldwide fame for the publication of his book Emotional Intelligence, in 1995.
The psychologist has been recognized for his ability to explain something so abstract in a simple way so that all non-experts in psychology could understand it, as well as for his ability to demonstrate the application and use of emotional intelligence in life daily and in the company, that is, the role of emotional intelligence in our day-to-day social as well as work and personally speaking. Salovey and Mayer (1990) describe the concept as “the ability to monitor emotions and feelings both their own and those of others, as well as being able to discriminate between them and use that information to direct their thinking and actions” (p.189). Similarly, emotional intelligence is the ability to identify, evaluate and control the emotions of oneself and others, as well as the ability to motivate and cooperate (Goleman, 1995).
Leadership and management are terms, which are used interchangeably in organizations. They work together in the operation of the companies. Leadership entails setting new directions, which other people follow. However, individuals charged with this responsibility do not have the authority to give instructions. Their main aim is to lead the members of the team when executing specific tasks. They consult other people in the group before making any decision (Babcock-Roberson and Strickland, 2010 318). On the other hand, managers have the responsibility to control both the financial and human resources in the organization. They give authority and directions to the people below them. Leadership and management cannot be separated because they are aimed towards achieving the same goal (De Hoogh, and Den Hartog, 2008 306). Successful management requires possession of adequate administrative skills. The two tasks are similar in that they are aimed at guiding the employees in an organization in the execution of the required tasks (Young and Dulewicz, 2008 22). However, the two roles differ in diverse aspects.
There are many ways in which leadership and management vary. One of them is the manner in which the two responsibilities are executed. Control entails giving direction to the employees through holding discussions with other members of the team. Leaders are also supposed to communicate the view of the company to the workers and inspire them to meet the set goals. On the other hand, management involves laying down the structure, as well as delegating authority and responsibility (Kotterman, 2006 13). This implies that administrators are not concerned about how employees execute their tasks.
Yukl 1989 said “Leadership is a process underway within organisations and involves understanding three component parts:
(1) people
(2) influence
(3) goal-setting”
Yukl, 1981 proposed the trait theory of leadership “the traits a leader has or ‘leadership traits’ illustrate the most distinguishing character traits of a leader
The most literal character traits that define one leader as different from their competitor or counterpart leader include:
(1) Intelligence
(2) Honesty
(3) Self-confidence
(4) Appearance (i.e. aesthetics)
(5) In general, leadership theorists have attempted to establish positive relationship between ‘personal traits’ and leader success”
(Yukl, 1981)
According to Collins (2001, 2001a), the transformation of leaders and organisation leadership up the model requires two broad things; Non-Egotistical (the abandonment of individual self-interest type desires to favour other employees) and Humility (the continual exercise of modesty and unpretentiousness to enhance other capabilities). He came up with the Level 5 Leadership model. The purpose of the Level 5 Leadership model is to illustrate how a leader is able to transform through leaders upgraded management capabilities and a leader’s ultimate transition to different levels in organizations leadership hierarchy:
Level 1: The Highly Capable individual, these individuals are regular workers who are talented, knowledgeable and skilled. They are effective in the workplace.
Level 2: The Contributing Team Member, contributing team members are good at working with others and are notably proficient at helping their groups reach objectives.
Level 3: The Competent Manager, Competent managers can effectively oversee people and resources, helping to achieve predetermined goals.
Level 4: The Effective Leader, Effective leaders can steer their companies toward well-defined, compelling goals. They also keep their organizations functioning at high levels of performance.
Level 5: The Executive, Executives have the unique capability to develop a company’s greatness through what Collins identifies as “a paradoxical combination of personal humility plus professional will.”
Much like Collins, Maslow 2010, proposed a chain of command or hierarchy pyramid of necessities that also included five different dimensions. Each of the five tiers ought to be secured, while overseeing, to guarantee representatives work to the best of their capacity. This, in this way, satisfies them in their workplace. Beginning from the base layer, physiological necessities are the human rudiments that are expected to endure. This incorporates water, sustenance, dozing offices and air. The following dimension is the wellbeing needs; this can be anything from monetary and individual security to feeling safe inside their workplace. In the focal point of the chain of command, is having a place need. Each worker needs to realize that they feel welcome and have companions where they are spending the lion’s share of their day. The following dimension is regard needs, and this is the privilege for workers to be regarded. The last piece of Maslow’s pecking order is, self-completion, which is the point at which the association works around the representatives to enable them to achieve their maximum capacity. ‘Maslow maintained these dimensions which he made so individuals can fulfill their self – realization needs, these individuals are then intensely persuaded to take a stab at the benefit of their association ‘ (Stacey, 2003).
A manager’s duty is possible to summarise into five precise tasks often referred to by management scholars:
(1) Set goals
(2) Organise activities
(3) Motivate and communicate
(4) Measure performance
(5) Develop people
1. (Murray, 2010; Drucker, 1986)
Managers need a range of skills to fulfil their functions within an organisation. However, for the management of an organization to be effective, the supervisors should have leadership skills, so that they can act as the role models to the people below them (Srivastava, Bartol, and Locke, 2006 1242). Management in a company mainly focuses on staffing, organizing, planning, controlling and directing. However, leadership helps administrators to achieve the guidance role of the management. To execute their tasks effectively, administrators are required to build relationships with other people in the organization. Managers should have leadership traits so that they can be able to motivate, inspire and persuade the employees in the firm (Waldman, Ramirez, House, and Puranam 2001, 139). Administrators and leaders differ in the manner in which they get the authority to execute their tasks. In most cases, heads are selected by the other people in the group to guide them on what to do. They do not have authority over the members of the team, but should involve them in decision-making (Nam Nguyen, and Mohamed, 2011 206). This is contrary to the case with management. The position of an individual in an organization gives them the authority to executive administrative roles (Asgari, Silong, Ahmad, and Samah, 2008 235).
When carrying out their tasks, managers are required to follow the policies and procedures of the organization (Niemann, R. and Kotzé, 2006 613). They are supposed to adhere to all the rules given to them by the employer because their level of seniority grants their authority. On the other hand, leaders are guided by their instincts when executing their tasks. They do what they think will motivate and persuade the people in the group to achieve their set targets (Ugboro and Obeng, 2000 263). Thus, although fixed principles guide managers, they should at times make independent decisions for them to be successful in the organization. Additionally, administrators cannot work effectively without leaders. In the current period, teamwork is highly emphasized as a way of enhancing the success of an organization. As a result, the managers cannot control all the employees in the company by themselves. They require leaders who will guide different groups of people on what to do (Vaccaro, Jansen, Van Den Bosch, and Volberda, 2012 38). This implies that it is not possible for the management of a company to be successful without incorporating leadership into it.
In most cases, managers handle the technical issues in a firm. People charged with this task are concerned about the success of the company in general. However, leaders are engaged in dealing with the people aspect of the organization. They are majorly worried about achieving corporation among the employees of the company (Vaccaro, Jansen, Van Den Bosch, and Volberda, 2012 45). The management evaluates workers on the basis of their past performance unlike in the case of leadership, where they gauge the employees based on their future output when their ability is fully exploited.  Administrators use written communication to pass information to other employees in the organization. They majorly depend on authority and delegation in the execution of their tasks. However, this is different in the case of leadership. It entails verbal communication where participants of the group have an opportunity to discuss various issues (Pearce and Sims, 2002). Leaders majorly depend on the opinions of other members of the team when carrying out their responsibilities in the groups.
There are different leadership and management styles, which are used in various organizations. The method of administration adopted has effects on both the people and the firm in general (Politis, 2001 358). Initially, administrators used to depend on the autocratic management style where they gave dictations to the people below them. However, this led to poor performance of the workers because they did not feel appreciated as part of the organization. In the current world, the management styles adopted are aimed to enhance teamwork in the company (Noruzy, Dalfard, Azhdari, Nazari-Shirkouhi, and Rezazadeh, 2013 1078). Administrators mostly take the affiliative leadership style which promotes peace and harmony among the members of the team. When people in an organization can cooperate, it becomes easy for them to accomplish the set tasks (Zhu, Chew, and Spangle, 2005 46). Affiliative style is majorly adopted when creating a new team from scratch as a way of enhancing the success of the group (Ozcelik, Langton, and Aldrich, 2008 194).
Coaching management is also used by administrators in the current world. In this case, the heads act as trainers where they guide the team members on what to do. Democratic leadership motivates the employees to work hard in the execution of their tasks (Mohammad and Hossein, 2006 20). Human resource officers feel recognized as part of the company, which encourages them to be more productive. Democratic leadership and management put into consideration the ideas and opinions of the employees. This leads to efficient decision-making which is essential for the effective operation of the company. Inclusive leadership style is critical to the success of every firm (Kim, 2002 235). Workers have various views and opinions which can be used for the operation of the organization (Berson and Linton, 2005 56). The leadership and management style adopted has significant impacts on the success of people and businesses.
Management is tied in with completing things. Leadership is tied in with accomplishing objectives by making a course for a business and motivating representative to step up and settle on the correct choices.
There is a distinction among leadership and management. Managers are progressively worried about arranging, controlling, staffing and sorting out. Leaders are increasingly worried about coordinating and arranging individuals. They act more as an agent of the adherents. Individuals pursue leaders deliberately than by ethicalness of their position. Leaders ought to have high emotional intelligence. A leader is an individual who impacts other individuals to achieve the ideal objective, leaders acknowledge difficulties and go out on a limb to expel obstacles for their subordinates, they have an alternate style for various circumstances. A leader is a good example for the association. Managers with great leadership aptitudes can deliver best outcome. Successful professionals are great leaders and in addition great manager. To be effective over the long haul a manager ought to have leadership abilities. In conclusion, leadership is important as it is vital for the survival of any organization. Any organization can have adequate planning, control, even such an organization can have good planning and control, but a good leader can succeed.