Similarities and Differences between Leaders and Managers
Though there are many differences between leaders and managers, people, who perform these functions, still face the same complex and challenging business environment and have to identify their best skills to succeed in the chosen field of work (Spellman 5). On the one hand, it is wrong to consider leaders and managers in the same things. On the other hand, it is wrong to forget the fact that these two professions are linked and complete each other. Leaders try to build, inspire, and motivate a team (Watkins 67), and managers have to plan, coordinate, and organize the work of people under different conditions.
The sphere of management is characterized by such aspects of work as goals, tasks, and qualities that should be used to succeed. The field of leadership takes responsibility for such issues as inspiration, financial support, and vision of what should be changed or improved. Many leaders forget that their main function is to lead people by motivating and inspiring them but not just to motivate. Some managers confuse the idea of managing with the importance of leading. It is important to understand that the duties of leaders and managers are the opposite. Managers have to take responsibility for a working machine to run smoothly, and leaders may promote some changes or new conditions that can be used when the time to junk a machine comes (Ryan par. 9).
As soon as people comprehend the existing differences between management and leadership, it is important to realize that there are certain similarities that cannot be neglected. For example, leaders and managers organize their work in a way they can meet the goals set. So, the first similar focus is the importance of identifying and achieve goals with the help of resources that are available. In addition, in both positions, power plays a certain role.
Leaders have powers over all employees and followers, who understand how influential the position of their leader is. Managers use powers their leaders provide them with to organize people and work according to certain policies. Finally, Sadri underlines the importance for managers and leaders to develop emotional intelligence competencies that include the abilities to use, understand, generate, and control emotions that promote personal and organizational growth (535).
All these similarities and differences help people choose the styles and approaches that are more appropriate for their work and for the conditions under which the required portion of work should be complete.
How to Make the Best Choices: Effective Approach to Management
Today, people are free to choose any style of management and leadership they want. Mullins admits that it is possible to divide all managerial leadership towards subordinates into three styles that are authoritarian, democratic, and laissez-faire (381). Each style has its peculiarities, strengths, and weaknesses. At the same time, this author introduces a number of additional styles of leadership that can be used to guide subordinates. The idea to use transformational leadership seems to be one of the most powerful because it focuses on the possibility to generate visions of organizations and consider the values of followers at the same time.
Steve Jobs was one of the most famous transformational leaders, who introduced Apple Inc. to people and proved that his lessons and examples could help many managers and leaders. He created a number of powerful projects and considered such factors as inspirational motivation, passion for what should be done and what was expected, the innovation that motivated people, and effective communication that helped to discuss all problems, identify the best solutions, and choose the most appropriate methods. Khosrow-Pour says that such transformational leaders focus on the individualism of their employees and use their ideas as the best methods to stay competitive and unique (154).
Another good example of transformational leadership is introduced by the founder of Amazon.com. Jeff Bezos created a company in which much attention was paid to his employees and their ideas. The results of his work were the possibilities to create a business that met the expectations of customers, set clear and operational goals and achieve them collectively, and identify the values of employees to facilitate a working process.
Conclusion
In general, transformational leaders know how to inspire their followers and influence their personal visions. Besides, such leaders understand that it is possible and even necessary to explain to people how to use their skills, knowledge, and personal experience to succeed in a new portion of work.
Works Cited
Khosrow-Pour, Mehdi. E-Commerce for Organizational Development and Competitive Advantage. Hershey: Business Science Reference, 2013. Print.
Mullins, Laurie, J. Management and Organizational Behavior. Harlow: Pearson Education, 2010. Print.
Ryan, Liz. “Management vs. Leadership: Five Ways They Are Different.” Forbes. 2016. Web.
Sadri, Golnaz. “Emotional Intelligence and Leadership Development.” Public Personnel Management 41.3 (2012): 535-548. Print.
Spellman, R. Managers and Leaders Who Can: How You Survive and Succeed in the New Economy. West Sussex: John Wiley & Sons, 2011. Print.
Watkins, Michael D. “How Managers Become Leaders.” Harvard Business Review 90.6 (2012): 64-72.