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Management and Leadership: Defining the Relationship

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Consider the two individuals in the following scenario:
Roger works for a business software firm and is passionate about his work. He is committed to delivering high-quality software solutions on schedule. He maintains a precise and accurate project schedule with meticulously detailed documentation of product design specifications and processes. Roger's subordinates never have to guess about expectations. When the rigorous quality assurance process uncovers a problem, Roger can proceed largely unfazed. He knows the capabilities of the developers on his team so well that he knows exactly who to assign to fix the issue. He is quick to offer encouragement and guidance when needed. Roger's team is productive and happy.
Linda works at the same company as Roger. She closely monitors industry trends. She is watching the rapid rise of mobile computing and sees competitors introducing new mobile applications with rapid speed. The company has yet to attempt to design software for a mobile platform, but she knows that the company can be competitive in the industry if it makes changes quickly. She is working hard to gain support from members of the executive board and is planning a kickoff meeting for the employees to announce their entry into the new market. She wants to make certain they see the change as a great opportunity and know that training will be available. She already has the company's first mobile project and an ideal timetable in mind. She is anxious to hit the ground running.
What are the roles of the individuals in the above scenarios? Are they managers, leaders, or both? What distinguishes management from leadership and managers from leaders? The nature of the relationship between leadership and management remains a topic of debate among scholars. The debate provides insight into the definition of leadership and offers a suitable avenue for beginning an in-depth exploration of the topic of leadership.

Consider the similarities and differences between leadership and management
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What are the roles of the individuals in the above scenarios? Are they managers, leaders, or both?

Both of the individuals in the scenarios are leaders and managers. They have a role in which to manage their department, such as software or industry trends in the marketplace. In regards to leaders, Roger and Linda are doing high quality work through their given work tasks, which makes them leaders in their field. Their leadership styles may appear slightly different as one is more of a situational leader (Roger), and the other is a servant leader (Linda). Regardless, these individuals are impacting their company for the positive by means of helping the company excel in all they do for the markets they serve on a regular basis.

What distinguishes management from leadership and managers from leaders?

Now the differences between a leader and a manager or management from leadership are important; although, they are quite similar in many ways. With a manager, he or she ...

Solution Summary

This solution discussed the similarities and differences between leadership and management.

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Challenging role of leadership in self- managing teams

Leadership in today's self-directed team environment requires an adjustable transition. An adjustable transition (in this case) is a two-fold definition that is defined as:

1. An organization or management's ability to shift from one capacity of operations to another without risk mitigation techniques of potential detriments that may hinder productivity within an organizations internal and external environment.

2. The ability to adapt and operate according to changing trends and technological advancements within the marketplace. Teams are primarily impacted by the ongoing necessity of change within the realm of organizational practices.

Challenging role of leadership in self- managing teams

Leadership in today's self-directed team environment requires an adjustable transition. An adjustable transition (in this case) is a two-fold definition that is defined as:

1. An organization or management's ability to shift from one capacity of operations to another without risk mitigation techniques of potential detriments that may hinder productivity within an organizations internal and external environment.

2. The ability to adapt and operate according to changing trends and technological advancements within the marketplace. Teams are primarily impacted by the ongoing necessity of change within the realm of organizational practices.

Leaders also possess the role of being a transactional and transformational leader. In some cases a transactional and transformational leader can be used interchangeably, however, it all depends on what a leader is trying to achieve and what direction the team or organization is trying to go. Leaders for centuries have acquired the task of building generational success by motivating and greatly influencing teams to be more productive and competitive, thus eliminating the elements of counter productiveness, lackadaisical functionality, and/or mediocrity from low-tier employees or team members. In many cases a leader's role is to function as a productions specialist in which case a leader oversees the mode of a product throughout the developmental stages from the collaborative process to the finished product/end result. An effective leaders' core responsibilities includes the following:

? Assessing an organization or teams overall operability.

? Determine which course of action to take, i.e. which plan to utilize to enter the marketplace.

? Delegate core responsibilities to the most skilled individual whom is able to fulfill corporate obligations of
product completion.

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