Question

Write an essay about Organizational Leadership versus Management. Use examples, peer-reviewed journals to support your answer. This essay must be at least 800-words in length.

Answer 1

Subject - Operations Management

Question - Write an essay about Organizational Leadership versus Management. Use examples, peer-reviewed journals to support your answer. This essay must be at least 800-words in length.

Answer -

The terms "leader" and "manager" are among the most commonly used terms in business and are often used for interchange. Most experts describe leadership and management as having different roles and are determined to list the different tasks of each. A manager is a member of an organization with the responsibility of managing four important functions: planning, organizing, leading and controlling. Most managers are also leaders, but only if they adequately fulfill management leadership responsibilities, including providing communication, motivation, motivation, and guidance, and encouraging employees to grow to higher levels of productivity. Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obliged to do so because they are not necessarily influenced or motivated by the leader. The primary difference between management and leadership is that leaders do not necessarily occupy or occupy management positions. Simply put, a leader should not be an authority figure in the organization; A leader can be anyone. We now understand that in an organization there is a difference between the role of a leader and the role of a manager, and organizations need to function well. Leaders provide vision and buy from employees to gain trust and follow it. Managers provide instructions and conformity. Having this understanding allows us to identify organizational requirements for both tasks, so we can shift gears to provide this. When a company has great visionary leadership but poor management capability, the only change will be achieved. When the opposite is true, the vision will not be powerful, or even worse, completely flawed. Great leadership but with marginal management, the change effort can give some significant benefits but will eventually slow down. Where the magic happens when great leadership intersects with solid management. The managers created a strategic vision and broke it into a roadmap for their team to follow. Managers are responsible for the day-to-day efforts, reviewing the necessary resources, and expecting to make changes along the way. Managers are known to care for and meet the needs of the people for whom they are responsible: to listen to them, involve them in some key decisions, and accommodate appropriate requests for contributions to increase productivity. Change is a mess and it is never right. It usually takes longer and costs harder and softer than originally anticipated. But with visionary leaders who have the best interests of the company and its culture in mind, supported by the company's great management, there are likely to be winning results. A leader knows where they stand, where they want to go and involves the team in adopting the path and direction of the future. Leaders have people who believe in them and follow the path set by the leader. Leaders are usually inspiring and help their team understand their roles in a larger context. Leaders are always informing their team about what is happening, both present and future as well as standing with any kind of obstacles. Each can focus on different areas and provide different skill sets, but it requires both management and leadership, for which an officer must succeed. If there is a deficiency, the performance decreases. Keep in mind that leadership and management are not just job titles or locations, but the skills and skills required in all types of organizations and at all levels. In working with thousands of people in various positions of authority, it has become clear to me that to be successful, one must have both. Unfortunately, in my experience, organizations consider these concepts as separate entities. There are also some who cut the value by disabling or otherwise adding ideas and otherwise to people who add value. Leaders, however, focus on working to generate a certain value, over and above the team that is a creator of value as their followers. Nair further states that leading by example is the hallmark of action-based leadership to enable and enable people. As mentioned earlier, managers are subordinate and leaders gain followers, meaning that managers create a circle of power while leaders create a circle of influence. Nair advises on how to identify which circle is around you. He says that the quickest way to know which of the two you are calculating is to count the number of people outside your reporting hierarchy who come to you for advice. The more you do, the more likely you are to be considered a leader. A group manager's responsibility is to control a group to accomplish a specific goal. On the other hand, leadership is the ability to motivate, influence, and enable other employees to contribute to the success of an organization. Motivation and influence on leaders apart from managers, not control and power.
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