Managers and Leaders

MANAGERS AND LEADERS 7

Managersand Leaders

Aleader is a person with the capability for generating socialinfluence that an individual uses in enlisting support and aid fromother persons with the intention of attaining set goals. Leaders areinnovative and intelligent persons that bring together peoplespecializing in different professions with intention of accomplishinga common goal. On the other hand, a manager is a professionalresponsible for the function of coordinating the skills ofprofessionals in a business or organization to achieve objectives andgoals utilizing the obtainable resources effectively and efficiently.The managers organize the resources of an institution in respect oclearly defined objectives. Leaders differ from managers in that theyorganize resources and people from scratch while managers areresponsible for coordinating resources of an enterprise followingdistinct regulations.

Differencebetween managers and leaders

Managersdiffer from leaders in that they are responsible for directingemployees of an organization. They coordinate the functions of thestaff in respect to defined policies and regulations. On the otherhand, leaders have followers. They create influence over peoplethrough their innovation skills (Grippa, 2013).

Second,managers deal with changes happening in an organization or themarket. They are trained to identify and develop solutions that canhelp a business withstand the changing business environment. Leadersinduce change. For example, they can think and develop new productsthat a business should start selling (Keller, 2010).

Third,managers are good in developing ideas for improving the business.They can evaluate the available resources in a business and thenpropose a solution to improve the organization. Leaders implement theideas managers recommend. For example, a manager identifies that thestaff requires training while the leaders arrange for the trainingprocess (Keller, 2010).

Fourth,managers allocate responsibilities and coordinate the staff in thebusiness. They also detect problems that require being addressed toaccomplish the objectives of the organization. On the contrary,leaders persuade staff members to accomplish their respective dutiesthrough offering incentives, as well as extra training (Keller,2010).

Fifth,managers strive to direct groups and become heroes. They take creditfor the success of an organization, as they are the think tanks oflabor and resource allocation in a business. For leaders, theydevelop teams and attempt to make everyone working under them a hero.They are recognized in an organization for taking valuableresponsibilities (Keller, 2010).

Differencebetween male and female managers

Accordingto Keller (2010), both men and women have distinct managementstrengths. Successful businesses require balanced skills from bothgenders. The Training Zone Company conducted research in the UK thatfeatured over 14,000 UK managers and leaders to identify theadministration differences between men and women. The report claimedthat women scored better than men did in various fields such asempathy and respect for others, managing and planningresponsibilities, as well as personal accountability (Bass &ampRiggio, 2006). On the contrary, men had higher scores than women inpersonal impact, strategic vision, and commercial focus. The studyconcluded that “male management approach” tend to be visionaryand strategic while the ‘feminine management method” tend to besocially inclined (Kennard, 2012).

Othermajor management differences of women compared to men was that theformer are excellent in multitasking and identifying priorities.Women are competent in meeting deadlines and delivering promises onschedule. In addition, they are excellent listeners, sociallyconsiderate, and compassionate with others. Several female managersexcel in organizing and planning skills thus, they make grandproject managers (Kennard, 2012).

Menexpress confident views and immense first impression that makes theirpresence conspicuous in an organization. Although they aresignificantly socially insensitive compared to women, they arededicated on commercial, rational, and practical features ofattaining results. In addition, men excel in strategic thinking andbehaviors that assist them to progress in their professions (Kennard,2012). The skills are valuable in to senior business managers hence,men make better chief executive officers than women

Thestudy showed apparent management methods between women and men.However, the natural techniques both genders use complement eachother. This implies that every business requires having balancemanagers from both genders to achieve maximum performance (Kennard,2012).

Differencebetween male and female leaders

Recently,increasing research volume indicates that women and men have slightlydifferent leadership techniques. This has led to the necessity ofincluding both men and women in business administrative positions.Several studies indicate that female leaders exhibit numerousbehaviors that men do not have (Grippa, 2013). For example, women aremore concerned about other people and they have a stronger commitmentfor nurturing the skills of others than men. In addition, women havea higher concern and willingness for sharing leadership informationwith other individuals compared to men (Bass &amp Riggio, 2006).

Accordingto the theoryof Transformational Leadership,women are better leaders than men are because they have highertransformational characteristics compared to men. The keycharacteristics used in judging transformative women leaders includebeing positive role models, inspirational, able to motivate followersinto taking chances and being creative, as well as empoweringfollowers. According to Bernard Bass, the reputed leadership scholar,women will dominate in the leadership position by 2034 if theircurrent transformation rate will remain constant (Bass &amp Riggio,2006).

Onthe contrary, men have low transformational capability because theyare less ethical, dedicated to developing their colleagues,inspirational, and resistant to stressful and pressuring conditions.When men face challenges, they tend to resolve to “fightand flight”response (Bass &amp Riggio, 2006). However, female leaders use the“tendand befriend”response, which mainly involves forming alliances with support groupsthat can help in solving the issues. Women using the “tend andbefriend” response strategy express higher emotional empathy,expression, social, and involvement oriented than male leaders. Themain transformational strengths men have included energizing,inspiring, and intellectually stimulating employees (Aswathappa,2005).

Recommendationsfor hiring managers

Accordingto (Grippa, 2013) the different managerial methods men and women usein their administrative duties is a key influence when hiringmanagers. One of the key considerations includes an individual’sstrengths and weaknesses in professional personality, technicalskills, knowledge bases and abilities required for excellentadministration of the business. Provided an individual has theessential professional skills, either male or female gender issuitable for filling the (Aswathappa, 2005).

However,businesses that require a manager that can introduce participativeand transformational leadership would rather hire a woman. Women areresilient to stressful and demanding conditions because they createalliances with friends that can help in offsetting the problems.Women are best suited in project management positions that requirecoordination, sharing information and empathy with the staff. On theother hand, men make the best senior managers in businesses thatrequire strategic planning, respect, vision, and courage to boostperformance (Grippa, 2013).

References

Keller,M. (2010). InternationalHuman Resource Management.GRIN Verlag.

Kennard,J. (2012). Insight:The differences between male and female leaders.Training Zone. Web. Retrieved on 13 August, 2014 fromhttp://www.trainingzone.co.uk/topic/leadership/insight-differences-between-male-and-female-leaders/176255

Bass,B. M., &amp Riggio, R. E. (2006). Transformationalleadership.Mahwah, NJ [u.a.: Lawrence Erlbaum Associates.

Aswathappa,K. (2005). Humanresource and personnel management: Text and cases.New Delhi: Tata McGraw-Hill.

Grippa,F. (2013). Managingin a Diverse and Changing World.Slugbooks.