Leaders and managers the words are often used interchangeably, but they are different. Those in management positions do not always possess the qualities and skills of a leader. The lack of leadership in an organization can have many negative effects on the organization’s employees and the business as a whole. Many companies, who were once strong, had knowledgeable employees and quality products and services have failed because of the lack of leadership in their organizations (French, W. 1987). Leadership is an essential quality in a manager. It is how you get your team fired up and willing to follow your plan. Leadership is a skill that can be improved with practice.
The task of a manager is planning, organizing, controlling, and leading. Managers also wear a variety of hats including the figurehead role, every manager uses some time performing ritual duties; the leader role, every manager must function as a manager, motivating and hopeful employees; the liaison role, managers spend lots of time in contact with people outside their own departments, basically acting as a liaison among their departments and other people inside and outside the association; the spokesperson role, the manager is often the representative for his or her association; and the negotiator role, managers spend lots of time negotiating (Gozdz, K. 1993). A manager is expected to carry out many roles and needs to achieve them well in order to be efficient.
Leaders have willing supporters and managers get consequence through other people; leaders use authority and managers must have power; leaders earn the right to lead from followers as well as with managers, the right to direct is granted by rights; leaders ask and managers tell; leaders have own power and managers have position power; and lastly, leaders mean to make changes while managers produce goods and services. When manager's procedures and practices go skewed, when organizations change ethnically and systemically, when planned initiatives change midstream, it is leadership that must provide constancy in the face of complicated times. The factor that empowers the workforce and in the end determines which organizations succeed or fail is the management of those organizations.
While organization establishes specific purpose and mission, makes work creative and efficiently manages social impacts, leaders control others to keenly achieve the group's vision for achievement. Leaders help others alter the way they see themselves in the picture of the association. Leaders listen well and give confidence to others to take leadership roles within the association. Leaders appreciate that originality is born when people stop long adequate to listen and see what they have not formerly looked at or heard. When we begin to look through a leadership instead of management model, we begin to see chances in places we never really thought of before (French, W. 1987).
On the whole, leadership is getting people to go after you. Leadership is, and should be a task of the manager. This leading aspect of organization involves influencing others towards the accomplishment of organizational goals. “Leaders inspire employees, converse, manage groups and teams, and direct directorial and cultural change. It is true that some time manager have obscurity in managing team, it is due to lack of arrangement, contact with team member and lack of defining vision. An effectual planning process will methodically examine the company's situation, its assumptions about the future and its present and required competencies. It will then bring the organization team to agreement on a future course and way for the firm. The output should be a vision: a sensible, believable, eye-catching future for the organization. An effectual planning procedure will as well be participative in nature. A team member then will offer input from different useful and personality viewpoints and their participation will create the buy-in necessary for triumphant accomplishment.
A manager must be able to converse with team members efficiently. They need to be proficient of articulating it in dissimilar ways to dissimilar constituencies (Kotter, J.P. 1991). Great communication is the capability to take something complicated and making it easy. Managers are effectual in carrying out their responsibilities for preparation and rising employees. Managers are vigorously involved in supporting employees to meet up their training and improvement needs. Managers should have logical competence, the capability to identify, examine, and solve problems, interpersonal capability, the ability to influence, supervise, and lead, and emotional competence the aptitude to be inspired by emotional and interpersonal crises. They must also have extra traits in order to show leadership qualities.
Manager need to be unshaken in their faith that what they are doing is the correct thing to do. This necessitates a certain degree of mental hardiness. Being hard is many times misunderstood. Being hard is not about the fact that you can fire people during bad times, make financial plan cutbacks or win cooperation.
Being tough is standing true to your attitude in spite of challenges and hold ups or when others doubt you or your capability to succeed. This type of "hardiness" is called pledge and good managers should have it. True "hardiness" is going over the hill devoid of knowing what is on the other side. It is about staying the course through hardship. Whatsoever course you make a decision on there is always someone to tell you are wrong. There will always be obscurities that come up that will persuade you to doubt yourself and believe the opponents are right. It takes marvelous courage to map out a course and direction and observe it through.
According to Gozdz, K. (1993), the major plan of a manager is to make the most of the output of the association through administrative completion. To attain this, managers must take on the following functions: association, planning, staffing, directing, controlling.
A leader is someone who people logically follow through their own choice, while a manager must be obeyed (Ackerman, L. S. 1984). A manager may only have got his position of authority through time and faithfulness given to the company, not as a result of his management qualities. A leader may have no managerial skills, but his vision joins people behind him.
These are the following power which can use:
Expert and Informational power are concerned with abilities, facts and information, of which the holders of such abilities are able to use, to influence others that are, technicians and computer workers. Reward and Coercive power, differ from the previously mentioned, as they engage the ability to either reward or punish persons being prejudiced, in order to gain conformity. Legitimate power, is power which has been established by the very role structure of the group or association itself, and is accepted by all as right and without argument, for example in the case of the armed forces or the police force. Referent power, conversely, involves those being prejudiced, identifying with the leader.
French, W. (1987) The Personnel Management Process: Human Resources Administration & Development., 6th Edn. Houghton Miflin, Bostonh
Kotter, J.P. (1991) "What Leaders really do". In / The Best of the Harvard Business Review. (1991) Harvard University, Boston. p. 73-82.
Ackerman, L. S. (1984). The flow state: A new view of organizations and managing. In John D. Adams (Eds.), Transforming work: A collection of organizational transformation readings, (pp. 114-137), Alexandria, VA: Miles River Press.
Gozdz, K. (1993). Building community as leadership discipline. In Michael Ray & Alan Rinzler (Eds.), The new paradigm in business, pp. 107-119. New York: Simon and Schuster Publishers.