Leadership Analysis : Joan Gallos Compiles A Collection Of Authors That Examines The Integral Parts Of Leadership Essay

Leadership has been researched extensively but yet scholars are yet to find or compile an exact definition. As (Kent, Todd, 2004) explain there have been many efforts in defining leadership and several ideas have been compiled yet there is still a distinct discrepancy amongst scholars. Author Chelladurai breaks down leadership into three elements: "(1) leadership is a behavior process, (2) leadership is interpersonal in nature, and (3) leadership is aimed at influencing and motivating members toward group goals" (pg. 160). These are the ways he focuses leaderships and their intentions towards leading. Kent and Todd further discuss the importance of leadership and its distinct aspect to society and organizations, and that future successes are largely dependent upon it (2004). Another area in the domain of leadership styles is when (Zorn & Violanti 1993) define leadership as "patterns of behaviors, assumptions, attitudes, or traits exhibited by individuals in attempting to provide leadership" (pg. 70). Additionally we further examine (Bloom, Vallée, 2005; Chelladurai, 1990; Chelladurai & Seleh 1978; Zhang et. al. 1997) in which "they break down the different styles of leadership into five categories, autocratic, democratic, positive feedback, social support and training and instruction. They

Some theorists use the terms ‘leadership’ and ‘management’ reciprocally as if they are tantamount with one another, while others use them in a very purposeful sense to express that they are, in effect, rather different (Bush, 2003). Organisational successfulness, it is generally accepted, is dependant on both competent leadership and consistent management (Dimmock and Walker, 2005) According to Grace (1995) they do not follow from one or the other, but

Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.

In one of our class text Reframing Organizations the authors Lee Bolman and Terrance Deal converses about leadership theories in education and there application in organizations. The authors sets a firm foundation for leadership by discussing the difference between leadership and management. Chapter seventeen discussed the difference between management and leadership; oftentimes the two concepts are easily mistaken to mean the same but in theory they are very different. Management is the formal roles that promote stability in a company (2014, p.10). And leadership is the exploration of new territory, management exploits existing territory. The text cite “The best leaders has not followers, but men and women working with him” (1927, p.235). Throughout his life Adam exemplifies a leader who was able to convince numerous volunteers to work without payment.

Being in a leadership position doesn’t always make you a leader. It’s what you do, and how you act while you’re in that position that makes you into a strong leader. Making a distinction between the terms "leadership" and "management" has been an ongoing focus of organizational behavior authors. John Kotter (1990) argues that management focuses on coping with complexity through the use of the basic managerial functions of planning, organizing, and control. Robert House and R. J. Aditya (1997) link the concept of management with the use of formal authority that arises from a person's organizational rank. In contrast, leadership concentrates on coping with change and providing guidance. Leaders establish direction by communicating

In Leadership, Leadership, Leadership" Are We All Chanting the Wrong Mantra, the authors says, “Leadership is simply management of higher level things” (McCormack, 2009, p.1) and that the leader manages the vision, people’s perception and their own behavior (p.1). McCormack continues his analysis by saying, “There are times when leadership simply cannot take place” (p.2). McCormack appears to believe that organizations and universities should not teach, encourage or tolerate leadership as a singular function: That they should only embrace it as a single duty within the broader responsibility of management.

Leadership is often juxtaposed against management. In classical business teaching, Kotter (2001, reprint p4) defines the difference: ‘Management is about coping with complexity. Leadership (by contrast) is about coping with change.’ Leadership is more commonly distributed across all organisational levels, and leaders are seen as those who empower others to significantly improve organisation performance. Managers are those involved in performance monitoring, target setting, and most importantly with the operational oversight of employees. They organise resources and maintain stability. This is a large field, but for current purposes we accept that, though there is overlap, Kotter’s definition serves to highlight a valid distinction.

The purpose of this paper is to explain a leadership and management experience I had at Echo Manor July 21-22 2016. In this paper I will be explaining the differences between leadership and management. Leadership is a personal traits necessary to establish a vision and goal for an organization, and the ability to execute them. While management is a personal traits necessary to plan, organize, motivate, and to manage personnel and material resources of an organization (Dahlkemper, 2013, pp 137).I will also be explaining my leadership style, my leadership management traits, the conflicts that came up during my leadership experience, and how I resolved them.

A leader is an individual who has the ability to mold and cultivate others to reach their full potential. In this essay, the importance of leadership and what a leader exemplifies will be discussed and analyzed in depth. Also an influential leader in my workplace will be described using the path-goal leadership theory, to elaborate on the styles, behaviors, and effectiveness demonstrated by my leader. In addition, a detailed description of my leaders role and utilization of the path-goal theory in the workplace will be explained as well.

Sharma and Jain (2013, p. 309) point out that leadership and management even though different are linked to each other. “The manager’s job is to plan, organize, and coordinate. The leader innovates and the manager administers.” Organizations need both types of personnel to get things done. However, the aim of leadership and management do not always work cooperatively. To illustrate this point we quote Warren Bennis, a prominent scholar and organizational leadership consultant about how leadership and management work with each other:

The aim of this assignment is to analyze the relevant concepts, theories and models about leadership and describe one person who could be identified as leader and analyze how effective this person’s leadership is and why it is effective. Defining what is leadership comes first, second will provide an overview about my organization and the importance of leadership. Moving forward will address the different type of leaders and the difference between management and leadership. We will address as well, the theories of effective leadership; and last but not least, identify our leader and conclude a summary of this assignment.

Kotter (1990) believes that managers and leaders differ in the following ways. Managers are primarily focused on planning, budgeting, organising and controlling, with an additional input into staffing issues and problem solving. Whereas leaders concern themselves on providing direction, aligning people and motivation with specific attention to sharing the vision and commitment required to inspire and energise his team. The following statements provide a further insight into the differences between management and leadership. Leadership is “the capacity to translate intentions to reality and sustain it” (Bennis and Nanus, 1985: 17). Leadership is “the process of influencing

Leadership has historically been a hard term to successfully define. This is because no matter what definition has been established, universally not everyone has come to an overall agreement that the definition is in fact, what leadership truly is. Although there has been disagreement over the true meaning of leadership, many have come to agree that leadership can be defined as a process. “Despite the multitude of ways in which leadership has been conceptualized, the following components can be identified as central to the phenomenon: (a) leadership is a process, (b) leadership

Leadership is vital for organisational development. A complex group of theories and constructs in addition to a spectrum of associated traits, skills and behaviour have been employed to describe leadership. This has generated an on-going debate amongst academics regarding the suitable definition for leadership including the appropriate approaches to participating in and learning about leadership (O’Connell: 2014). According to Katz and Kahn (1978) cited in Gronn (2008), leadership is described as the influence by any individual in an organisation over significant issues aimed at organisational effectiveness. Organisations are investing in leadership development as they perceive effective leadership as a competitive advantage

Reviewing the original concepts propounded by the likes of Frederick Taylor, Henri Fayol, Max Weber, Mary Parker Follett and so on, and following the prevailing current practices, it would appear that there is agreement on the importance of aspects related to coordination, control, physical and human resources, and on general control over the processes to ensure the completion of set targets (Steers et al., 2010). Generally speaking, management and leadership both entail commonalities and dissimilarities with regard to each other. Thus, Kotter (1990) observed that leadership and management are complementary but distinctive aspects. Hence, as Mckenna (2003: 354) states, management is more concerned with the planning, coordination, supervision, and control of routine activities, while leadership inspires a group of people to perform their best and motivates them to excel in whatever they are doing. Such actions could be reflected in improved outcomes from the efforts made.