HBR-What Leaders Really Do
Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile business environment. But not everyone can be good at both leading and managing. For this reason, some companies value both kinds of people and work hard to make them a part of team.
Well-led business tend to recognize and reward people who successfully develop leaders. This is rarely done as part of a formal compensation or bonus, simply because it is so difficult to measure such achievements with precision. Such strategies help create a corporate culture when people value strong leadership and strive to create it. We need more people to provide leadership in the complex organizations that dominate our world, and develop the cultures that will create leadership.
Strategic leadership is different managerial. Managerial leaders are primarily immersed in the day-to-day activities of the organization and lack an appropriate long-term vision for growth and change. This is the most common form of leadership, especially in large, diversified organizations. Management are includes planning, budgeting, organizing, staffing, controlling and problem solving. Since the function of leadership is produce change, setting the direction of the change is fundamental to leadership. By planning, leaders can gather a range of data and look for patterns, relationships, and linkages. Also, it creates vision and strategies. The information should become the long term and feasible way of achieving the goal.
For the use of the process of establishing a strategic of a successful, which makes management staff and management development success, motivation, team performance is essential to the success of strategic leadership. The scope and direction