Consultative leaders approach one or more employees and ask them for inputs prior to making a decision. These leaders may then choose to use or ignore the information and advice received, however. If the inputs are seen as used, employees are likely to feel as though they had a positive impact; if the inputs are consistently rejected, employees are likely to feel that their time has been wasted.
Participative leaders clearly decentralize authority. Participative decisions are not unilateral, as with the autocrat, because they use inputs from followers and participation by them. The leader and group are acting as a social unit. Employees are informed about conditions affecting their jobs and encouraged to express their ideas, make suggestions, and take action. The general trend is toward wider use of participative practices because they are consistent with the supportive and collegial models of organizational behavior.
MANAGEMENT FUNCATIONS
Management is that someone. The planning function involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.
Managers are also responsible for arranging work to accomplish the organization’s goals. We call this function organizing. It involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and there decisions are to be made.
Every organization includes people, and management’s job is to work with and through people accomplish organizational goals. This is the leading function. When managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.
The final management function managers perform is controlling. After the goals are set and the plans are formulated, the structural arrangements determined, and the people hired, trained, and motivated, there has to be some evaluation of whether things are going as planned. To ensure that work is going as it should, managers must monitor and evaluate performance. Actual performance must be compared with the previously set goals. If there are any significant deviations, it’s management’s job to get work performance back on track. This process of monitoring, comparing, and correcting is what we mean by the controlling function.
THE ATTRIBUTES AND SKILLS OF A MANAGER
Technical skills include knowledge of and proficiency in a certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work. 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.
On develop a human network for achieving the agenda, the manager needs to organizing and staffing. The manager establishes some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation. The leader needs to align the people. The leader communicates the direction by words and deeds to all those whose cooperation may be needed to influence the creation of teams and coalitions that understand the vision and strategies and accept their validity.
On executing plans, the manger needs to control and solve the problem. The manager needs to monitor the results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problems. The leader needs to motivating and inspiring. The leader needs to energize people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs.
On outcomes, the manager needs to produces a degree of predictability and order and has the potential to consistently produce major results expected by various stakeholders. The leader needs to produces change, often to a dramatic degree, and has the potential to produce extremely useful change
POWER AND LEADERSHIP INFLUENCE
There are different powers to use by the leaders. Such as, personal power, legitimate power, expert power, reward power and coercive power. The leaders would usually in the firm.
Personal Power
Personal Power, also called referent power, charismatic power, and power of personality, comes from each leader individually. It is the ability of leaders to develop of followers from the strength of their own personalities. They have a personal magnetism, an air of confidence, and a passionate belief in objectives that attract and hold followers. People follow because they want to do so; their emotions tell them to do so. The leader senses the needs of people and promises success in reaching them. Well known historical examples are Joan of Arc in France, Mahatma Gandhi in India, Winston Churchill in England, and John F. Kennedy and Martin Luther King in the United States.
Legitimate Power
Legitimate power, also known as position power and official power, comes from higher authority. It arises from the culture of society by which power is delegated legitimately from higher established authorities to others. It gives leaders the power to control resources and to reward and punish others. People accept this power because they believe it is desirable and necessary to maintain order and discourage anarchy in a society. There is social pressure from peers and friends who accept it and then expect others to accept it.
Expert Power
Expert power, also known as the authority of knowledge, comes from specialized learning. It is power that arises from a person’s knowledge of and information about a complex situation. It depends on education, training, and experience, so it is an important type of power in our modern technological society. For example, if your spouse were having an asthma attack in a hospital emergency room, you would be likely to give your attention to the physician who comes in to provide treatment rather than to the helper who is delivering fresh laundry supplies. The reason is that you expect the physician to be a capable expert in the situation.
Reward Power
Reward power is the capacity to control and administer items that are valued by another. 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).