...Leadership versus Management Teddy Roosevelt once said that “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.” Obviously, there is a difference between being a “Leader” and being a “Manager”. The optimal situation for any business is to have capable efficient managers who lead, organize and nurture your work staff. Any organization is only as good as its people and the corps of employees who have exhibited the wherewithal, intelligence and ability to rise to a level of management in the company normally would be those who best exhibit the work ethic, culture and mores that the company is trying to instill. However, more often than not, companies are managed by employees who are not good leaders, or leaders who may not be good managers. In this section of the handbook, we will discuss what makes a good corporate leader, as well as what is required for a manager and how the two are inter-related. In an efficient company, leadership and management should go hand in hand. While not the same thing, they are inevitably connected, and paired. Any attempt to divide the two is liable to cause more troubles than it helps. Leadership is defined as “The ability of a company's management to make sound decisions and inspire others to perform well. Effective leaders are able to set and achieve challenging goals, to take swift and decisive action even in difficult situations...
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...national cultures influence leadership styles? To give an answer to this question, this thesis is divided into three parts: leadership, national culture and the connection between them. The conclusion of this thesis is based on analytical and exploratory research. The first part, on leadership, focuses on mainly two types of leadership: transactional and transformational leadership. Transactional leadership is mainly based on the transaction between leaders and their followers. Bass described four components of transactional leadership: Contingent reward, Active management by exception, Passive management by exception and Laissez-Faire leadership (1997). Transformational leadership focuses mainly on inspiring and stimulating the followers. Transformational leadership contains also four components: Idealized influence (Charisma), Inspirational motivation, Intellectual stimulation and Individualized consideration. The second part focuses on different studies on national culture: Hofstede (1983), Schwartz (1990) and Inglehart (1997). Each study has different values and dimensions, both all three studies show some similarities. The first similar dimension contains: Hofstede’s Power distance, Schwartz’ Hierarchy versus Egalitarianism and Inglehart’s Survival and measures the degree to which the people in a national culture accept and expect the unequal distribution of power. The second similar dimension contains: Hofstede’s Individualism, Schwartz’ Autonomy versus Embeddedness and Inglehart’s...
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...22716C Developing Strategic Management and Leadership Skills Unit code: F/602/2058 QCF Level 7: BTEC Professional Credit value: 10 Guided learning hours: 30 Unit aim This unit provides the learner with an understanding of the links between strategic management, leadership and organisational direction, and the skills to be able to apply this understanding. Unit introduction The main aim of this unit is to investigate how current thinking on leadership influences an organisation’s planning to meet current and future leadership requirements. Learners will gain an insight into the current thinking on leadership from an organisational perspective. They will examine the links between strategic management and leadership, particularly the skills a leader needs to support organisational direction. The unit will help learners understand the impact of management and leadership styles on strategic decisions in differing situations, through examining the competences and styles of successful leaders. Applying management and leadership theories and models to specific situations will enable learners to assess their impact on organisational strategy. The unit will draw on a selection of established principles, including the influence of emotional intelligence on leadership effectiveness. This will enable learners to assess how organisations can plan to meet current and future leadership requirements. This unit gives an organisational perspective...
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...International University College, Dobrich, Bulgaria Cardiff Metropolitan University, UK International Business Management BA (Hons) International Business & Cultural Difference Assignment 1 Philippe Bergonzoli Bergonzoli.ph@gmail.com Content Introduction 2 Hofstede’s dimensions 2 1-The Power Distance Index 2 2-Individualism versus Collectivism 3 3-Masculinity versus Femininity 4 4-Uncertainty Avoidance Index 4 5-Long Term-Orientation versus Short Term Orientation 5 6-Indulgence versus Restraint 6 Comparison Overview 7 Others theories 7 Schwartz’s dimensions 7 Inglehart’s dimensions 9 GLOBE dimensions 10 Culture Measurement 10 Culturally endorsed implicit leadership (CLT) 11 Conclusion 12 References 13 Introduction The globalization has been the key which allowed the exchange and diversification of different culture. Nowadays, the proper understanding of cultural differences has become a daily matters for businesses because employees, products, services,… are located, are sold and bought across the world (Mirja Ivonen, Diane H. Sonnenwald, Maria Parma, Evelyn Poole-Kober, August 1998). The subject is not new and has been discussed and analyzed for the past four decades (Xiumei Shi, Jinying Wang, 2010). Geert Hofstede, a Dutch social psychologist and professor emeritus of organization anthropology and international management is one of the pioneer in this study area and published in 1980 a book titled “Culture's Consequences: International...
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...Gary Yukl is Professor of Management and Leadership at the State University of New York in Albany, and a board member of the Leadership Quarterly journal. He is a well-known scholar and author on leadership. Leadership in Organizations was first published in 1981. This fifth edition was published in 2002, and the formerly 19 chapters have been consolidated into 15 (which includes a new chapter on ethical leadership and diversity). This has been done in order to accommodate a 15-week course. Each chapter covers a particular aspect of leadership research study, with a concluding summary and questions for further discussion. Key terms are highlighted, and there is at least one case study at the end of each chapter. The book is accompanied by an instructor’s manual which is used in conjunction with the case studies and also contains exercises and role-playing activities. The 508 pages of Leadership in Organizations include an extensive references section. Leadership in Organizations has a specific focus on managerial leadership in large organisations and is an attempt at bridging the gulf between academics and management practitioners. However, as each chapter begins with a list of learning objectives, the bias appears to tend towards a more academic audience (particularly students of the subject), rather than towards practising managers. The author covers a broad survey of theory and research of leadership in formal organisations of the last 50...
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...University of Pheonix | Survey of Justice and Security | Public Policing versus Private Security Comparison | AJS/502 | Latisha Lipsey | 5/19/2014 | | Public policing and private security have many similarities as well as differences. There are a couple of different fields of policing, which include private security and public policing. State government, city government, and towns provide the community with public policing to enforce laws and serve and protect the citizens (The Debate on Private Versus Public Policing, 2007). Private security functions include loss prevention duties or protective services. Private security also specializes in closed circuit monitoring services, secret level clearance, and patrol. Public policing has the right to arrest, where as private policing does not have the right to arrest, but they are able to detain someone until law enforcement arrives (The Debate on Private Versus Public Policing, 2007). There are some cases where private security goes undercover, which is similar to public policing, this is to blend in with the environment and also used as asset protection. The vision between public policing and private security has been a little blurred through the years, private police look like and at times behave like public police, and there are also similarities of the job activities and responsibilities (The Debate on Private Versus Public Policing, 2007). But there is a huge difference between the two, in which the hiring...
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...Leadership & Management in Nursing Shortage & Nurse Turnover We are all leaders and managers at some point in our lives. There are many opinions about the differences in leadership and managerial styles of leading. There are those who use the terms interchangeably and believe they are the same, those who believe that “leaders” and “managers” are opposites, and those who are in between. Although there are fundamental differences, individuals can be successful in both roles, and organizations need both to be successful. The purpose of this paper is to define and discuss the approaches in leadership and management styles in relation to the nursing shortage and nurse turnover using theories, principles, skills, and roles of the leader versus manager, and to identify this student’s professional philosophy of nursing and personal leadership style. Definitions of Leadership & Management Styles Leadership and management are two terms that are frequently compared. They are not the same, but they are linked. Some people have one or the other skill sets while others may have both. According to the Educational Business Articles (EBA) (n. d.), leaders focus on achieving tasks by keeping the team inspired, motivated and empowered (transformational leadership). It also involves expecting the best out of everyone for the benefit of achieving the team’s goal (EBA, n. d.). Some effective leadership characteristics are: vision, motivation, inspiration, persuasion, teamwork, building relationship...
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...Department for a large hospital organization my responsibilities include oversight/management of 50 employees between Pre-Admission Testing (PAT), Same Day Surgery (SDS). Gastroenterology Clinic (GI), Pain Center, five Operating Rooms (ORs) and a Post Anesthesia Care Unit (PACU). Currently we do an average case volume of 14,000 cases per year generating revenue of between 10-15 million dollars for the hospital. To learn and develop into a better leader, I have decided to complete my Master’s of Business Administration degree. In this paper, I will argue that online learning is the most practical, efficient, beneficial course to pursue a degree., The MBA degree will provide me the skills necessary to successful development our department to weather the challenging health care market of the future. My goal to achieve an MBA may seem a unique process to follow, especially because I am a registered nurse. Many of my colleagues have suggested obtaining a MS in Nursing. The evolution of the health care industry is ever changing to a pay for performance environment (Molpus, 2011). The future of Nursing Leadership requires not only the ability to manage patient care but also to develop strategies for managing the business aspect in the perioperative environment (Minich-Pourshadi, 2010, p. 6). Over the past few years, health care has been greatly affected by the economy downturns. Nursing leadership needs to be proactive in the understanding and development of strategies that will...
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...Learning leadership from management In the process of learning leadership, I have a very confusing define of leadership. The book defines leadership as social influence. But why do we learn social influence in MBA program. I have read some books about leadership, but none of them actually told me what leadership is. All the books cover what leaders do. It is relatively unhelpful because they didn’t tell me what leadership really is. The best way to be a good car mechanic is not to learn what other mechanics do, but study what cars are. So I connect leadership with management. I would like to study the role of leadership in Management. Management is the spirit of business process. The purpose of good management is to make plan, strategic and setting short-term goals, organize the resources of the company, control the daily operation and delegate to employees, lead the market. Management has so many aspects that leadership is also one of its parts. What’s the difference between leadership and management? What’s more important to an organization? The very thing that most people believe is that leadership and management are not the same things. * "To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct." * "Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial." -Warren Bennis Warren Bennis is one of the nation's foremost authorities on leadership. He described the difference between...
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...Corporate culture is largely influenced by national culture and sustained by corporate leadership So many civilisations exist today; all rich with individual cultural heritage and each, distinct with unique features, characteristics, and value systems. Therefore it holds that countries have their individual and distinct cultures which are unique and which apply to them. Consequently, these cultures get infiltrated and remodelled to form part of the culture of organizations as well as influences the decision making behaviour of the corporate leadership system or process. Geert Hofstede, considers that ‘Culture is the collective programming of the mind distinguishing the members of one group or category of people from others’. It could be seen a range of values and meanings shared among individuals and entities belonging to a group, body or category. National culture is regarded as shared meanings, [conscious or unconscious] promoted among people existing within or originating from a country or state and is therefore regarded as the basic value system measure from which organizational values and corporate culture [which is understood as the belief systems or set of values shared that governs behaviours and attitudes within a corporate organization or entity] is developed. A company's corporate leadership (which is constituted of the top executives who govern its operations and plot its strategies for the future,) therefore has the responsibility to uphold this value system...
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...AFT3073 – RESEARCH METHODOLOGY |GROUP ASSIGNMENT (25%) – RESEARCH TERM PAPER TOPICS | |Current Strategic Management Issues | |This course assignment is a term paper on current strategic management issues. Possible themes/issues for your research term paper | |include (but are not limited to) the following: | |Ethics and Corporate Citizenship Themes | |Understandings of corporate citizenship | |Links between ethics and corporate citizenship | |Performance measurement | |Accountability and governance | |Stakeholder engagement, consultation, reporting and governance | |Corporations, territory and governance ...
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...Leadership and Management Paper LDR\300 Rosemarie Micale October 26, 2015 Lynn Squire Leadership and Management You really cannot define leadership because it can mean many different meaning to different people. But for the most part leadership brings out the best in people you want to inspire and motivate people to pledge their energies, services and gifts to provide an organization's vision. Leadership seeks to find new prospects for people and the organization to be success in the future. This means dealing first with very tough situations that exposed survival today. In attempting those coercions leadership still finds a way to create a better future and grasp opportunities. The purpose of management is getting people together to complete desired goals and purposes using available resources efficiently and effectively. Since organizations can be understood as systems, management can also be well-defined as human action, including a plan, to simplify the invention of useful results from a system. This view opens the opportunity to manage yourself, along with an effort to effectively manage others. The key transformation between leaders and managers is that leaders have people shadow them while managers have people who work for them. The difference between managers and leaders would lie in the conception they hold deep in their minds Examples Managers has his eyes on the bottom line leader has his eye on the horizon Managers is a reproduction, leader...
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...Leadership and Management Paper LDR\300 October 26, 2015 LYNN SQUIRE LYNN SQUIRE LYNN SQUIRE LYNN SQUIRE Lynn Squire Leadership and Management You really cannot define leadership because it can mean many different meaning to different people. But for the most part leadership brings out the best in people you want to inspire and motivate people to pledge their energies, services and gifts to provide an organization's vision. Leadership seeks to find new prospects for people and the organization to be success in the future. This means dealing first with very tough situations that exposed survival today. In attempting those coercions leadership still finds a way to create a better future and grasp opportunities. The purpose of management is getting people together to complete desired goals and purposes using available resources efficiently and effectively. Since organizations can be understood as systems, management can also be well-defined as human action, including a plan, to simplify the invention of useful results from a system. This view opens the opportunity to manage yourself, along with an effort to effectively manage others. The key transformation between leaders and managers is that leaders have people shadow them while managers have people who work for them. The difference between managers and leaders would lie in the conception they hold deep in their minds Examples Managers has his eyes on the bottom line leader has his eye on the horizon Managers...
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...Differences in competencies: Baccalaureate of Science versus Associate of Science in Nursing Grand Canyon University: Profession Dynamics Section 0106 September 30, 2012 Baccalaureate of Science versus Associate of Science in Nursing There are three educational pathways to becoming a Registered nurse. These include baccalaureate, associate degree, and diploma programs (Friberg et al, 2011). It has been proven in various studies that nurses with a higher level of education provide better quality patient care versus the associate level nurse (Rosseter, 2012). There are several differences in competencies between a associate and baccalaureate nurse that include mortality rates, leadership skills, critical thinking skills, health care promotion, clinical skills, and case management (Rosseter, 2012). Baccalaureate Program The American Association of Colleges of Nursing believes that a Baccalaureate degree has a significant impact on a nurse’s level of competency and knowledge base (Rosseter, 2012). The Baccalaureate program is a four year degree and the nursing courses are at the upper division level (Friber et al., 2011). Courses include health informatics, healthcare economics, leadership, research, and health policies (ANA, 2012). The components of the classes such as at Grand Canyon University (GCU) are liberal education, patient safety, evidence-based practice, management of information, health care policies, communication and collaboration, and professional...
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...article with the as they struggle through it deceptively mild title "Managers and Leaders: Are They Different?" The piece caused an uproar in business schools. It argued that the theoreticians of scientific management, with their organizational diagrams and time-and-motion studies, were missing half the picture-the half filled with inspiration, vision, and the full spectrum of human drives and desires. The study of leadership hasn't been the same since. "What Leaders Really Do" first published im99O, deepens and extends the insights ofthe 1977 article. Introducing one of those brand-new ideas that seems obvious once it's expressed, retired Harvard Business School professor John Kotter proposes that management and leadership are different but complementary, and that in a changing world, one cannot function withoutthe other. He then enumerates and contrasts the primary tasks ofthe manager and the leader. His key point bears repeating: Managers promote stability while leaders press for change, and only organizations that embrace both sides of that contradiction can thrive in turbulent times. BREAKTHROUGH LEADERSHIP DECEMBER 2001 by John P. Kotter I EADERSHIP IS DIFFERENT I management, but not for the rea^ ^ sons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having "charisma" or other exotic personality traits. It is not the province of a...
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