What are the differences between Leadership and Management

Differences Between Leadership and Management

The difference between leadership and management lies in the actions that are taken in the process of change during the decision-making process. How the leaders make their decisions impacts the people around them, and also demonstrates what type of leaders they are based on these decisions. 

 Leadership is vision focused when making decisions, versus the day to day smaller decisions that management may make. Leadership and Management go hand in hand, you do need both.  As Coleman and Glover (2010) explain “leadership is closely associated with visions and values”, and “managing a change in vision and values is a prime aspect of a leader’s role” (p.14). Leadership is the process of understanding visions and values, and making decisions based on these vision and values. While management demonstrates the action that demonstrates the day to day decision within the process of change. In my own experience, when a new guideline is introduced, it is mandatory that we (as long-term care facilitators) put it into place. How we put the guideline into place is depending on our own systems that we currently have in place that go along with our vision. This demonstrates Leadership, based on leaders making decisions on how to put the guideline into place, while keeping our values and vision in mind when making the decision.  When leading, we (as leaders) align the new process with our current vision, and give those expectations to the facilities with a guideline to follow. Now each facility is different, so they will need to make some adjustments, by the main guidelines will still need to be followed. This decision made by the facility, show the management of the process. When the facilities manage this new guideline, they are making the day to day changes they need too as problems arise. If the facility finds that the system cannot adapt to both processes, they will be able to make the necessary changes needed in order to keep on task (the facility is demonstrating a managing technique). 

According to Burns, Sorenson, Goethals (2004) states that “most decisions are made behind closed doors, yet they often define an individual’s leadership better than public appearances”, also that “how decisions are framed, informed, and executed thus has much to do with the quality of leadership that results” (p.316-317).  This is an important indicator. Our corporate office is full of leaders, these leaders are the ones making the main decisions on how our process work every day. The facilities have their own leaders, but they see themselves as managers. When it comes to making the main decisions, the administrators are bound by what corporate sees is mandatory. How the process is to take place within their facilities is based on their own decisions, they are managing the process. The administrators are also seen as leaders because there are situations, where the decisions are theirs alone. The decision that Corporate, or the administrator, make are judged by the staff in how they affect them (staff). If the staff members feel as if the decisions that were made is not beneficial to them or their communities, they will see that leader as being an inefficient leader. When it is a decision that is forced by the corporate office, the staff do not look at the administrator as if they are an inefficient leader, they blame the leaders within the corporate office. 

The way in which the decision is made is important in how the decision will affect the people around them. If the leader does not take into account how the decision will affect the people around them, they are likely to make a decision that will negatively affect the people they are leading. The leader will be looked at as a bad leader, who does not have the peoples interest in mind when they are making their decisions. This will affect the leader’s ability to lead effectively. 

Burns, J. M., Sorenson, G. J., Goethals, G. R., & Sage Publications, I. (2004). 

Encyclopedia of Leadership. Thousand Oaks, Calif: SAGE Publications, Inc. 

Coleman, M., & Glover, D. (2010). Educational Leadership and Management: 

Developing Insights and Skills. Maidenhead: McGraw-Hill Education.

The Road to Leadership

 The Road to Leadership

While managing an organization is difficult at times, being able to manage an organization through organizational changing is even more difficult.  When it comes to managerial theories or strategies when it comes to leading a group through change, most managers use a combination of various theories to be successful during the change process.  Of the most commonly types of theories used in today workplace; contingency theory and chaos theory.  They help managers develop strategies to help motivate their workforce to be more productive and successful through the change process.

Contingency theory allow managers to make decision based on the situation at hand rather than a “one size fits all” method.  Based on the information given to the manager given the current situation at hand.  While going through the internship I have learned that in each part of the organization the contingency theory exist.  The management in one part of the organization is different, then in other parts of the organization based on the leadership style of the person in charge of that area. The two type of behaviors that leaders within this organization have.  The first behavior is the ability to build good rapport and relationship with individuals they work with and they show a real concern for them.  The second behavior, are those leaders that provide structure to ensure that assignments or goals are completed.  As the manager for Kaplan radio, I have attempt to make change a positive effect, instead of a negative effect.  By building a good working relationship with individuals that I work with, I try to stay positive and look for the good rather than the bad.  By staying positive and supportive, not only minimize the effect change has on an organization, but the effects that has on the team.

The chaos theory indicates managers in business knowns, that change is always constant.  While some of the situation in an organization can be controlled, not all can be controlled.  While a company may grow, the complexity and the possibility for liable events may increase.  In these situation more structure is needed in order to stabilize the company, while the system continues to grow and change.  While small changes or situation can be chaotic, managers must be able to understand the “Three R’s of Chaos Theory Management” (Blair).  First, they must to understand that everything can be serious scrutiny.  The smallest conversation you may have with someone can cause unknown problems.  Second, you are only a friend to the employees until some action or situation that changes you from a friend to an “enemy”.  Finally, not matter what action that are taken small or large needs to be checked on a regular and consistent bases, and be ready for any negative impact they may have on the organization.  Since this internship is short in comparison to a long term job, the chaos theory still exist.  Even though you develop relationship with other student to helpful more the organization in a positive directions, each of the three R’s are relevant.  As managers within the organization we walk a fine line trying to make the organization better, while still trying to be part of the group per say.  Take for example, managerial change.  Two interns that have worked together for three weeks on a project, they have developed a working relationship with each and trust each will do what is right.  The following week one is given a promotion, while the other is still in the same position.  The one that did not get promoted is not happy of the situation and feels they did as much work as the other person and should be rewarded as well.  The working relationship is changed and the three R’s go into effect.  Again, the above example may not always occur, but it happen more then we like to think. 

To effectively manager change in an organization, leaders must be able recognize "change" does not need managed, but the individual effect by change do. In order to effectively manage and lead people through any change, managers need to be aware of the different ways people prefer to deal with change; and to realize that your insights of the change styles of others are colored by your own.

Fielder, F. E. (1964). A theory of leadership effectiveness. In L. Berkowitz (Ed.),

Advances in experimental social psychology. New York: Academic Press

Blair, B.G. (????)What is Choas Theory and How Does It Apply to Your Organization? Retrieve (2015) http://www.changestrategists.com/productgraphics/WHAT_IS_CHAOS_THEORY.pdf

A Story about Leadership Presence

A Story about Leadership Presence

I was a freshly minted second lieutenant out of my basic course and jump school and assigned to my first command as a airborne cavalry platoon leader.  My unit had just returned from Vietnam and my platoon sergeant, Ron Sneed, was taking me through the motor pool to take a look at all the vehicles I was to sign for.  Sergeant Sneed handed me an Army Memorandum book.  This is a small bound with green cloth cover and numerous empty lined pages.  It’s small enough to fit into a pocket.  I asked Sergeant Sneed what it was for? His reply, Sir, this is your book to annotate everything about every man in this platoon; their names, rank, next promotion opportunity, their wife’s name, children’s names and anything particular to that family.  Sir, you put everything you can possibly know about every man in this platoon to refer to and commit to memory.  Sir, your men won’t follow you until they know you care.” Sergeant Sneed later was the Command Sergeant Major of a Calvary Regiment in Desert Storm, and a leader of men. You can learn a lot about leadership from people like Sergeant Sneed.

Creighton Abrams, recognized as a great leader of combat troops, taught his NCO’s to keep a Memorandum book with the names and military information as well as personal information on each individual soldier they were responsible for.  Additionally, he expected every leader to keep the family information for each of the soldiers they were responsible for to include the health of each family member.  His rationale was that a troop can never leave his personal life at home no matter how he tries.  If he has a sick wife or child that will affect his contributions to the operation.  If the leader is aware of the situation and makes efforts to help the soldier with it, the Army has a better soldier knowing someone is there for him and makes a greater contribution to the operation.  If you know your customer has family issues and can convey your understanding of his or her situation, even if you don’t do anything for them, they understand your concern and you understand their actions in the decisions they make.  This has repeatedly proven to result in greater customer relations and smoother customer operations.

This also works well with both your senior as well as your subordinates.  Think of others before you think of yourself.  Help to make them as successful as you possibly can and you will reap the rewards of their support in your endeavors.