Management and Organization Behaviors

MANAGEMENT AND ORGANIZATION BEHAVIORS 7

Managementand Organization Behaviors

Managementand Organization Behaviors

Theimportance of leadership cannot be underestimated as far as thesuccess, profitability and sustainability of any business areconcerned. Indeed, leaders are seen as fundamental pillars in thesuccess of the business entity as they are primarily involved inmaking crucial decisions for the business entities, which,essentially, determine the course of the business entity both in thelong-term and the short-term. More often than not, the tasks thatleaders take up may overlap with managerial tasks. This, however,does not make the two similar in any way although a leader can alsobe a manager.

Definitionof leadership

Likenumerous other terms, the term leadership comes with an abstractdefinition. Indeed, a large number of definitions mainly involve acombination of tasks that leaders take up or do not have to undertake(Burke&ampFriedman, 2011).Nevertheless, leadership involves the establishment of a clear visionwhich one shares with other people thereby allowing them to followwillingly, offer the necessary information, technique and knowledgefor realization of that vision, while balancing and coordinating thevarying interests pertaining to every other stakeholder and members.Leaders must have the capacity to step up in instances where crisiscome up and have the capacity to think and act in an innovativemanner even in difficult situations. Leadership must involve the useof some form of social influence rather than power and authority(Burke&ampFriedman, 2011).It must involve the aspect of directing other people even ininstances where the leader does not have particular attributes ortitles. Of particular note is the fact that effective leadership maytake up numerous styles or paths. Further, leadership mustincorporate a goal or intended outcome to which the people aredriven.

Allin all, leadership must involve the use of social influence so as toorganize other people’s efforts, and maximize that effort so as toachieve a particular goal. On the same note, research has shown thateffective leaders do not necessarily have to behave in an identicalmanner. Indeed, they may not only have varying personalities but alsoact in extremely different ways even in similar circumstances.Further, the fact that varying leadership qualities may be needed invarying situations underlines the fact that a leader does not have tobe successful in all instances (Haganet al, 2006).Nevertheless, leadership should never be taken to be a stage. Indeed,insights into the effectiveness and nature of leaders have revealedthat individual behaviors and traits alone may not sufficientlyexplain the effectiveness of leadership.

Differencesbetween Leaders and Managers

Asmuch as the terms leaders and managers are often usedinterchangeably, there are quite a number of variations in themeanings and implications of the two terms. Leadership mainlyinvolves setting a vision or directions for a particular group ofpeople, which he or she uses social influence to organize the effortsand capabilities of individuals to attain. Management, on the otherhand, mainly involves directing or controlling resources andindividuals in a group in line with the values and principles thatare already laid out. While the two terms are fundamentallydifferent, a large number of people take up the two roles where theyoften have managerial jobs but realize that no financial capabilitiescan buy people’s hearts, especially when it involves getting themto undertake difficult tasks, in which case they also act as leaders(Haganet al, 2006).Nevertheless, leadership and management often differ with regard tothe manner in which they motivate or inspire people to undertakeparticular tasks. There are three fronts in which managers andleaders differ.

First,managers establish circles of power through having subordinates,while leaders establish circles of influence by having followers.This may often be seen in the fact that leaders may have people whoare beyond one’s reporting hierarchy coming to an individual foradvice, which may not be the case for managers.

Inaddition, management usually involves controlling resources whileleadership involves influencing people. Management primarily consistsof controlling a set or group of entities so as to achieve aparticular goal, while leadership primarily underlines the capacityof an individual to motivate, influence, as well as enable otherpeople to contribute towards the success of an organization. Scholarshave noted that inspiration and influence rather than control andpower are the key differences between managers and leaders (Burke&ampFriedman, 2011).

Lastly,leaders are mainly concerned with the creation of value whilemanagers usually concentrate on counting value. For instance, amanager may require his subordinates to report after every two hoursthe amount of work they have completed all in an effort to count thevalue of the workers. Unfortunately, this may end up disabling orde-motivating the individuals who add value to the business entity(Nieuwenhuizen&ampErasmus, 2007).Leaders, on the other hand, add value to the business entity throughthe generation of value over and above the one created by thebusiness entity through leading by example and enabling hisfollowers.

Importanceof Leaders and Managers in Business Entities

Theimportance of leadership and management cannot be underestimated asfar as the success and sustainability of business entities in thelong-term and short-term are concerned. One of the key roles ofleaders and managers is ensuring that the efforts of their followersand subordinates are channeled towards the achievement of particulargoals (Sadler,2003).These are set out in identifiable standards, and spelt out in alanguage that every individual can internalize and understand.

Inaddition, leaders and managers allow for the reduction of wastage inthe use of the available resources be they human or financial innature. It has well been acknowledged that different individuals havevarying ideas regarding how particular things should be done(Nieuwenhuizen&ampErasmus, 2007).Following these ideas in isolation may result in wastefulness ofresources and may not even lead to the intended goals. Leaders andmanagers identify the ideas that have the highest likelihood ofachieving the required results, after which they rally theirfollowers and subordinates to the course and the appropriate courseof action (Armstrong&ampStephens, 2005).This results in immense savings of time and resources in thelong-term and shorter.

Onthe same note, leaders and managers often inspire change in theorganizations or business entities thereby promoting innovation andcreativity. More often than not, the business environment undergoesfundamental changes (Nagelkerk&ampHuber, 2006).It has well been acknowledged that only business entities that havemastered the art of adapting themselves to the varied aspects of thereigning markets would enhance their competitiveness and remainprofitable even in the long-term (Armstrong&ampStephens, 2005).Leaders and managers not only inspire creativity with regards to themanners of doing things but also necessitate constant training so asto ensure that their teams are well-versed with the current trendsand are sufficiently competitive.

Lastly,leaders acknowledge that their followers face quite a large number ofchallenges and threats in the course of their jobs or even in theirpersonal lives. In essence, they take up the task of protecting theirfollowers from external and internal threats that may result inde-moralization (Nagelkerk&ampHuber, 2006).This ensures that there is consistency in the provision of servicesand the efforts made towards meeting goals.

Exampleof a Manager Considered as a Leaders

Oneof the most effective managers and leaders in the world today wouldhave to be Microsoft’s CEO and Founder Bill Gates. Ranked as one ofthe richest individuals in the entire globe today, Bill Gates iscredited with founding one of the globe’s most successful businessentities. He has also received quite a large number of awards for hisinnovativeness and also gained popularity for his immense role as aphilanthropist. There are varied qualities that make Bill Gates aleader.

First,Bill Gates has laid emphasis on the need to be persistently learningand growing. Even after becoming the world’s richest individual,Gates undertook efforts to enhance areas in which he thought he waslacking including public speaking and communication skills. Further,he has distinguished himself especially with regard to his tendencyto seek other people’s counsel.

Inaddition, there is no doubt that Gates is visionary and has inspiredhis employees and rallied them towards specific goals. Indeed, Gateswas inspired by vision to pursue the establishment of graphicalinterface that has become the Microsoft software. His recognition ofthe potential for growth and opportunity and the need to come up withmore than one product caused him to hire more software individuals soas to develop an entire product line.

Lastly,Gates is known for caring for others as is seen in his philanthropicpursuits where he primarily aims at eradicating malaria from theglobe.

References

Armstrong,M., &amp Stephens, T. (2005).&nbspAhandbook of management and leadership: A guide to managing forresults.London [u.a.: Kogan Page.

Burke,R. E., &amp Friedman, L. H. (2011).&nbspEssentialsof management and leadership in public health.Sudbury, MA: Jones and Bartlett Publishers.

Hagan,P., Wylie, A. B., &amp Hagan, P. (2006).&nbspHigherand intermediate 2 business management.Paisley: Hodder Gibson.

Nagelkerk,J. M., &amp Huber, D. (2006).&nbspStudyguide for Leadership and nursing care management, third edition.St. Louis: Saunders Elsevier.

Nieuwenhuizen,C., &amp Erasmus, B. (2007).&nbspBusinessmanagement for entrepreneurs.Cape Town: Juta.

Sadler,P. (2003).&nbspLeadership.London: Kogan Page Ltd.