Management and Leadership

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Please see response attached, which is also presented below. I hope this helps and best of luck!

RESPONSE:

1. I would like information and reference, which I can differentiate between management and leadership.

According to Haneberg (2006), management refers to the responsibilities we have that are about taking care of business processes, planning, assignments, quality, productivity, and the alignment of the organization. Management is the practice of tending to regular and emerging business needs. Management is the craft of tending to the details of the business in an engaged, proactive and results oriented manner. Leadership, on the other hand, refers to the responsibilities we have that are about influencing, inspiring, and enlivening our employees, peers, and customers. We demonstrate leadership when we communicate in a compelling manner, encourage productive dialogue, and when we role model excellence. (1)

Haneberg (2006) doesn't see managers and leaders as different people and argues that we can all demonstrate management and leadership. We are leaders some of the time and we need to be managers some of the time. To do our jobs well and to be successful, Haneberg points out that we must be great managers AND leaders. We might have natural tendencies toward management or leading, but we can learn and develop both capabilities. We all know some people think leadership cannot be taught, but Haneberg reports that she has seen people learn leadership and has helped professionals develop both management and leadership skills.

From the article, Leading vs. Managing, the following differences are pointed out:

First of all, let's take a look at the difference in personality styles between a manager and a leader.

Managers - emphasize rationality and control, are problem-solvers (focusing on goals, resources, organization structures, or people), often ask question, "What problems have to be solved, and what are the best ways to achieve results so that people will continue to contribute to this organization?", are persistent, tough-minded, hard-working, intelligent, analytical, tolerant, and have goodwill toward others.

Leaders - are perceived as brilliant, but sometimes lonely, achieve control of themselves before they try to control others, can visualize a purpose and generate value in work, and are imaginative, passionate, non-conforming risk-takers.

Managers and leaders have very different attitudes toward goals.

Managers - adopt impersonal, almost passive, attitudes toward goals, decide upon goals based on necessity instead of desire and are therefore deeply tied to their organization's culture, and tend to be reactive since they focus on current information.
Leaders - tend to be active since they envision and promote their ideas instead of reacting to current situations, shape ideas instead of responding to them, have a personal orientation toward goals, and provide a vision that alters the way people think about what is desirable, possible, and necessary.

Now let's look at managers' and leaders' conceptions of work.

Managers - view work as an enabling process, establish strategies and makes decisions by combining people and ideas, continually coordinate and balance opposing views, are good at reaching compromises and mediating conflicts between opposing values and perspectives, act ...