Leadership Versus Management With Businesses Commerce Essay

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Leadership versus Management

To understand leadership, it is important to grasp the difference between leadership and management. We get a clue from the standard conceptualization of the functions of management: planning, organizing, directing or leading and controlling. Directing is the major of a manager job, yet a manager must also plan organize and control.

Broadly speaking, leadership deals with the interpersonal aspects of a mangers job, whereas planning, organizing and controlling deal with the administrative aspects. Leadership deals with change, inspiration, motivation and leadership. As is the case with most stereotypes, the differences tend to be exaggerated.

According to John P. Kotter, a prominent leadership theorist, managers must know how to lead as well as managed; organizations face the threat of extinction.

Following are the key distinctions between Management and Leadership:

Management is more formal and scientific than leadership. It relies on universal skills such as planning, budgeting, and controlling. Management is explicit set of tools and techniques, based on reasoning and testing that can be used in a variety of situations.

Leadership in contrast to management involves having a vision of what the organization can become and mobilizing people to accomplish it.

Leadership requires eliciting cooperation and teamwork from a large net-work of people and keeping the key people in that network motivated, using ever manner of persuasion.

Leadership produces change, often to a dramatic degree, such as by spearheading the launch of a new product or opening a new market for an old product. Management is more likely to produce a degree of predictability and order.

Top-level leaders are likely to transform their organizations, whereas top level managers just manage (or maintain) organization.

A leader creates a vision (lofty goal) to direct the organization. In contrast the key function of the manager is a stodgy bureaucrat mired in the status quo. But we must be careful not to down play the importance of management, Effective leaders have to be good managers themselves, or be supported by effective managers. In short the difference between leadership and management is one of emphasis. Effective leaders also manage, and effective managers also lead.

The Role Of The Manager

Interpersonal Role

Figurehead: Is symbolic; head required to perform a number of routine duties of legal and social nature. Example: Handles ceremonies, status requests, and solicitations.

Leader: is responsible for motivation and direction of subordinates. Example: Performs virtually all managerial activities involving subordinates.

Liaison: Maintains a network of outside contacts that provide favors and information. Example: Acknowledges mail, external board work.

Informational Role

Monitor: Receives wide variety of information; serves as nerve center of internal and external information of the organization. Examples: Handles all mail and contacts categorized as concerned primarily with receiving information.

Disseminator: Transmits information received from outsiders or from other subordinates to members of the organization. Example: Forward mail into organization for informational purposes; makes verbal contacts involving information flow to subordinates such as review sessions.

Spokes person: Transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organizations industry. Example: Attends board meeting; handles contacts involving transmission of information of to outsiders.

Decisional Role:

Entrepreneur: Searches organization and its environment for opportunities and initiates projects to bring about change. Example: Holds strategy and review sessions involving initiation or design of improvement projects.

Disturbance Handler: Is responsible for corrective action when organization faces important, unexpected disturbance. Example: Hold strategy and review sessions involving disturbances and crises.

Resource Allocator: Makes or approves significant organizational decisions. Example: Handles scheduling; requests for authorization; budgeting; the programming of subordinates work.

Negotiator: Is responsible for representing the organization at major negotiations. Example: handles contract negotiation.

MANAGEMENT & LEADERSHIP SKILLS:

Self confidence

In virtually every leadership setting, it is important for that leader to be realistically self-confidence. A leader who is self-assured without being bombastic or overbearing instills self-confidence in team members. A self-confidence team leader of a group facing a seemingly impossible deadline might tell the group. "We are understaffed and overworked, but I know we can get this project done on time. I have been through tough demands like this before. If we was work like a true team, we can pull it off."

Self confidence among the first leadership skills researcher identified. In addition to being self- confidence, the leader must project that self confidence to the group. He or she may do so by using unequivocal wording, maintaining. Good posture and making appropriate gesture such as pointing an index finger outward.

Humility

The best leaders are humble. They apply humility in their leadership approach by asking for help in situations where they know their people on the frontlines or who are closer to the situation may have better answers. Leaders also apply this humility by hiring strong personalities that have strengths in areas where they are weak and they are not threatened by the presence of that strong personality. Admitting your mistakes to team members and outsiders.

A leader upon receiving a compliment for an accomplishment may explain that the group deserves the credit. The case for humility as a leader trait is made strongly by Stephen G. Harrison, the president of a consulting firm; in his comment "Great leadership is manifested or articulated by people who know how to understand it. There is leadership value in humility. Great leadership comes from entirely unexpected places.

Presentation skills

The presentation skills of a leader is the key trait, Leadership is not just a person or group of people in a high position; understanding leadership is not complete without understanding interactions between a leader and his or her followers. Neither is leadership merely the ability or static capacity of a leader. We need to look into the dynamic nature of the relationship between leader and followers. In these unique social dynamics, all the parties involved attempt to influence each other in the pursuit of goals

Assertiveness

Letting others know where you stand contributes to leadership effectiveness. Assertiveness refers to being forthright in expressing demands, opinion, feelings, and attitudes. Being assertive helps leader perform many task and achieve goals. Seeing high expectations, and making legitimate demands on higher management. To be assertive differs substantially from being aggressive or passive, a person might not be recommended for large salary increases, good assignment and promotions.

Stress management

By developing habits of mind that include constantly appraising what is going on inside you and all about you, and acting intentionally about the things that in fact warrant your attention. One would think that anyone as smart as a highly educated college administrator would easily be able to do this, but it is not just about intellectual ability. A person's attitudes, beliefs, and emotional and interpersonal intelligence all come into play as well. And being willing to rethink an issue then act accordingly is not an automatic response for many people. But it can be practiced and learned.

Time management

Because the typical manager is a very busy person, it is important that time be managed effectively. This requires an understanding of how to allocate time to different projects and activities. It is up to the manager to learn how to manage time so that work can be completed most efficiently. Good time-management skills can be learned, but managers must be willing to prioritize activities, delegate, deal with interruptions, organize work, and perform other acts that will make them better managers.

Conflict management

Coaching refers to the activity of a coach in developing the abilities of coaches. Coaching tends to focus on the achievement by coaches of a goal or specific skill. Methodologies for coaching ranges from the directive to the facilitative. At one end of this scale lie mentoring and training, and at the other psychotherapy and counseling.

Motivator

Motivator is one of the key traits of leader, ability to satisfy a desire, expectation, or goal without being influenced to do so by another person. Self motivation is the key to a paradigm shift or behavior changes amongst individuals. Many motivation courses or peak performance training mainly address this aspect but the cumulative effect is temporary and the key factor always is the presence of a constant reminder.

LIST OF PERSONAL & PROFESSIONAL SKILLS

Personal Skills Professional Skills

Presentation skills

Assertiveness

Self confidence

Humility

Stress management

Time management

Conflict management

Coach & motivator

WAYS TO DEVELOP LEADERSHIP SKILLS

There are several strategies found useful in the art of successful leadership and supervision.

Self Esteem

When you make someone feel important, you gain their willingness to work for you.

Here are some techniques to improve self esteem:

Ask their advice. Even though you may feel you have the answers to a problem, ask for their help. This makes the employee feel that you think their opinion is worth considering.

Remember the name of the person you are dealing with, and use it often in your conversation. Remember the most important thing to a person is their name.

Discuss subjects; but do not argue about them. Arguing infers that you think the other person is wrong, therefore bringing the person down, and hurting their self esteem.

Sincerely compliment them occasionally. You can surely find something to praise someone about.

Be more willing to listen than to talk. Pay close attention, and show interest in what they are saying.

Be interested in the person. Keep people well informed on all matters that may concern them.

Show respect for a person's knowledge by repeating a remark of theirs that will reflect favorably on them.

Become a Good Listener

Generally people do not know how to be good listeners. People usually only remember about half of the information they are told. Below are some points on becoming a good listener.

Be ready to listen. Stay alert in your posture and in your facial expression.

Try to avoid distractions.

Eliminate bias in your thoughts about a person, otherwise you will never comprehend what they are saying.

To ward off boredom, try to stay ahead of the speaker by anticipating what she may say next.

Try to group thoughts or points to make it easier to remember.

Look for key words in what the person is saying. It makes recalling the conversation easier.

Planning

Planning is one of the key management tools. Certainly all of our companies have short, and long range plans. Through planning, we decide a course of action to achieve goals and accomplish objectives. Planning prepares us for how to perform in the event certain things happen.

Planning requires getting facts and data. The more information you can gather together, the better equipped you will be to make decisions.

Policies and procedures are either originated or examined and brought up-to-date when planning.

Objectives are also reviewed when a planning process is implemented.

Planning helps to unify an organization by getting others involved.

Change is accepted more easily when the plans are known throughout the organization.

Planning brings attention to dangers or pitfalls. If the planning is thorough, disadvantage as well as advantages will be uncovered.

Decision making skills of the staff can be strengthened, through proper planning. For instance, if several alternatives could be taken to solve a problem, a decision must be made as to which one will be carried out. Ask for thoughts and comments from the staff.

Motivating

People at all levels must feel they are needed. You cannot motivate a person if they do not feel essential to the process.

Ways to make a person feel needed:

Keep them informed.

Challenge a person, thus allowing them to grow.

Make them feel proud of the job they are doing.

Praise the person. Let them know they are doing a good job.

Learn what people want from their jobs. Individual or team recognition, routine tasks or constant challenges...know someone's likes and dislikes in order to be able to motivate them.

Recognition is more important to some people than salary. People want to be given credit for a job well done.

Make mention of special accomplishments of an employee (or even their family) even if it is an accomplishment outside of work.

Rating Your Management and Leadership Skills

No.

Skill

Very good

Satisfactory

Needs Improvement

Poor

Not tested

1.

Self-confidence

10

3

1

-

1

2.

Humility

3.

Assertiveness

7

5

3

-

-

4.

Presentation skills

7

3

3

2

-

5.

Stress Management

6

5

3

1

-

6.

Time Management

8

4

2

1

-

7.

Coach & Motivator

7

3

3

2

-

8.

Conflict Management

5

4

4

1

1TASK TWO: MANAGEMENT AND LEADERSHIP SKILLS: PERSONAL SKILLS AUDIT

AUDIT OF PERSONAL SKILLS

PREFERRED LEARNING MANGEMENT STYLE

Management Learning Style

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Achievement oriented Style

2

4

7

1

1

13.33%

26.67%

46.67%

6.67%

6.67%

ANALYSIS OF QUESTIONNAIRE

QUESTION # 1

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Self confidence

10

3

1

0

1

QUESTION # 2

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Humility

6

4

3

1

1

QUESTION # 3

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Assertiveness

7

5

2

1

 

QUESTION # 4

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Presentation skills

8

4

2

1

 

 

53.33%

33.33%

13.33

6.67%

 

QUESTION # 5

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Stress Management

6

5

3

1

 

40%

33.33%

20%

6.67%

 

QUESTION # 6

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Time Management

8

4

2

1

 

QUESTION # 7

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Coach & Motivator

7

3

3

2

 

QUESTION # 8

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Conflict Management

5

4

4

1

1

QUESTION # 9

PREFERRED MANAGEMENT STYLE

Very good

Satisfactory

Needs Improvement

Poor

Not tested

Achievement oriented Style

2

4

7

1

1

13.33%

26.67%

46.67%

6.67%

6.67%

TASK THREE: PERSONAL DEVELOPMENT PLAN

SWOT ANALYSIS OF THE SKILLS, KNOWLEDGE AND OBJECTIVES

SWOT analysis is a general technique which can be applied across diverse functions and activities, but it is particularly appropriate to the early stages of planning for a TIPD visit. Performing a SWOT analysis involves the generation and recording of the strengths, weaknesses, opportunities, and threats in relation to a particular task or objective. It is customary for the analysis to take account of internal resources and capabilities (strengths and weakness) and factors external to the organization (opportunities and threats).

Strength

Time Management

Presentation skills

Self-confidence

Weaknesses

Lack of experience

Lack of Emotional intelligence

Lack of Negotiation skills

Opportunities / Goals

Better Results

Higher Studies

Desired Job

Threat

Economic Downturn

PERSONAL DEVELOPMENT PLAN

Name: …………………………………………. Date:……………………………..

Your plan should identify the learning need and how this will help the organization achieve its goals. You need to consider all the resources needed to help you achieve your objectives, and build in realistic timescales for both achievement and review.

Learning and Development Need

How does this support the organization's goals

Learning actions to be taken including resources needed to achieve them

Date for achievement/review

Negotiation skills

People/customers are real asset of an organization and to convince them is the theme of employee.

Participating in debate programs

3 months

Self awareness

To understand the personal skills and knowledge will meet the organization needs

Reading Books

2 months

Achievement oriented style

Helps in setting the challenging goals in the organization

Generously help to the other people

Focus on Group task

6 months

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