Abstract The paper discusses the nature of business management as an applied science and states that business management is limited to one component of the economic system, namely the individual organization. The profitable performance of a business is dependent on attaining pre-designed objectives and to make its services as productive and efficient as possible. The paper continues and discusses the roles of leadership and management and concludes that the interaction between the concept of management and that of leadership should not obscure or neglect their intrinsic differences.
Outline:
Introduction
Different approaches to the terms Leadership and Management Management Leadership and Management Beyond the LeadershipManagement Dualism
Conclusion
From the Paper "This view would seem to imply that management and leadership are two different things. While the point that Dubin makes is valid, yet it must also be acknowledged that in today's dynamic and complex environment, management in the more traditional sense of delegation, ordering and organization may not be sufficient to deal with the many elements of modern business and organizational demands. In other words, one perspective in this debate would see the conflation and reduction of the two terms as theoretically incorrect, and that in a more practical sense these two terms coexist and that leadership has become in many instances a necessary and intrinsic component of managing."
Abstract In this article, the writer maintains that the success of any one company's management curriculum over another is dependent upon the systematic and vigilant ideas from senior management, their subordinate leaders, and the developmental programs that they encourage. The writer notes that one such power that has made great achievements in its own strategic management plan is Southern Company. The writer then discusses that Southern Company's success in developing strong and powerful leaders is derived through the combination of a distinct culture with leadership programs, practices and a history of exceptional senior leaders. The writer looks at Southern Company's leadership programs and notes that the profile of Southern Company's leadership and management are based upon superior performance, unquestionable trust, and total commitment. The writer concludes that Southern Company's methods of creating, developing and maintaining its leadership force is an extraordinary example to be followed not only industry wide, but throughout corporate America.
From the Paper "Southern Company offers a wide variety of programs to help individuals in the development of their leadership skills. Through cooperative education, internship, and summer student programs, potential leaders are able to work part-time in various fields of interest while completing their degree curriculum. Each program is designed to provide a unique set of benefits and experiences to the participants. The recruiting programs allow students to consider career options available, to gain an understanding of the culture and expectations of the company, and an opportunity to apply academic skills in the business environment. This also allows Southern Company to evaluate the individual's character and prospective value as a leader by previewing candidates for future full-time employment."
Abstract This essay covers three different types of leadership strategies: Charismatic leadership, transformal leadership and strategic leadership. The paper explains that charismatic leadership is based on one's ability to charm followers into performing tasks. Transformal leadership occurs when management also functions as followers and lets the work force do some of the leading. Strategic leadership is upper-management making decisions to shape the vision and direction of the organization.
From the Paper "Charismatic leadership is a type of leadership based on one's ability to have charisma and lead through inspiration or magnetic charm. This type of leadership has come under scrutiny over the last several years. Managers are frequently told that they need to be charismatic in order to have employees follow their lead, and students are being taught these techniques as they prepare themselves for the business world. However, Blackwell, Gibson, and Hannon in their 1998 article, "Charismatic Leadership: The hidden controversy," posed three particular questions in regards to the effectiveness of charismatic leadership. First, they ask is charismatic leadership a positive thing? This question stems from a business perspective of needing people to be charismatic or not. In short, how effective is this trait in the business world?"
Abstract This paper examines whether the concept of leadership may be of value in managers to understand their behavior within complex, contemporary organizations. The author considers the root meaning and sources of "leadership" as a concept, then explores its development in the literature on management.
From the Paper "Management and leadership are strongly linked concepts, both in the literature of management and in the popular imagination. A manager is by definition a person in charge, the boss. A leader is also ..."
Abstract This paper compares and contrasts the concepts of leadership and management in today's business world. The author explores how leaders and managers are often very different people, regardless of the differences between skills and internal character. This paper claims that some are born leaders whilst others may be more suitable to act as managers. While the ideal is the blend of both, the reality is that individuals are far more likely to lean in one direction or the other.
From the Paper "Leadership and management, although similar, represent two different ideals in the business arena. Leadership seems to be regarded as more of a state to be attained, while management is seen just as the plain and simple act of ordering and instructing others to do things. Managers are usually trained in business schools, while leadership training is not commonly found in colleges and universities. "
Abstract This paper interviews a business manager/owner of a restaurant, and links his managerial philosophy to Theory Y leadership and transformational leadership. The paper looks at the growth of the restaurant since its creation and its change from a strictly family run business to one that hires outside help. The paper examines his approach toward employee motivation.
From the Paper "The purpose of this report is to describe results of an interview undertaken to identify the managerial and leadership style and philosophy of a specific individual ..."
Abstract This paper discusses the concept of gender in relation to leadership as it corresponds to conflict resolution. The paper explores the history of female leadership in corporate America, as well as directly discuss a study that was developed regarding women, men, and conflict management. As discussed in the paper, the results of the study demonstrate that no significant differences exist between the managerial styles of men and women, and that their abilities to handle conflict in the work place are dependent on training and experience, not gender.
From the Paper "The general consensus within business appears to be that males and females varying both in their leadership skills and in their abilities to resolve issues of conflict in the work place. Some have contended that the male gender has a tendency to possess a logical and neutral approach to conflicts, while women have been said to be more emotional regarding conflict issues. However, it is contended that the research will demonstrate a much more even pattern of leadership skills relating to conflict by men and women. Furthermore, in today's work force males and females in supervisory roles are trained as leaders in the same programs within companies, in colleges, and in independent vocational facilities."
Abstract This paper reviews "The Leadership Challenge" which has become a focal work for those who strive to be good leaders or who want to continue to improve their skills. The paper describes the major themes in the book, which include how leaders must motivate others and the importance of human networks. The paper concludes with a discussion of the role of encouragement especially with youth.
From the Paper "The book is about how leaders go about mobilizing others in order to get "extraordinary things done in an organization" (Kouzes et al xviii). The theme that plays throughout this book is that leaders don't become effective by simply "leading" but in fact they are constantly mobilizing others and motivating others to do great things and to achieve a high level of success in their office, business, or special project. "
Abstract This paper defines situational leadership theory (SLT). The author relates the way the Army uses SLT for training and in active duty. The paper explains the way STL is being used in other industries including the Department of Corrections
From the Paper "Joseph McCann in "Human Resources Planning" explains that at its most basic situational leadership involves the ability to adopt different leadership styles depending on the situation. McCann adds that this skill can be learned but some managers and leaders have the ability to analyze the needs of the situation and then adopt the most appropriate leadership style for the situation. McCann, Thomas Mahnken and James Fitzsimonds in "Parameters" explain that army leadership is embracing new opportunities for leadership in which no one's opinion is discounted. This is not to ..."
Abstract This paper provides a comparison of several theories of leadership that analyzes each theory's methods of reaching its goals. It includes how one theory of leadership might be applied to a real-world organization.
Abstract This paper describes shared leadership and presents a shared leadership plan for securing Federal funding to obtain government grants for a non-profit workforce development program.
From the Paper "As traditional forms of leadership have fallen by the wayside defeated by their in effectiveness new forms have come to the forefront to offer more effective leadership. One of these new forms is termed shared leadership or leadership that ..."
Tags: shared leadership, management, Federal funding, grants, non-profit, workforce development
Abstract This paper discusses the leadership style of William C. Weldon as presented in an address to the Kellogg MBA graduates. The author points out the way his style has influenced the organization.
From the Paper "According to an article published in the "Kellogg World Alumni Magazine", when William C Weldon, CEO of Johnson and Johnson, addressed the graduating class at the Kellogg School of Business MBA program, he offered a number of comments about leadership in American business. His key message was that American corporations need more leaders with the skills to meet today's challenges. According to Weldon, the best leaders place great importance on customers and market dynamics but also value innovation, personnel development and collaboration within their organizations. Mr. Weldon told graduates not ..."
Tags: William Weldon, Johnson and Johnson, leadership, management, growth, challenges, autonomy, accountability
Abstract This paper discusses how the lessons of strategic management in managing change can be seen in the case of a soft drink bottler who tried to cut corners and did not recognize the importance of multidisciplinary strategic management in such a situation. It looks at how the company was implementing a major ERP solution and how, even though the project was completed, there was significant loss of system functionality and personnel. After sinking millions of dollars in purchasing the software, the soft drink maker tried to cut corners during implementation in relying too heavily on its already overworked employees instead of taking advice from the consultants. The paper attempts to show how an analysis of this case reveals important lessons about multidisciplinary strategic management during periods of managing change.
From the Paper "Having an effective communications framework would enable the leadership to make a case for change (cited in Culpan, 1989). The role of the mid managers will be to address those issues which are considered to be important by the employees. In this respect, the HR managers should be involved as the change agents so that they will be able to continue to serve their responsibilities as the employee champion in the new organization structure as a result of the change. The most important leadership issues to be considered should be the alignment between the interests of the top management and those of the employees. By involving HR managers, this objective might be met. The potential problem might be strategic alignment of HR as it might not be involved in the current process of strategic planning (cited in Ganesh, 1997)."
Abstract The paper defines project management and explains that the position of project manager is ultimately responsible for the cohesiveness of the team that is working on projects for the organization. The paper discusses how the project manager must take the project through the cycle necessary for completion including the steps of initiating, planning, executing, monitoring, controlling and closing. The paper stresses that this role is highly involved and requires a well-rounded individual.
From the Paper To fully describe the functions of a project manager, one must first answer the question what is project management. Project management can be defined as the use of knowledge skills, tools, and techniques to organize and plan activities to meet the requirements of a project. The project management cycle includes initiating, planning, executing, monitoring and controlling, and closing (PMBOK, 2004). The person that is responsible for overseeing this process is the project manager. So what are the duties and responsibilities of a project manager specifically?"
Abstract The paper discusses the differences between leadership and management and states that they are dramatically different. The paper adds that the consensus of many leadership and management researchers, is that each requires different skill sets to do well, and that leadership is centered on invoking and sustaining worker commitment. The paper quotes one of the world's leading experts in leadership, who remarks that management and leadership have many similarities, yet the most differentiating element is the character of the leader. The paper concludes that leaders who concentrate on pushing responsibility into their organizations rather than hoarding it, create a more effective culture in the long-term.
Outline
How the Four Functions of Management Recommendations for Maintaining a Healthy Culture
From the Paper "What many organizations do however is have subordinates complete surveys where they specifically rate their superior's managerial and leadership qualities relative to an ideal score. Using factor and discriminant analysis techniques to find significant clustering of attitudes and perceptions, researchers are finding that typically subordinates will judge their superiors' managerial versus leadership ability judged from the handling of only a few of the many decisions made during a period of time. Additionally, ratings may result from just one or more salient situations, the supervisor's outward behavior, his or her personality traits, or some uniquely subjective combination according to Lord (2000). Further, the research shows that managing and leading often overlap and conflict in these statistical analyses of attitudinal variables. As a result, the methodologies used for attempting to quantify the differences between managers and leaders are often not extrapolated to broader organizational applications. As Gordon and Yukl (2004) have often stated there is a lack of research rigor on the part of practitioners, a lack of empirical rigor on the part of academics, and differences in the research goals, all of which lead to the multiple taxonomies mentioned earlier in this paper. Gordon and Yukl (2004) also mention that in defining the role of manager versus leader, one cannot completely exist without the other. While psychographic research of subordinates yields the tendency on their part to create quick judgments of a manager's character, integrity, honesty and skill set, those with leadership-like qualities are seen as much more able to define a vision that makes sense for their organizations. This dichotomy of time horizons, span of control, and ability to motivate through a compelling vision over just using their legitimate power is what differentiates leaders from managers, and to the extent they inspire versus demand is to the extent to which they accomplish their goals."
