| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGEMENT LEADERSHIP": |
|
|
Management vs. Leadership, 2006.
An analysis of the organizational structure and the management and leadership characteristics of a particular company.
1,413 words (approx. 5.7 pages), 1 source, APA, $ 47.95
»
Click here to show/hide summary
Abstract
This paper illustrates the characteristics of management and leadership through the organizational structure of a particular company, referred to as Company X. The personnel are analyzed according to the traits defined by Warren G. Bennis in his book "On Becoming a Leader". The gradual intermingling of leadership and management are also illustrated through examples of each position.The paper concludes with the author's personal view on management and leadership.
From the Paper
"Company X provides users with a solution to all securities processing needs. Phasexyz, which is the division I work in, is a subsidiary of Company X. Company X acquired Phasexyz about thirteen years ago. The structure of the company has remained the same throughout the changes until recently when the level of president was introduced to the organization. The company was in dire need of change when the president was announced. Reporting to the president are the senior vice presidents and under the senior vice presidents are the vice presidents. Managers report to the director and the director reports to the vice president. There is one president, four senior vice presidents, five vice presidents, twelve directors, and twenty-five managers. Most of the personnel have been with the company for over ten years. The president has been with the company only a short period of time, so he is bringing a fresh perspective to the organization."
| |
|
Management and Leadership, 2009.
A paper exploring the difference between the concepts of management and leadership in an organization.
1,529 words (approx. 6.1 pages), 8 sources, APA, $ 50.95
»
Click here to show/hide summary
Abstract
The paper outlines the conflicting points of view about whether management and leadership are essentially different or whether they are in essence synonymous. The paper shows how, while one cannot simply conflate leadership and management, there is a certain element of artificiality in the division between them. The paper therefore concludes that the debate about the difference between leadership and management is to a certain extent misleading and there is an interchange and coalescence between these two concepts.
Outline:
Introduction
Different Views About Leadership and Management
Assessment and Conclusion
From the Paper
"There is often confusion and debate about the actual difference between leadership and management and in some case these two concepts are used as rough equivalents. However, the theory and literature on this topic makes it very clear that there are certain distinct differences between these two concepts and that these difference are important in understanding the specific meaning of these terms, particularly in practice and in a business and management context.
"The central debate that surrounds these terms revolves around the question as to whether management in actuality includes an understanding of leadership qualities as being necessary and implicit in a business context. Does modern management theory include the understanding of leadership, or are leadership and management two very different things?"
| |
|
Management and Leadership, 2002.
A look at the definition and issues concerning contemporary management and leadership.
2,400 words (approx. 9.6 pages), 19 sources, $ 89.95
»
Click here to show/hide summary
Abstract
This paper addresses three questions in modern-day studies of leadership: What is the definition of leadership? How does the concept of management differ from leadership? What are some of the major issues in contemporary management/leadership literature and what are their defining arguments?
| |
|
A Comparison of Management and Leadership, 2005.
A paper looking at why management and leadership are not necessarily the same thing.
1,248 words (approx. 5.0 pages), 1 source, APA, $ 42.95
»
Click here to show/hide summary
Abstract
This paper explains that management and leadership are different processes and involve different activities. The paper also compares leadership roles to management roles and the traits of a leader to the traits of a manager. The writer then uses this comparison to illustrate why a good leader is not necessarily a good manager, and why a good manager is not necessarily a good leader.
From the Paper
"Management can be broadly defined as the ability to manage resources to achieve goals. In practice, this refers to controlling both material resources and people to achieve the goals of the organization. Management can be further divided into the tasks of organizing, planning, controlling, and directing. The manager's role is to manage tasks and people on a consistent basis to ensure that goals are met."
| |
|
Management and Leadership, 2007.
A comparative analysis of the functions of management and leadership.
1,019 words (approx. 4.1 pages), 5 sources, MLA, $ 36.95
»
Click here to show/hide summary
Abstract
This paper discusses how, although the words "management" and "leadership" are often used interchangeably, the central functions of each are different. It examines the role and responsibilities of leaders and managers and the actions needed to create and maintain a healthy organizational culture.
Outline:
Leadership
Skills of Effective Leaders
Management
Recommendations for PFG
Conclusion
From the Paper
"A leader's central role is to create vision in others. "Great leaders imagine an ideal future for their organizations that goes beyond the ordinary and beyond what others may have thought possible" (Bateman, Snell 2004 3). Executives at all levels are interested in understanding what makes an effective leader because most companies develop good managers but very few leaders. Developing leaders involves a comprehensive knowledge of the skills and attributes associated with effective leaders."
| |
|
Management and Leadership Styles, 2002.
This essay investigates different styles of management and leadership in the 21st century.
900 words (approx. 3.6 pages), 4 sources, $ 35.95
»
Click here to show/hide summary
Abstract
This paper traverses the terrain of management and leadership in the new millennium.
| |
|
Management and Leadership, 2007.
This paper discusses the differences between management and leadership in creating a healthy organizational culture.
2,094 words (approx. 8.4 pages), 4 sources, MLA, $ 65.95
»
Click here to show/hide summary
Abstract
The paper explores the roles of leaders and managers in creating a healthy organizational culture that not only keeps their employees happy and productive, but keeps the very existence of their company or organization alive. The paper focuses on the Allstate Insurance Company and their organizational culture. The paper discusses strategies for leaders and managers to be able to maintain that organizational culture.
Outline:
Introduction
The Difference between Management and Leadership
The Roles and Responsibilities of Leaders in Creating and Maintaining a Healthy Organizational Culture
How the Four Functions of Management Support the Creation and Maintenance of a Healthy Organizational Culture
Strategies That Managers and Leaders Can Use to Create and Maintain a Healthy Organizational Structure
Conclusion
From the Paper
"In today's workplace a healthy organizational culture is as important as it has ever been. Gone are the days that an employee merely clocked in, completed their work, clocked out and repeated this process five times over. Companies and organizations have wisely discovered that the culture they create and maintain with their employees not only leads to better retention rates but the effect is felt in productivity and efficiency as well and this is no different at Allstate Insurance Company. The role that managers and leaders play in creating and maintaining an organizations culture is increasingly important."
| |
|
Management, Leadership and Training, 2004.
This paper considers the differences between management and leadership and whether leadership can be taught.
2,250 words (approx. 9.0 pages), 11 sources, MLA, $ 79.95
»
Click here to show/hide summary
Abstract
The paper discusses the differences between management and leadership and whether leadership can be taught. The paper examines the complex roles of today's managers compared to the past. The paper also discusses leadership training techniques and leadership functions.
From the Paper
"Professional managers are relatively new to the world of business, they did not exist much before the twentieth century. During the last years, however, much research has been conducted on what constitutes effective management and how management differs from leadership. Many analysts now consider leadership and management to be separate skills with both managers and leaders necessary in successful organizations. Leaders are typically ascribed the role of visionary with managers given the role of implementing the leader's vision."
| |
|
Management Leadership, 2008.
Explains that the most integral component to successful management is strong leadership.
1,250 words (approx. 5.0 pages), 2 sources, APA, $ 42.95
»
Click here to show/hide summary
Abstract
This paper relates that efficiency and effectiveness are two qualities, which are essential to the management of successful organizations. The paper then points out that a strong leader, who is able to instill the workforce with a sense of significance, is essential to the establishment and maintenance of an efficient and effective organization. The paper then outlines five necessary manager mindsets that are essential to this type of business organization. Additionally, the paper suggests tactics managers can use in order to improve performance among employees and increase effectiveness of the business.
From the Paper
"The first necessary manager mindset is "managing the self". This mindset involves managers having a reflective mindset in which they demonstrate a respect for the history of their organizations that is healthy. This respect and understanding elucidates for the manager actions, both big and small, that have contributed to successes within the organization. In other words, effective mangers must have a clear understanding in order to make good decisions in the present that will lead the organization to a profitable and successful future."
| |
|
Management and Leadership, 2008.
An account of the rules of leadership and management and how they are effectively utilized.
2,038 words (approx. 8.2 pages), 10 sources, APA, $ 64.95
»
Click here to show/hide summary
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."
| |
|
Project Management, Leadership and IT, 2007.
This paper discusses the role of leadership in project management in an information technology environment.
1,433 words (approx. 5.7 pages), 4 sources, MLA, $ 47.95
»
Click here to show/hide summary
Abstract
The paper highlights those functions of project management that are applicable to the task of managing information technology jobs. The paper provides a comparison of leadership and management roles. The paper demonstrates the application of project management skills to information technology jobs in the context of real world examples.
Outline:
Introduction
Management and Leadership
The role of the PM in Information Technology
Case Study: Continental Airlines
Conclusion
From the Paper
"On the surface there is a clear distinction between management and leadership. Management is concerned with means of efficiency and competency, and its primary concerns are resource usage for an effective end. It looks at process and works around the margins to fine tune the work until an optimal solution is reached. Leadership, on the other hand, is concerned with ends and goals. Its focus is upon the best way to inspire staff personnel so that they stay on task, strive to do their best, and work cooperatively toward a goal. It looks at the entire process and if decides whether the system in place is one that allows the project to successfully complete its task while staying in line with the values of the organization and providing opportunities for growth for the members of the project team."
| |
|
Management Versus Leadership, 2003.
An analysis of the concept of leadership as a facet of management.
1,380 words (approx. 5.5 pages), 10 sources, MLA, $ 47.95
»
Click here to show/hide summary
Abstract
This paper compares management and leadership and explores the concept of leadership as a facet of management. It contends that leaders provide long-term vision while managers put that vision into action. It also looks at the impact of the organizational culture.
From the Paper
"Leadership and management are necessary components of any organisation and managers who combine leadership skills with management traits offer organisations enhanced productivity and better long-term prospects than those ..."
| |
|
Management and Leadership, 2007.
A review of the theories presented in Peter Northouse's book "Leadership Theory and Practice".
1,213 words (approx. 4.9 pages), 1 source, MLA, $ 41.95
»
Click here to show/hide summary
Abstract
This paper discusses theoretical models of management and leadership. It discusses the characteristic of contemporary leadership models and how understanding them provides a profound insight into the development of one's own leadership and management qualities in the development of leadership skills. It bases its discussion on Peter Northouse's theories, presented in "Leadership Theory and Practice".
Table of Contents:
Overview
Trait v. Process Leadership
Classical Leadership
Situational Leadership
Participative Leadership
Transformational Leadership
Conclusion
From the Paper
"The progression of these leadership models indicates a movement over time to a more adaptive and flexible leadership model that is certainly process oriented. It is a rejection of sorts of the path-goal theory that Northouse describes as: "this approach treats leadership as a one-way event...subordinates may easily become dependent on the leader...this kind of leadership could be counter-productive because it promotes dependency and fails to recognize...abilities of subordinates"(133). While path-goal theories do serve a purpose they lack the kind of motivational, inspirational, and independent minded qualities that the flatter, less hierarchical organizations require in the global environment where competition can arise 10,000 miles away in markets never considered a threat."
| |
|
Management and Leadership at Microsoft, 2008.
A case study of Microsoft that identifies the roles of organizational managers and leaders in creating and maintaining a healthy organizational culture.
2,044 words (approx. 8.2 pages), 9 sources, APA, $ 64.95
»
Click here to show/hide summary
Abstract
The paper looks at the differences between management and genuine leadership within Microsoft and closely examines the role the company's organizational leaders and managers play in facilitating a strong corporate culture. The paper discusses the four functions of management and their roles in maintaining Microsoft's healthy organizational culture and focuses on two strategies that will ultimately ensure a strong organizational culture far into the future.
The paper attaches a very large amount of source material to the paper.
From the Paper
"Clearly, being a well-run operation is critical to perpetuating a desirable internal culture. With that in mind, "management" within Microsoft - within any major organization - may best be described as the organization of the business entity's constituent parts in the most optimal fashion possible. A review of Microsoft's official website does not uncover a formal organizational flowchart depicting who sits where (and does what) within the corporate hierarchy. Nonetheless, drawing from a medley of resources available on the Microsoft site, several interesting facts do emerge. First of all, the company is run by a Board of Directors consisting of 10 people: the names of the individuals include some famous members of the Microsoft "family" - Bill Gates, Steve Ballmer - as well as "outsiders" like James Cash, Jr., David Marquardt, and Helmut Panke (Microsoft Corporation 2007b)."
| |
|
Management Leadership, 2002.
A paper which discusses the merging of the roles of manager and leader within a business to improve the organization.
856 words (approx. 3.4 pages), 3 sources, MLA, $ 30.95
»
Click here to show/hide summary
Abstract
Traditionally, management and leadership have been described as two separate roles with distinct characteristics. The paper describes how the manager follows procedure and exerts authority, and ensures that the organization follows a given set of rules. The leader creates a strong desire in those around him or her to follow or emulate, but may be more radical in approach than is consistent with the stable operation of the business. This paper examines ways for the present-day manager-leader to integrate the best of these polarized functions into one role, and to minimize the dangers of each.
From the Paper
"This division of skill in management versus leadership exacerbates the fundamental problem that one person with both roles faces. Management as traditionally defined is fundamentally conservative; it seeks to understand the situation and devise means of functioning effectively within the parameters selected. Leadership is inherently radical, and may arise from those in subordinate positions. Because it is based on personal charisma, it can be deeply flawed at a logical or moral level. By polarizing the functions of decision-making and implementation into these two extremes, the traditional approach to governance makes synthesis of both skill sets difficult."
|
|
|
