Leadership vs. Management

Leadershipvs. Management

Leadershiprefers to a cooperative influence process between a follower and aleader within a bigger social scope that enhances the common goodwithin a community. A leader should have some form of influence onpeople in order to gain followers. In addition, leadership onlyoccurs when an individual uses his or her intelligence to developstrategies that a group can use to accomplish common objectives of ateam. On the contrary, management is a processing of organizingresources, controlling people and implementing ideas. The objectiveof this essay is differentiating between leadership andadministration concepts.

Managementinvolves making people do the chores they are supposed to accomplish.This implies that managers may sometimes use coercion such as timeschedules, business ethics and rules, and regulations. Efficientmanagers require authority in order to either influence or forceemployees to accomplish desired goals. On the other hand, leadershipapplies influence and knowledge to win followers (Crawford et al…,2005). They communicate their ambitions to their followers to makethem determined to achieve a given vision. In addition, leaders pulltheir followers by giving them knowledge and valuable training theyneed to visualize a given objective. Managers command and push theirjunior staff to achieve given goals (Kumar &amp Kaptan, 2007).

Leadershipinvolves overcoming a context situation. For example, leaders developstrategies for conquering ambiguous, volatile and turbulentenvironment that occasionally machinate against humans and mayoppress them if they fail to respond to the problem using appropriatetactics. Managers give in to overwhelming issues in an organization.They have no tactics for suppressing challenging matters thatsuffocate them when they are not addressed using appropriately(Kotter, 1999). For example, leaders have the skills for negotiatingand ending a workers’ strike while managers lack the capacity toend such a stalemate (Kumar &amp Kaptan, 2007).

Therole of a leader is inventing strategic skills accomplishing givenobjectives and then hand them over to the managers forimplementation. This implies that leaders originate with expertiseand ideas while managers are individuals that have learned the skillsfrom the inventors, and then supervises their followers to executethe plans. Besides, leaders are involved in the development of ideasand quality control measures, but the managers ensure to maintain thequality of information or products they have received from theinnovators (Kumar &amp Kaptan, 2007).

Leadersmainly deal with people – skilled professionals – while managershandle structures and systems. Leadership involves inspiring trust topeople but management encompasses gaining control over people orsurroundings. Management functions within a limited scope as theyrely on leaders to introduce a new order. Leaders have a distant viewof issues in a way that enables them to weave plans designed toachieve particular goals. As a result, leaders combat status quo butmanagers uphold it (Kotter, 1999).

Theprimary objective of leadership is discovering a new order of things.For example, leaders invent new products or strategies for running anorganization. On the contrary, management is supervising theimplementation of existing goals. Managers change the procedure ofdoing given chores after leaders introduce new methods (Kumar &ampKaptan, 2007).

Whilemanagers are worried about the way issues are solved or a plan isimplemented, leaders are anxious about the impact of the product totarget customers. Leaders also perceive work as an integration ofideas and people coming together to make decisions and formstrategies. Managers offer their employees limited options becausethey operate within a limited scope. However, leaders function in abig range (Northouse, 2013). They permit their followers to try newstrategies and explorations that may yield better performance orsolve long-standing problems.

Inmy development years, I benefitted from my parents enthusiasm andpassion for success. These characteristics inspired me to developanalytical skills for discovering new opportunities easily. Idiscovered I could make a great leader at early age because I had ahigh influence over my colleagues in schools. In many cases, theylooked up to me to come with a solution towards problems affecting us(Kotter, 1999). For example, we pioneered publishing school magazinesin high school. The students unanimously elected me as the senioreditor of the publication. Furthermore, they adopted the visionstatement and motto I suggested. The great influence I commanded wassignificant because it enhanced my inquisitive behavior (Northouse,2013).

Iwas also a school captain in both high school and college. Idiscovered that I did not need to organize people, make plans or evensolve problems. My main tasks were preparing the junior prefects andstudents to prepare for changes, as well as challenges that wouldpossible accompany come along (Crawford et al.., 2005). I found iteasy to prepare people for future changes because I could visualizefuture outcomes of a situation. For example, I could tell ifimplementing a given regulation in high school or even publishing anarticle based on a particular subject could raise controversialissues. When I am reflecting on a situation, I associate itsinfluence with other major realities. For example, I could predictthe best price that the magazine would fetch the highest profit(Kotter, 1999).

Themajor insight that motivated and convinced me I was an influentialleader was the repeated emphasis my parents, teachers, neighbors andother adults I associated with made regarding my organizationalcapability. Everybody commented that I could make an excellentmanager as I could visualize issues and create appropriate goals toget to my destination. Nevertheless, I realized later that I hadbetter skills than manager (Northouse, 2013). The key roles ofmanagers are taking orders, organizing people and pushing followersin order to make them accomplish their objectives. On the contrary, Ihad the capacity to could develop a vision, establish direction andthen come up with strategies for achieving the objectives. Besides, Ilistened and sought advice to my followers instead of restrictingthem to following my thoughts. This way, I discovered I hadleadership potential because I was open to implementing ideologiesthat could perfect my goals (Crawford et al., 2005).

Anotherinsight that was valuable towards achieving my ambition includesexcellent networking skills. I found it easy to communicatedirection, as well as train people towards accomplishing theobjectives. In addition, I could quickly create teams and coalitionsdesigned for achieving specific goals. For example, if I needed toknow the opinion of the school towards a given ambition, I couldeasily organize a group of skilled students to gather the information(Northouse, 2013).

Formany years, I had to combat with diverse myths that often hindersgreat leaders from realizing their ambition. One of these mythsincludes the misconception that leaders are made as opposed to beingmade. Unfortunately, leadership is a learned and perfected skill(Northouse, 2013). In fact, most of the greatest leaders haveinvested their time, money and energy to searching for knowledge. Thefew exceptional leaders such as Bill Gates and Steve Jobs that haveno vast educational background might have allocated extended timetowards learning important concepts associated with their respectivefields (Kotter, 1999).

Afterreviewing the leadership and management literature, I will influencemy workmates positively because I have realized that leadership isnot about dictating what should be done. Instead, it is a sharedconcept where every experienced individual should be free tocontribute his or her perception towards solving an issue oraccomplishing certain objectives. I believe I will influence myworkmates positively because I would be allowing everyone to assistin solving problems even if they are junior employees. I havediscovered that leaders are made, as opposed to the traditionalintuition that they are born. I will strive to train my workmatesinto leaders that can perceive visions and establish strategies foraccomplishing the goals. In addition, I will train the managers tobegin thinking like leaders, as I believe the organization’s incomewill increase tremendously. I have also discovered that anyone can beleader provided he or she has a desire for influencing others throughsharing, inspiring and developing new concepts that can improve thewelfare of targeted group (Northouse, 2013). Previously, I thought aleader should do everything in order to remain at the top. However,the analysis has assisted me to discover that leadership comes withstrict ethics that emphasize on the common good of a society.Previously I thought the leaders are ever in control of events.However, I have discovered that leaders occasionally fail. It isnormal for a visionary person to fail to make an accurate prediction,which in turn may result in serious challenges. I have learned thateven previous leaders that failed to achieve outstanding successstill have an opportunity to succeed in the future (Crawford et al.,2005). Finally, I will train my workmates that leadership is notdefined by what successful individuals and people in power are doing.I will motivate everyone at my workplace aim at doing things thatbenefit the entire community.


Kumar,C. R., &amp Kaptan, S. (2007). Theleadership in management: Understanding leadership wisdom.New Delhi: A.P.H. Publ.

Crawford,C. B., Brungardt, C. L., &amp Maughan, M. (2005). Understandingleadership: Theories &amp concepts.Hoboken, NJ: Wiley.

Northouse,P. G. (2013). Leadership:Theory and practice.Thousand Oaks: SAGE.

Kotter,J. P. (1999). JohnP. Kotter on what leaders really do.