The Concept of Organizational Structure
Leadership and management are terms used interchangeably in business and other corporate sectors. A leader concentrates on motivation of a group to accomplish common task. Leadership dwells more on social influence while management focuses on the use of people irrespective of self motivation and drive.
Vision and power forms the main difference that defines the two concepts. Leaders have visions and generate power from their subjects while managers may not have visios, instead, concentrates on power generated from positions (Saxena & Awasthi, 2010, p.13).
There is need for a good leader to strive and accommodate change by appreciating dynamic fluctuations in addition to motivation. He or she inspires and influences followers into the right destination while managers center their interest on maintaining status quo within a paradigm system (Saxena & Awasthi, 2010, p.13).
The two concepts of leadership and management are meant to complement each other for desirable results within an organization. It is therefore, possible to incorporate the two for achievement of goals and accomplishing tasks.
One major cause for dispute is the diversity of concepts to embrace change, which may be reluctantly accepted by a manager at the expense of workers. Attaining great standards in leadership undermines growth of managers due to the diverse nature of interests (Harry Levinson, 1989, p. 65).
An example of interaction between these concepts is demonstrated by Mike Merwin who is a supervisor at FLEXcom Company. He talks of distributing time in achieving both management and leadership practices. Management takes 30% while the rest goes to leadership (Thornton, 2003, p.3).
Stephen Robbins together with Tim Judge suggests that efficient leaders should take into account three basic roles for efficient delivery. One of the roles is conveyance of information (Robbins and Judge 2011). This involves reception, processing and dissemination of information across all sectors of a firm.
Internal and external systems are linked together via communication channels through an efficient network system for completion of goals and tasks (Robbins and Judge 2011). Interpersonal role qualifies the process to be efficient. The other role involves decision making. At this point, the entrepreneur makes a decision to take risk, handle disputes and act as a link between the business and external factors.
A manager acts as centre of power representing interests of an organization. He or she is the flag bearer, leader and a pillar of motivation to the rest of the workforce. Self image and personal conduct of a manager is paramount in the perfection of the roles played when carrying out duties (Robbins & Judge, 2011). The roles that are played by good management are vital for proper functioning of an organization.
An example of a personality with good leadership is the former South African icon, Nelson Mandela who set an outstanding example in the fight against apartheid rule while in prison. He went ahead to defend integrity and endorsed peaceful coexistence instead of revenge against the former oppressors. This is a classic demonstration of good application of management roles to achieve a common targeted goal.
The problem faced by middle level managers in terms of misplaced guidelines on job orientation according to Antonioni is, lack of management basics. This can be avoided by rationalizing the process of management that has fundamentals of good leadership incorporated.
Valuation and change of roles to accommodate diversified opinions that are typical of leadership is important for well grooming of good managers other that those who find themselves ending up as managers by chance (Antonioni, 2000. P. 28).
Tackling uncertainty by risk assessment is an important aspect of dealing with the stalemate scenario in a business process (Antonioni, 2000, p. 29). This is otherwise called “fear of unknown” which affects management and business administrative strategies because of eradication of risk-taking aspects of a business venture, a process that derails the entire entrepreneurial move (Antonioni, 2000, p. 29).
References
Antonioni, D. (2000, September/October). Leading, managing, and coaching. Industrial Management, 42(5), 27: Southern Management Association.
Levinson, H. (1989). Designing and Managing Your Career, Boston, Harvard Business School Publishing Division.
Robbins, S. P. & Judge,T.A. (2011). Essentials of Organizational Behavior with Self Assessment Library 3.4 Canada: Pearson College Division Publishers.
Saxena Sanjay& Awasthi Purnima, (2010). Leadership, M-97, Connaught Circus, New Delhi: PHI Learning Private Ltd.
Thornton P. B. (2003). Triangles of Management and Leadership, United States of America, Coral Springs, FL. 33077-2246: Llumina Press.