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Leadership is frequently defined as a social influence relationship between two or more persons who depend on each other to attain certain mutual goals in a group situation.

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Introduction

INTRODUCTION In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and the management are totally difference. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate. The manager has different functions, attributes and skills. Different subordinate needs to have different leadership style. Finally, difference powers would have difference use on leadership influence. MANAGEMENT DEFINED Management can be defined as the process of planning organising, directing, and controlling organisational resources in the pursuit of organisational goals. LEADERSHIP DEFINED Leadership is frequently defined as a social influence relationship between two or more persons who depend on each other to attain certain mutual goals in a group situation. STYLES OF LEADERSHIP An autocratic leadership style is one where the manager sets objectives, allocates tasks, and insists on obedience. Therefore the group becomes dependent on him or her. The result of this style is the members of the group are often dissatisfied with the leader. This results in little cohesion, the need for high levels of supervision, and poor levels of motivation amongst employees. A democratic leadership style encourages participation in decision making. Democratic leadership styles can be persuasive or consultative. Persuasive - this is where a leader has already made a decision, but takes the time to persuade others that it is a good idea. Consultative - this is where a leader consults others about their views before making a decision. ...read more.

Middle

Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, this skill is crucial! Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management. Finally, conceptual skills are the skills managers must have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels. LEADERSHIP VERSUS MANAGEMENT From these definitions, it should be clear that leadership and management are related, but they are not the same. A person can be a manager, a leader, both, or neither. In the company, there are many different activities, the manager and leader would have different function in the activities. On create an agenda, the manager needs to planning and budgeting. The manager establishes detailed steps and timetables for achieving needed results. The manager needs to allocate the resources necessary to make those needed result happen. The leader needs to establish the direction. The leader develops a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision. ...read more.

Conclusion

It arises from an individual's ability to give pay raises, recommend someone fro promotion or transfer, or even make favorable work assignments. Many rewards may be under a manager's control, and these are not limited to material items. Reward power can also stem from the capacity to provide organizational recognition, to include an employee in a social group, simply to give positive feedback for a job well done. Reward power serves as the basis for behavior modification programs. Coercive Power Coercive power is the capacity to punish another, or at least to create a perceived threat to do so. Managers with coercive power can threaten an employee's job security, make punitive changes in someone's work schedule, or, at the extreme, administer physical force. Coercive power uses fear as a motivator, which can be a powerful force inducing short-term action. However, it is likely to have an overall negative impact on the receiver. CONCLSUION After we recognize the leadership and management, we know the leader and manager are import to the company. There are difference function and uses in the firm. The company needs to know when they need to use leadership and management. REFERENCE Stephen P. Robbins, Mary Coulter. MANAGEMENT, Seventh Edition, Prentice Hall, 2002. JOHN W. NEWSTROM, KEITH DAVIS. Organizational Behavior-Human Behavior at Work, ELEVENTH EDITION, McGraw-Hill Irwin, 2002 Newstrom, Keith Dais. organizational behavior-human behavior at work (11th edition). McGraw Hill, 2002. MOORHEARD/GRIFFIN. ORGANIZATIONAL BEHAVIOR-MANAGING PEOPLE AND ORGANIZATIONS (FIFTH EDITION). Houghton Migglin, 1998. Pierce, Gardner & Dunham Management Organizational Behavior SOUTH-WESTERN (2002). ?? ?? ?? ?? 1 ...read more.

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