Introduction:

"The best executive is the one who has sense enough to pick good men to do

what he wants done, and self-restraint to keep from meddling with them while they do

it." Roosevelt,Theodore,(2005).

In today's world education. It takes good strong leadership and management to

guide an institutions to success. While many people consider management and

leadership to be synonymous they are in reality two different concepts. A person can be a

good leader but if he does not know how to manage an organization that organization will

be destined to fail. Also if a person had great management skills but lacks in leadership

no matter how good he is if he cannot lead his employees towards the goal then it is a

failed attempt at success. Management is considered a job description whereas

leadership is considered a trait.

Successful organizations have strong leaders and managers that develop,

support and encourage employee longevity within an organization. There is a significant

difference between leadership and management however both skills have to be used

collectively and both are important to a profitable organization. Leadership is a notion of

communicating an organization’s vision, whereas management is more of the

implementation of the organization’s vision. The manager typically carries out the

responsibilities written by the organization and has a good team underneath them to

carry out the duties and meet the goals. Most organizations have a mission statement

that mirrors and supports an organization’s vision. When referring leadership and

management, the two are closely linked yet both mean and hold different task and

responsibilities.

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 A good leader takes on all the responsibility of his/her team by incorporating

experience and competencies of themselves and developing through coaching,

facilitating, and by creating environments that support the focus of the organization.

Leaders are role models who lead by example and realize they may need to put their

own feelings aside to make a decision that is beneficial for the organization and his

team. Leadership is the ability to remove institutional roadblocks and empower

employees. In theory, the ideal scenario is for a leader to have infinite flexibility or being

able to adapt your leadership style according to each situation, but leaders are

sometimes restrained by policies and procedures

There are many roles and responsibilities a leader has in creating a productive

culture within the organization. According to Hersey and Blanchard (1998), there are

three areas required for effective leadership. Technical skills, which includes clinical

expertise and knowledge as it pertains to nursing. Secondly, human skills, which is the

ability and judgment to work with people in leadership roles. And lastly, conceptual skills

which is the ability to understand the complexities of overall organization and figure out

how and where one’s own strengths of management fits into the overall organization

(Cherry, Jacob 2011).

In the modern times one of the most important human activities is managing

group of people. Ever since people began forming groups to accomplish aims they

could not achieve as individuals, managing has been essential to ensure the

coordination of individual efforts. As society has come to rely increasingly on group

effort and as many organized groups have become large the task of managers has

been rising in importance.

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 Management is the process of designing and maintaining an environment in

which individuals working together in groups efficiently accomplish selected aims.

NATURE OF LEADERSHIP

1.1 Leadership
Meaning:

Leadership can simply be defined as the ability to influence others. Leadership is

that work which is done by the leader. It is a process of social influence in which one

person can enlist the aid and support of others in the accomplishment of a common

task.

Leadership have different definitions given by different authors and practitioners,

but generally it is relationship in which the behaviour or actions of people are influenced

by one person.

‘’Leadership is the process of influencing a group within an organisation towards

achieving an aim or goal’’ (Johnson, Scholes & Whittington, 2001).

According to Yukl (2010) leadership is the process of influencing others to

understand and agree about what needs to be done and how to do it and the process of

facilitating individual and collective efforts to accomplish shared objectives.

According to Gemmill and Oakley (1992) Leadership as ‘a process of dynamic

collaboration, where individuals and organization members authorize themselves and

others to interact in ways that experiment with new forms of intellectual and emotional

meaning. Leadership, then, can be defined as a process of transformative change

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where the ethics of individuals are integrated into the mores of a community as a means

of evolutionary social development (Barker, 1997).

According to Keith Devis, Leadership is the process of encouraging and helping

others to work enthusiastically toward objectives. Leadership is the process of

influencing people so that they will strive willingly and enthusiastically toward the

achievement of the group goal (Koontz and Donnell).

Individuals and organisations performance is influenced by the leadership

because it is a two-way process. To enable their followers to function effectively leader

motivate their followers and design organisational contexts. If the group is influenced or

motivated by the leader and give their full effort to reach the desired goal then the

performance of the company automatically improved.

1.2 Nature of leadership

 Leadership derives from power and is similar to, yet distinct from, management.

In fact, “leadership” and “management” are different. There can be leaders of

completely unorganized groups, but there can be managers only of organized

groups. Thus it can be said that a manager is necessarily a leader but a leader may

not be a manager.

 Leadership is essential for managing. The ability to lead effectively is one of the

keys to being an effective manager because she/he has to combine resources and

lead a group to achieve objectives.

 Leadership and motivation are closely interconnected. By understanding

motivation, one can appreciate better what people want and why they act as they do.

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 A leader can encourage or dampen workers motivation by creating a favorable or

unfavorable working environment in the organization.

 The essence of leadership is followership. In other words, it is the willingness of

people to follow a person that makes that person a leader. Moreover, people tend to

follow those whom they see as providing a means of achieving their desires, needs

and wants.

 Leadership involves an unequal distribution of power between leaders and group

members. Group members are not powerless; they can shape group activities in

some ways. Still, the leader will usually have more power than the group members.

 Leaders can influence the followers’ behavior in some ways. In fact, leaders can

influence workers either to do ill or well for the company. The leader must be able to

empower and motivate the followers to the cause.

 The leader must co-exist with the subordinates or followers and must have the

clear idea about their demands and ambitions. This creates loyalty and trust in

subordinates for their leader.

 Leadership is to be concerned about values. Followers learn ethics and values

from their leaders. Leaders are the real teachers of ethics, and they can reinforce

ideas. It is very important for leaders to make positive statements of ethics if they are

not hypocritical.

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 Leading is a very demanding job for both physically and psychologically. The

leader must have the strength, power, and ability to meet the bodily requirements;

zeal, energy, and patience to meet the mental requirements for leading.

1.3 Styles of Leadership

Leadership style refers to a leaders’ behavior towards group members.The

behavioral pattern which the leader reflects in his role as a leader is often described as

the style of leadership. Leadership style is the result of the leader’s philosophy,

personality, value system, and experience.

NATURE OF MANAGEMENT

1.1 MANAGEMENT

Meaning:

Management is an important factor for the success of any organized activity.

Today management basically concern with changes and challenges, and it is difficult to

manage.

Management is an art of getting things done through others. Management is to

plan, organize, direct and control the resources of the organization for obtaining

common objectives or goals. It is related with resources like material, money,

machinery, methods, manufacturing and marketing.

The basic definition of Management explain that

* As managers, people carry out the managerial functions of planning organizing,

staffing, leading and controlling.

* Management applies to any kind of organization.

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* It applies to managers at all organizational levels.

* The aim at all managers is the same to create a surplus.

* Managing is concerned with productivity, which implies effectiveness and efficiency.

Thus it may be concluded that management plays a key role in improving

standard of living of the people in the society through developing an ideal organizational

structure and making economic use of available resources.

The knowledge of management theory and practice enables managers to take

more realistic view about organizational and social problems and to find out their

effective solution.

1) According to Taylor:

“Management is the art of knowing what you want to do and then seeing that it is

done in the best and cheapest way.”

2) According to Lawrence:

“Management is the accomplishment of results through the efforts of other

people.”

3) According to Henry Fayol:

“To manage is to forecast and to plan, to organize, to co-ordinate and to control.”

1.2 NATURE OF MANAGEMENT

1. Management is an activity

2. Management is a purposeful activity.

3. Management is concerned with the efforts of a group.

4. Management applies economic principles.

5. Management involves decision making.

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 6. Management is getting things done through others.

7. Management is an integrating process.

8. Management co-ordinates all activities and resources.

1.3 IMPORTANCE OF MANAGEMENT

a. Management is goal oriented:-

Management is concern with achievement of specific goals. It is always directed

towards achievement of objectives. The success of management is measured by the

extent to which objectives are achieved.

b. Management is associated with group efforts:-

The business comes into existence with certain objectives which are to be

achieved by a group and not by one person alone. Management gets things done by,

with and through the efforts of group members. It co-ordinates the activities and actions

of its members towards a common goal.

c. Management is intangible:-

It is an unseen force, its presence can be evidence by the result of its efforts up

to date order but they generally remain unnoticed, whereas mismanagement is quickly

noticed.

d. Management is an activity and not a person or group of person:-

Management is not people or not a certain class but it is the activity, it is the

process of planning, organizing, directing and controlling to achieve the objectives of the

organization.

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e. Management is situational:-

Management does not advice best way of doing things. Effective management is

always situational. A manager has to apply principles, approaches and techniques of

management after taking into consideration the existing situations.

f. Management is universal:-

Most of the principles and techniques of management are universal in nature.

They can be applied to government organization, military, educational institutes,

religious institutes etc. They provide working guidelines which can be adopted

according to situations.

g. Management is concern with people:-

Since management involves getting things done through others only human

being performed this activity with the help of planning and control. The element man

cannot be separated from the management.

h. Management is the combination of art, science and profession:-

Management makes use of science as well as art. It is science because it

collects knowledge with the methods and data, analyses and measures it and decision

is taken with the help of experiment. It is a systematic body of knowledge. Art means

application of knowledge for solving various problems. In modern times there is

separation of ownership and management, so professional experts are appointed.

1.4 FUNCTIONS OF MANAGEMENT

The major functions of management are discussed below:

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 1. Planning

It includes forecasting, formation of objectives, policies, programmes, producer

and budget. It is a function of determining the methods or path of obtaining there

objectives. It determines in advance what should be done, why should be done, when,

where, how should be done. This is done not only for organization as a whole but also

for every division, section and department. Planning is thinking before doing.

2. Organizing

It includes departmentation, delegation of authority, fixing of responsibility and

establishment of relationship. It is a function of providing everything useful to the

business organization.

There are certain resources which are mobilize i.e. man, machine, material,

money, but still there are certain limitations on these resources. A manager has to

design and develop a structure of various relations. This structure, results from

identification and grouping work, delegation of authority and responsibility and

establishing relationship.

3. Staffing

It includes man power planning, recruitment, selection, placement and training.

People are basically responsible for the progress of the organization. Right man should

be employed for right job. It also involved training of personnel and proper

remuneration.

4. Directing

It includes decision making, supervising, guidance etc. It reflects providing

dynamic leadership. When the manager performs these functions, he issues orders and

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instructions to supervisors. It also implies the creation of a favourable work,

environment motivation, managing managers, managing workers and managing work

environment.

5. Communication

Communication provides the vital link in any organization. Every successful

manager has to develop an effective system of communication. Communication means

exchange of facts, ideas and information between two or more person. It helps in

building up high moral.

6. Controlling

It is a process of checking actual performance against standard performance. If

there is any difference or deviation then these differences should be detected and

necessary steps should be taken. It involves three elements:

1. Establishing standard of performance.

2. Measuring actual performance with establishment.

3. Finding out reasons for deviation.

SIMILARITIES AND DIFFERENCES BETWEEN MANAGEMENT AND LEADERSHIP

Leadership and management are often considered practically overlapping

concepts. But are they? Is there a difference between the two concepts or leadership is

a facet of management and therefore cannot be separated? Virtually all organizations,

including large corporations, academia, leadership theorists, researchers and authors

are concerned about the difference and believe it is important.

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 The difference between being a manager and being a leader is simple.

Management is a career. Leadership is a calling. A leader is someone who people

naturally follow through their own choice, whereas a manager must be obeyed. A

manager may only have obtained his position of authority through time and loyalty given

to the company, not as a result of his leadership qualities. A leader may have no

organisational skills, but his vision unites people behind him.

1.1 Leadership versus Management

Leadership

There are many diverse definitions of leadership. Stogdill concluded that "there

are almost as many definitions of leadership as there are persons who have attempted

to define the concept”. While Peter Drucker sums up that: "The only definition of a

leader is someone who has followers. To gain followers requires influence but doesn't

exclude the lack of integrity in achieving this” (Yukl, 1989). Some theorists believe that

leadership is no different from the social influence processes occurring among all

members of a group and others believe that leadership is everything someone is doing

in order to lead effective.

The classic question if leaders are made or born is still concerning many

researchers. Is it a charisma or something that can be taught? The answer to this

question varies. Although it is unexceptionable that leading isn’t easy, leaders should

have some essential attributes such as vision, integrity, trust, selflessness, commitment,

creative ability, toughness, communication ability, risk taking and visibility (Capowski,

1994).

Management

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 Some would define management as an art, while others would define it as a

science. Whether management is an art or a science isn't what is most important.

Management is a process that is used to accomplish organizational goals. That is, a

process that is used to achieve what an organization wants to achieve.

But do leaders and managers have the same role? Can organizations have only

leaders or only managers? A well balanced organization should have a mix of leaders

and managers to succeed, and in fact what they really need is a few great leaders and

many first-class managers (Kotterman, 2006)

[

Managers and Leaders: Are they different?

Managers are the people to whom this management task is assigned, and it is

generally thought that they achieve the desired goals through the key functions of

planning and budgeting, organizing and staffing, problem solving and controlling.

Leaders on the other hand set a direction, align people, motivate and inspire (Kotter,

2001). Other researchers consider that a leader has soul, the passion and the creativity

while a manager has the mind, the rational and the persistence. A leader is flexible,

innovative, inspiring, courageous and independent and at the same time a manager is

consulting, analytical, deliberate, and authoritative and stabilizing (Capowski, 1994).

1.2 The most important differences between leaders and managers concern the

workplace

Process Management Leadership

Vision -Plans and budgets -Sets direction and develop
Establishment -Develops process steps and the vision
sets timelines -Develops strategic plans and
-Displays impersonal attitude achieve the vision
about the vision and goals -Displays very passionate attitude
about the vision and goals
Human Maintains structure Align organization

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Development -Delegate responsibility -Communicates the vision,
and -Delegates authority mission and direction
Networking -Implements the vision -Influences creation of coalitions,
-Establishes policy and teams and partnerships that
procedures to implement vision understand and accept the
-Displays low emotion vision
-Limits employee choices -Displays driven, high emotion
-Increases choices
Vision -Controls processes -Motivates and inspires
Execution -Identifies problems -Energizes employees to
-Solves problems overcome barriers to change
-Monitor results -Satisfies basic human needs
-Takes low risk approach to -Takes high risk approach to
problem solving problem solving
Vision -Managers vision order and -Promotes useful and dramatic
Outcome predictability changes, such as new products
-Provides expected results or approaches to improving labor
consistently to leadership and relations.
other stakeholders

1.3 What Do Managers Do?

A manager is the member of an organization with the responsibility of carrying

out the four important functions of management: planning, organizing, leading, and

controlling. But are all managers’ leaders?

Most managers also tend to be leaders, but only IF they also adequately carry

out the leadership responsibilities of management, which include communication,

motivation, providing inspiration and guidance, and encouraging employees to rise to a

higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor

leadership qualities, and employees follow orders from their managers because they

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are obligated to do so—not necessarily because they are influenced or inspired by the

leader.

Managerial duties are usually a formal part of a job description; subordinates

follow as a result of the professional title or designation. A manager’s chief focus is to

meet organizational goals and objectives; they typically do not take much else into

consideration. Managers are held responsible for their actions, as well as for the actions

of their subordinates. With the title comes the authority and the privilege to promote,

hire, fire, discipline, or reward employees based on their performance and behaviour.

1.4 What Do Leaders Do?

The primary difference between management and leadership is that leaders don’t

necessarily hold or occupy a management position. Simply put, a leader doesn’t have to

be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior,

and beliefs. A leader personally invests in tasks and projects and demonstrates a high

level of passion for work. Leaders take a great deal of interest in the success of their

followers, enabling them to reach their goals to satisfaction—these are not necessarily

organizational goals.

There isn’t always tangible or formal power that a leader possesses over his

followers. Temporary power is awarded to a leader and can be conditional based on the

ability of the leader to continually inspire and motivate their followers.

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1.5 The Three Important Differences

Being a manager and a leader at the same time is a viable concept. But

remember, just because someone is a phenomenal leader it does not necessarily

guarantee that the person will be an exceptional manager as well, and vice versa. So,

what are the standout differences between the two roles?

1. A leader invents or innovates while a manager organizes.

The leader of the team comes up with the new ideas and kick-starts the

organization’s shift or transition to a forward-thinking phase. A leader always has his or

her eyes set on the horizon, developing new techniques and strategies for the

organization. A leader has immense knowledge of all the current trends, advancements,

and skillsets—and has clarity of purpose and vision.

By contrast, a manager is someone who generally only maintains what is already

established. A manager needs to watch the bottom line while controlling employees and

workflow in the organization and preventing any kind of chaos.

2. A manager relies on control whereas a leader inspires trust.

A leader is a person who pushes employees to do their best and knows how to

set an appropriate pace and tempo for the rest of the group. Managers, on the other

hand, are required by their job description to establish control over employees which, in

turn, help them develop their own assets to bring out their best. Thus, managers have to

understand their subordinates well to do their job effectively.

3. A leader asks the questions “what” and “why” whereas a manager leans more

towards the questions “how” and “when”.

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 Good leadership requires a great deal of good judgment, especially when it

comes to the ability to stand up to senior management over a point of concern or if there

is an aspect in need of improvement. If a company goes through a rough patch, a

leader will be the one who will stand up and ask the question: “What did we learn from

this?”

Managers, however, are not required to assess and analyse failures. Their job

description emphasizes asking the questions “how” and “when,” which usually helps

them make sure that plans are properly executed. They tend to accept the status quo

exactly the way it is and do not attempt a change.

Point of differences Leadership Management

Attitude towards goal Leaders adopt personal and Managers adopt impersonal
active attitude and passive attitude
Relationship with Leaders have empathy with Manager’s emotional
others other involvement is low.
Self-percent and Leaders work but do not Managers are conservators
development belongs to the organization. and regulators of affairs
They search out opportunities from which they gain
for change. reward.

Conclusion:

A leader is a person who influences other people to accomplish the desired goal,

leader accept challenges takes risk to remove hurdles for his subordinates, he had a

different styles for different situations. A leader is a role model for the organization.

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 My leadership philosophy is to be a leader who has inspirational qualities and to

be credible. This should involve being approachable, hardworking, trustworthy,

competent and supportive. If I am able to fulfil these criteria then I feel I will have

credibility as a leader and or manager. This is what followers expect of a leader. The

reason for this is because a confident and competent leader will have the ability and

capabilities which will be obvious to their followers. They will be able to share their

vision which will inspire the staff to follow in their footsteps. To be a successful leader it

is important to self-assess and understand about self-knowledge. If one is able to

identify their strengths and any areas for development, this will result in being able to

set realistic parameters and be able to capitalise on their strengths, interests and

capabilities (Bennis, 2003).

Leadership and Management are two very important positions to have for anyone

in an organization. Both of these positions come with a great deal of responsibilities;

however, they both serve two different purposes and responsibilities in an organization,

along with a different set of guidelines. Leadership is a wonderful quality for anyone to

have because not everyone possesses leadership qualities and skills; however, a

person can learn to have leadership qualities if he or she has the desire. A good leader

has many excellent qualities such as; a leader has followers, knows how to encourage

the workers, can get results by implementing strategies, can create a vision for the

company, and communicates the vision clearly. These are not the only qualities a leader

must have but they are some of the most important qualities a person must have in

order to be successful in a leadership position.

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 Management is doing things right; leadership is doing the right things.

Management is a very important position as well. Management takes a great deal of

skill and education; however, management positions are not just for anyone. In order to

be successful in a management position, one must be able to handle the responsibilities

physically and mentally. In a management position, a manager must be able to plan,

delegate, organize measure and control both the task and the employees, and making

sure that things get done the right way.

References:

Popovici, Virgil (2012). Similarities and Differences between Management and

Leadership

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Northouse, P.G. (2007). Leadership Theory and Practice. (3rd ed.), Thousand Oaks,

CA: Sage Publications, Inc.

Kotterman, J., (2006). “Leadership vs Management: What’s the difference?” Journal for

Quality & Participation, Vol. 29 Issue 2, p.13-17

Tangen S. (2004). “Performance measurement: from philosophy to practice”,

International Journal of Productivity and Performance

Management, Vol. 53 No. 8, 2004 p. 726-737

González T.F and Guillén M. (2002). “Leadership ethical dimension: a requirement in

TQM implementation”, The TQM Magazine, vol. 14

Issue 3, pp. 150 – 164.

Barker,R.A (2001). The nature of leadership

Barker, R.A. (1997). How can we train leaders if we do not know what leadership is?

Human Relations, 1997

Hellriegel, D and Slocum J.W. (1996). Management, Seventh Edition South Western

College Publishing, Cincinatti, Ohio.

Prasad, L.M. Principles & Practices of Management:

Tripathy,P.C and Readdy,P.N. Principles of Management.

Bohoris,G.A and Vorria, E.P. Leadership vs Management

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Table of Contents

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Introduction…………………………… 1

Nature of Leadership………………… 3

Nature of Management……………… 6

Differences and Similarities

Of Leadership and Management……. 11

Conclusion…………………………….. 17

References……………………………. 19

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