The Difference Between Leadership and Management - Revision history

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2022-03-14T11:29:10Z

Difference Between Leadership And Management

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	==Difference Between Leadership And Management==		==Difference Between Leadership And Management==
	''Warren Bennis famously wrote in his book “On Becoming a Leader” that a manager does things right and leaders do the right thing.''<ref name="R15" />		''Warren Bennis famously wrote in his book “On Becoming a Leader” that a manager does things right and leaders do the right thing.''<ref name="R15" />


	Management takes place in the system of formal (or official) relations, and leadership is a product of the system of informal (informal) relations.		Management takes place in the system of formal (or official) relations, and leadership is a product of the system of informal (informal) relations.
	Leadership and management, along with communication and decision-making, are essential components of a management system. Management is the mental and physical activity of the leader, the purpose of which is the performance by subordinates of the actions prescribed by them and the solution of certain tasks. Leadership is the process by which one person influences another person or group. Leadership can also be viewed as a socio-psychological phenomenon.		Leadership and management, along with communication and decision-making, are essential components of a management system. Management is the mental and physical activity of the leader, the purpose of which is the performance by subordinates of the actions prescribed by them and the solution of certain tasks. Leadership is the process by which one person influences another person or group. Leadership can also be viewed as a socio-psychological phenomenon.

	It has been observed that a significant group of managers possesses many leadership qualities. However, the opposite option is less common in real life. There is a difference between formal leadership, where influence comes from an official position in an organization, and natural leadership, where influence comes from others recognizing the leader's personal superiority. The leader regulates interpersonal relations in the group, and the manager regulates the formal relations by providing the resources and training employees need to succeed.		It has been observed that a significant group of managers possesses many leadership qualities. However, the opposite option is less common in real life. There is a difference between formal leadership, where influence comes from an official position in an organization, and natural leadership, where influence comes from others recognizing the leader's personal superiority. The leader regulates interpersonal relations in the group, and the manager regulates the formal relations by providing the resources and training employees need to succeed. Leadership is a psychological characteristic of the behaviour of individual members of a group, while management is a social characteristic of relations in a group, and primarily in terms of the distribution of management and subordination roles. In contrast to leadership, management acts as a legal process regulated by society.

	Leadership is a psychological characteristic of the behaviour of individual members of a group, while management is a social characteristic of relations in a group, and primarily in terms of the distribution of management and subordination roles. In contrast to leadership, management acts as a legal process regulated by society.

	A manager is a person who directs the work of others and bears personal responsibility for its results. A good manager brings order and consistency to the work that is done. The leader inspires people and instils enthusiasm in employees, conveying their own vision of the future and helping them to go through the stage of change. Managers tend to take a passive stance toward goals. Often, they rely on someone else's goals and rarely use them to make a change. Leaders, on the other hand, set their own goals and use them to change people's attitudes towards the cause. Managers prefer to order in their interactions with subordinates. They build their relationships with them according to their roles. This is largely due to the fact that managers see themselves as a certain part of the organization or members of a particular social institution. Leaders select and keep people who understand and share their views and ideas reflected in the leadership vision.		A manager is a person who directs the work of others and bears personal responsibility for its results. A good manager brings order and consistency to the work that is done. The leader inspires people and instils enthusiasm in employees, conveying their own vision of the future and helping them to go through the stage of change. Managers tend to take a passive stance toward goals. Often, they rely on someone else's goals and rarely use them to make a change. Leaders, on the other hand, set their own goals and use them to change people's attitudes towards the cause. Managers prefer to order in their interactions with subordinates. They build their relationships with them according to their roles. This is largely due to the fact that managers see themselves as a certain part of the organization or members of a particular social institution. Leaders select and keep people who understand and share their views and ideas reflected in the leadership vision.

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Theory Of Leadership

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	===Theory Of Leadership===		====Theory Of Leadership====
	''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="R16" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" /> Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.		''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="R16" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" /> Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.
	====Leadership Concepts====		====Leadership Concepts====

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The tree quality groups:

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	Subordinates often copy the behaviour of the leader. If the leader takes responsibility, makes bold decisions, and admits mistakes honestly, then subordinates act in a similar way. It takes a long period to gain power and prestige. But the gained authority can be lost in a very short period of time. And the main reasons for the loss of authority are the inaction and short-sightedness of the leader. It should be noted that mistakes practically do not affect the authority of the leader, since no one is immune from them, and they can be corrected by joint efforts. As a rule, an authoritative leader is a recognized leader. A legitimate question arises. If you put an intelligent, smart, well-trained specialist at the head of an enterprise, can this specialist become an authoritative leader? What qualities should a person who claims to be a leader have?		Subordinates often copy the behaviour of the leader. If the leader takes responsibility, makes bold decisions, and admits mistakes honestly, then subordinates act in a similar way. It takes a long period to gain power and prestige. But the gained authority can be lost in a very short period of time. And the main reasons for the loss of authority are the inaction and short-sightedness of the leader. It should be noted that mistakes practically do not affect the authority of the leader, since no one is immune from them, and they can be corrected by joint efforts. As a rule, an authoritative leader is a recognized leader. A legitimate question arises. If you put an intelligent, smart, well-trained specialist at the head of an enterprise, can this specialist become an authoritative leader? What qualities should a person who claims to be a leader have?

	====~~The tree quality groups~~:====		====Quality Groups:====
	There are three groups of such qualities: personal, professional, organizational.		There are three groups of such qualities: personal, professional, organizational.

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The tree quality groups:

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	There are three groups of such qualities: personal, professional, organizational.		There are three groups of such qualities: personal, professional, organizational.

	*Personal qualities primarily include honesty and decency, which always presuppose the observance of general human morality and justice about others. The leader should try to understand his subordinates, see them as individuals and understand their behaviour, and strive for cooperation taking into account the interests of everyone.		''Personal qualities'' primarily include honesty and decency, which always presuppose the observance of general human morality and justice about others. The leader should try to understand his subordinates, see them as individuals and understand their behaviour, and strive for cooperation taking into account the interests of everyone.

	*Another group of qualities necessary for any leader is professionalism. This is competence, special knowledge, and practical skills. This knowledge consists of different topics - general, technical, economic, legal, informational, psychological, and pedagogical. Leaders should be efficient: set tasks clearly and on time, make justified decisions, and be efficient in actions and deeds.		Another group of qualities necessary for any leader is ''professionalism''. This is competence, special knowledge, and practical skills. This knowledge consists of different topics - general, technical, economic, legal, informational, psychological, and pedagogical. Leaders should be efficient: set tasks clearly and on time, make justified decisions, and be efficient in actions and deeds.

	*The last group of qualities of a leader is organizational. The dynamism and impulsiveness of modern life require the leader to be able to set clear, reasonable, and achievable goals. The leader must carefully consider the ways to achieve the goal, and be able to make decisions quickly and correctly. Otherwise, profitable transactions may not take place, good chances and opportunities may be missed, time will be wasted.		The last group of qualities of a leader is ''organizational''. The dynamism and impulsiveness of modern life require the leader to be able to set clear, reasonable, and achievable goals. The leader must carefully consider the ways to achieve the goal, and be able to make decisions quickly and correctly. Otherwise, profitable transactions may not take place, good chances and opportunities may be missed, time will be wasted.

	For all three groups, an important trait of a leader is realism. The leader must be able to correctly assess their own capabilities and the capabilities of his subordinates and their actions, then it will not hurt so much to fall in case of failure. But the most important thing is that a leader must have the ability to manage and support the work of the team, be ready for action and risk. The leader must be able to determine the scope of the authority, the ability to act independently and gain respect from other people. The research of the American scientist Bart Nanus is of great interest. Thus, he singles out seven skills of an effective leader (Table 1).		For all three groups, an important trait of a leader is realism. The leader must be able to correctly assess their own capabilities and the capabilities of his subordinates and their actions, then it will not hurt so much to fall in case of failure. But the most important thing is that a leader must have the ability to manage and support the work of the team, be ready for action and risk. The leader must be able to determine the scope of the authority, the ability to act independently and gain respect from other people. The research of the American scientist Bart Nanus is of great interest. Thus, he singles out seven skills of an effective leader (Table 1).

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Practical Approach

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	===Practical Approach===		===Practical Approach===
	The main difference between these concepts is that management is a social phenomenon, the manager is called upon to regulate official relations. The leader becomes the head of the organization as a result of the intentional action of the formal organization - the delegation of authority, his competence includes the official relations of the group. Leadership is a psychological phenomenon, that is, the leader regulates interpersonal relations (informal) in the group.		The main difference between these concepts is that management is a social phenomenon, the manager is called upon to regulate official relations. The leader becomes the head of the organization as a result of the intentional action of the formal organization - the delegation of authority, his competence includes the official relations of the group. Leadership is a psychological phenomenon, that is, the leader regulates interpersonal relations (informal) in the group.

			It is difficult to make a guideline on using either Leadership style or Management style. It is very dependent on the person in charge as well as the people or organisations that need to be managed. In general, it can be argued that styles work best when both the leader and the organisation have a consensus on the style/approach as both styles can generate the results needed in the particular situation.

	John Kotter, a professor of the Harvard Business School stated that ''“Leadership is different from management, but not for the reason most people think. Leadership is not mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It’s not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it: rather, leadership and management are two distinctive and complementary activities. Both are necessary for success in an increasingly complex and volatile business environment.”''<ref name="R9" />		John Kotter, a professor of the Harvard Business School stated that ''“Leadership is different from management, but not for the reason most people think. Leadership is not mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It’s not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it: rather, leadership and management are two distinctive and complementary activities. Both are necessary for success in an increasingly complex and volatile business environment.”''<ref name="R9" />

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Difference Between Leadership And Management

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	However, despite these differences, both the leader and the manager are dealing with the same type of problems associated with stimulating the organization's personnel and aiming them at solving certain problems. The most successful combination in the practice of management is the combination of a leader and a manager in one person. Thus, there is a certain similarity between the concepts of leadership and management, which is manifested in the fact that both categories: “Leadership” and “Management” are subjects of management, implement the processes of social influence, and determine the subordination of relations.		However, despite these differences, both the leader and the manager are dealing with the same type of problems associated with stimulating the organization's personnel and aiming them at solving certain problems. The most successful combination in the practice of management is the combination of a leader and a manager in one person. Thus, there is a certain similarity between the concepts of leadership and management, which is manifested in the fact that both categories: “Leadership” and “Management” are subjects of management, implement the processes of social influence, and determine the subordination of relations.
			===Practical Approach===
	The main difference between these concepts is that management is a social phenomenon, the manager is called upon to regulate official relations. The leader becomes the head of the organization as a result of the intentional action of the formal organization - the delegation of authority, his competence includes the official relations of the group. Leadership is a psychological phenomenon, that is, the leader regulates interpersonal relations (informal) in the group.		The main difference between these concepts is that management is a social phenomenon, the manager is called upon to regulate official relations. The leader becomes the head of the organization as a result of the intentional action of the formal organization - the delegation of authority, his competence includes the official relations of the group. Leadership is a psychological phenomenon, that is, the leader regulates interpersonal relations (informal) in the group.

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Theory Of Leadership

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	===Theory Of Leadership===		===Theory Of Leadership===
	''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="~~R15~~" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" /> Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.		''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="R16" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" /> Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.
	====Leadership Concepts====		====Leadership Concepts====
	In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviours, evaluating the behaviour of successful leaders, determining a behaviour taxonomy, and identifying broad leadership styles.<ref name="R5" /> This approach created the basis for classifying leadership styles. According to [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership#About_Situational_Leadership situational theory]]<ref name="R6" />, efficiency is determined not by the personal qualities of the leader, but by the manner of behaviour to subordinates.		In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviours, evaluating the behaviour of successful leaders, determining a behaviour taxonomy, and identifying broad leadership styles.<ref name="R5" /> This approach created the basis for classifying leadership styles. According to [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership#About_Situational_Leadership situational theory]]<ref name="R6" />, efficiency is determined not by the personal qualities of the leader, but by the manner of behaviour to subordinates.

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Theory Of Leadership

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	===Theory Of Leadership===		===Theory Of Leadership===
	''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="R15" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" />Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.		''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="R15" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" /> Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.
	====Leadership Concepts====		====Leadership Concepts====
	In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviours, evaluating the behaviour of successful leaders, determining a behaviour taxonomy, and identifying broad leadership styles.<ref name="R5" /> This approach created the basis for classifying leadership styles. According to [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership#About_Situational_Leadership situational theory]]<ref name="R6" />, efficiency is determined not by the personal qualities of the leader, but by the manner of behaviour to subordinates.		In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviours, evaluating the behaviour of successful leaders, determining a behaviour taxonomy, and identifying broad leadership styles.<ref name="R5" /> This approach created the basis for classifying leadership styles. According to [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership#About_Situational_Leadership situational theory]]<ref name="R6" />, efficiency is determined not by the personal qualities of the leader, but by the manner of behaviour to subordinates.

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Theory Of Leadership

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	===Theory Of Leadership===		===Theory Of Leadership===
	''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions''<ref name="R15" />. Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations<ref name="R17" />.		''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions.''<ref name="R15" /> Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations.<ref name="R17" />Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.

	Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.
	====Leadership Concepts====		====Leadership Concepts====
	In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviours, evaluating the behaviour of successful leaders, determining a behaviour taxonomy, and identifying broad leadership styles.<ref name="R5" /> This approach created the basis for classifying leadership styles. According to [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership#About_Situational_Leadership situational theory]]<ref name="R6" />, efficiency is determined not by the personal qualities of the leader, but by the manner of behaviour to subordinates.		In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviours, evaluating the behaviour of successful leaders, determining a behaviour taxonomy, and identifying broad leadership styles.<ref name="R5" /> This approach created the basis for classifying leadership styles. According to [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership#About_Situational_Leadership situational theory]]<ref name="R6" />, efficiency is determined not by the personal qualities of the leader, but by the manner of behaviour to subordinates.

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Theory Of Leadership

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	===Theory Of Leadership===		===Theory Of Leadership===
	Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions ~~(Antonakis and Day 2017)~~. Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations ~~(Bryman 1992; Antonakis and Day 2017)~~		''Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions''<ref name="R15" />. Regarding its distinction from management, leadership is purpose-driven based on values, ideals, vision, symbols, and emotional exchanges, while management is task-driven, resulting in stability grounded in rationality, bureaucratic means, and the fulfilment of contractual obligations<ref name="R17" />.

	Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.		Leadership theory is the earliest approach to study in explaining how and why certain people become leaders. According to personality theory<ref name="R4" />, the best leaders have a certain set of stable and unchanging personal qualities that distinguish them from non-leaders. This approach was based on the belief that great leaders are born, not made.