Management and Leadership
The debate over the differences between management and leadership has stoked a continuing intense argument over the past fifty years for academicians and industrialists alike. In acknowledging, the contrast between the two, Bennis, (2010) illustrates these differences, whilst revealing how they overlap. He explores the effects of both functions on organisations and explains that a mixture of elements from both management and leadership as the most fruitful way of apportioning with subordinates.

Bennis identified the roles of a manager has one who initiates, administers, maintains, and focuses on methods. Desires immediate results, relies on control, questions how and when, and has a focus on the status quo.

Leadership, however, are those who originate, innovate, develop, initiate, people focused and have an extended view. They also inspire trust; question why and what, have their focus on the possibilities, and challenge the status quo (Bennis, 2010).

Kanter (2004) argues that leadership and management has many interpretations with multiple dimensions, and as such, is a topic that is difficult to depict. The philosophical influence of leadership can be demonstrated from the copious military, sporting, social and business accomplishments, which have emerged throughout history. Leadership is more than an assortment of abilities; it is dependent on numerous personal qualities that are difficult to see yet are very powerful. Management was formed has a means to reduce disorder in organisations, and to help them operate more efficiently and effectively (Northhouse, 2010). Managers within a company context hold a particular title, fulfil particular duties, and perform designated roles. Managers are not only responsible for supervising staff they are responsible for productivity, overall performance and the company as a whole.