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MGT 330 Week 5 Individual Assignment Management and Leadership Paper

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Leadership 1
Management and Leadership
There are many drivers that contribute to the success, or failure, of today’s or
organizations. Countless internal and external factors including market health, culture,
globalization, outsourcing, and technology bend and shape the organizational structure of
businesses. One of the most profound factors that affect an organization is the competency of its
leaders and management teams. In turn, an effective manager or leader must have a strong
comprehension of the factors that affect his or her organization. A business benefits greatly when
a skillful and inspirational leader is at the helm of an organization. Similarly, any business team
within an organization gains the same advantages from a transformational leader, or perhaps a
strong minded, transactional manager.
Management versus Leadership
When considering the terms “management” and “leadership”, one may assume the terms
to be similar, or even interchangeable. The truth is that these terms have differences that, in
practice, impact an organization in different ways. In fact, “Effective managers are not
necessarily true leaders. Many administrators, supervisors, and even top executives perform their
responsibilities successfully without being great leaders. But these positions afford an
opportunity for leadership. The ability to lead effectively, then, will set the excellent managers
apart from the average ones (Thomas S. Bateman, 2009).”
The difference between management and leadership depends, surprisingly, less on
hierarchal placement and more on managerial style. It would seem apparent, though, that many
individuals with strong leadership skills often find one selves in positions of power. Leaders are

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Leadership 2
by definition charismatic, inspirational people whose energy is of passion and not necessarily
control. Such individuals lead using a transformational strategy in which followers are promised
not only extrinsic rewards, but also the reward of bettering themselves and their organization.
Leaders inspire followers, and in turn both the leader and the followers goals are aligned.
A manager may technically “lead” a branch of an organization but often by transactional
means. Such managers are put in place to produce results or reach an objective that is often
subject to strict budgetary restraints and timelines. “Transactional leaders view management as a
series of transactions in which they use their legitimate, reward, and coercive powers to give
commands and exchange rewards for services rendered. Unlike transformational leadership,
transactional leadership is dispassionate; it does not excite, transform, empower, or inspire
people to focus on the interests of the group or organization (Thomas S. Bateman, 2009).” This
does not mean, however, that transactional forms of management are non-effective in producing
results.
The differences between leaders and managers can easily be observed within Sikorsky
Aircraft, a leading rotary aircraft manufacturer. There are several managers throughout
Sikorsky’s organizational structure, yet a comparatively small number of managers can be
described as true leaders.
Roles and Responsibilities in Regards to a Healthy Organizational Culture
Both organizational leaders and managers contribute to maintaining a healthy
organizational culture. The roles and responsibilities of the two titles, although both vitally
important, often differ. Lower level or frontline managers provide supervisory leadership which
deals with employee guidance and day to day organizational complexities. A manager holds
legitimate power, and his or her employees are obligated to do as they are instructed. Managers
use their authority to reach goals that are in line with the good of the organization, but they do so
through control and not inspiration. “Getting the job done” is the main concern of a manager.

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Anonymous
Had to paraphrase some of the content but overall, really useful material.

Anonymous
Thanks, good work

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