Mgt 330 - Management & Leadership

Management and Leadership

MGT/330

Management and Leadership

Management is a necessity, but leadership is a skill that will create a healthy organizational culture. Managing focuses on the day-to-day activities. Leadership takes the role of inspiring, developing, and individual growth for team members. This paper covers several forms of leadership and discusses the strategies leaders can apply within an environment. Global companies such as Ostendorf-Morris has incorporated leadership successfully through using the appropriate global strategy.

Management and leadership are roles that will determine the effectiveness a managers displays in leadership. Although a managers should exhibit both skills, one often lacks the expertise. Even though an individual may carry the title as manager, he or she can still perform adequately without possessing the skills of leadership. A manager concentrates on the structure of people, monitoring key roles of operations, and deals with the day-to-day activities.

A manager responsibility is to complete the goals successfully for the organization. In fact, a manager will direct the majority of his or her attention to administrative duties in a short-term perspective. According to Kumle and Kelly (2006), "Management seeks to control by fear" (para. 23). Management will look to fulfill his or her commitment as a group rather than a team. Managers often trust no-one and perform duties for personal stake. Managers lack the ability to trust and only share information on a need-to-know bases. Managers often reflect on the negative rather than sharing the positive attributes of an employee. The main functions of management are to plan, organize, lead, and control. In most managers positions, usually the leading portion will mean to tell others what to do, rather than leading as a team.

Managers have specific goals and assignments necessary to fulfill his or her position. In addition to meeting goals, a manager will dominate risks, reciprocate, demand standardization in rules, pursue and abide directions, and regulate discipline (Taffinder, 2006). A manager will lack the passion for team success, but he or she may possess the basic skills to manage.

Leadership

A leader has the responsibility to either become a task performer or a group maintenance performer. A talk performer will direct his or her attention to the chore by focusing on structure of the immediate needs to meet goals. A group maintenance performer will focus more on the people as a group and applies his or her efforts to meet the needs of the group. Group maintenance leader are more supportive and behavioral traits zone in on the maintaining an adaptable environment (Bateman & Snell, 2009).

A good manager will possess the skills of leadership. According to Bateman and Snell, (2009), "[T]rue leadership includes effectively orchestrating important change" (p. 437). A manager who can lead will form a vision for team members to work toward. Leaders will often create a healthy organizational culture when they stimulate team members through positive reinforcement to accomplish goals. A leaders ability to influence others is known as the sources of power such as legitimate, reward, coercive, referent, and expert.

Leaders need to motivate people at different levels. The legitimate power is thought of as a person who has the right or authority to demand actions from others. The reward power is a person who possesses the power to base accomplishments by giving rewards. A person possessing coercive power occurs when he or she has the authority to distribute punishments. A person who possesses referent power is a person who will attract other through his or her appealing characteristics. A person will have expert powers when he or she has knowledge that others want to learn (Bateman & Snell, 2009).

A leader will possess certain personality characteristics such as drive, motivation, integrity, self-confidence, knowledge of industry, and capable of seeing the needs of others. A person who has the drive will have a need for constant improvement, passion, and often take the first step. Motivation is the desire that an individual may possess to lead. Integrity is the honesty and trustworthiness a leader will possess. Self-confidence will show through as a leader will conquer barriers. A leader will also know the ins and outs of the industry where others can depend on the leader for answers. A leader can envision the need of growth within others (Bateman & Snell, 2009).

Leadership is different from management in many ways. In fact, a leader is willing to take risks, explore opportunities, revise company rules, provide a vision, and inspire other to achieve his or her maximum potential (Taffinder, 2006). A leaders feedback will concentrate on the positive rather than the negative. A leader will keep individuals on the important task to accomplish. One of the most important tasks of a good leader is the ability to listen and assess information (Bateman & Snell, 2009).

Two forms of decision-making determines how in-depth others should be in the decision processes; autocratic and democratic leadership. The method of autocratic occurs when decisions are pre-determined and told to the team. Democratic occurs when a leader involves the group to determine the outcome. This method is often more effective and time-consuming (Bateman & Snell, 2009).

A leader has the responsibility to either a task performance or a group maintenance performance. A task performer will direct his or her attention to the chore by focusing on the structures of immediate needs to meet goals. A group maintenance performer will focus more on the people as a group and applies his or her efforts to meet the needs of the group. Group maintenance leader are more supportive and behavioral traits zone in on maintaining an adaptable environment (Bateman & Snell, 2009).

Leadership Approaches

The performance of leadership can take place by different approaches. For example, situational