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"Although all managers have to provide leadership, not all leaders provide management"

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Introduction

"Although all managers have to provide leadership, not all leaders provide management" In order to create a solid argument we must first define both management and leadership. Management can be explained as being tasks, a discipline and also people.1 Managers are also those that manage change and actually make things happen. Whereas leadership is influencing (or motivating) individuals or groups in order to carry out a certain task.2 If an individual can influence others it does not always mean that they can also plan, organise and control.3 It was also said "Management is doing things right; leadership is doing the right thing".4 In the early 19th century, the need for management was not too strong because organisations functioned in a simpler way. The span of control in the 1800's was much narrower than it is now. There has been roughly a 640% increase in the ratio of managers to subordinates. 5 This explains why there was a sudden surge in leadership and managerial theories cropping up in the 19th century. All managers must provide leadership in order to have a focus in the organisation. If there is no leadership, business would be very slow paced - because everything would be done 'by the book'. They must inspire, lead, set goals and achieve them with the aid of their subordinates. ...read more.

Middle

Employees feel more empowered and will actually listen to their leader. Because they trust him and know that he trusts them. A leader must not see them as resources that are used to carry out a job. They must be seen as people. If you treat them like people and not resources, then you will gain support for the 'common cause' (goal or task set). When companies are in a bad situation they will not bring in a new manager, but a leader. Because that will simply mean they promote an individual already in the business. This person would not be a leader because by default he already knows the procedures of the business. The appointment of a leader will usually mean someone is brought it from the external environment. This has the benefit of new ideas, techniques and knowledge. This, if applied properly can have hugely beneficial consequences for the business/organisation. An example would be when PY Gerbeau was brought in to sort out the issue of the Millennium Dome in 2001. As soon as he was drafted in he started taking charge and sorting things out. He was solving the issue - looking at the problems and moulding solutions. He was criticising the way the whole situation was handled.10 And he actually managed to bring some good out of the dome. ...read more.

Conclusion

They don't want to be seen as the manager who is plain, boring and does everything by the book. This way the goals of the leader are going to be supported far more than that of a leader/manager. In conclusion all managers must provide leadership in order to have a focus in the organisation and inspire other individuals to work towards set goals. Not all leaders provide management either because they do not have the necessary qualities, the situation does not call for it, it is not in their job description, or they simply feel it is not necessary. Having a talent for being a leader will not automatically mean that you will be a good manager. You are taught to become a manager and familiarise yourself with the specific working of a company. Whereas a leader can hop organisation to organisation and be effective at his job by simply using his leadership traits (eg drive and integrity) to get the job done. The main thing is to have an overall leader to set goals, inspire and communicate well with their business. Otherwise misdirection and confusion will occur within the organisation. When working in a highly skilled environment a leader may only need to set goals and the team will work by themselves. And finally, a leader may feel his subordinates need a bit of empowerment and do not need to be 'managed'. ...read more.

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