Individual assignment topic how are leadership and management different

In fact, we all demonstrate and need leadership skills to be effective in our daily practice, whether in academia, community or organization.. The results of the study show that the "sui

MGT103

INDIVIDUAL ASSIGNMENT

Name of Student: Bui Nguyen Phu Qui

Roll Number: CS171577 Class: BA1706

TOPIC: HOW ARE LEADERSHIP AND

MANAGEMENT DIFFERENT?

TABLE OF CONTENTS

I Leadership

1 Leadership concept

2 Leadership’s role

3 Characteristics of a leader

4 Qualities of a leader

II Management

1 Management concept

2 Integration of different management levels

3 Manager concept

4 Manager function

5 The role of the project manager

III Similarities between Management and Leadership

IV The Difference between Management and Leadership

V. Relationship between Leadership and Management

VI References

I Leadership

1 Leadership concept

Leadership has several definitions, but most simply it refers to the ability to influence others to achieve goals The processes and attributes needed to effectively influence others are central to understanding leadership and its value in developing public health nutrition as a discipline and in practice our daily At the core of leadership is credibility, often achieved by demonstrating ethical and transparent approaches to practice Leaders consider risks when necessary, speak out against the status quo, take responsibility, and demonstrate initiative when necessary In fact, such behavior requires good strategic thinking, interpersonal communication skills, and emotional intelligence In fact, we all demonstrate and need leadership skills to be effective in our daily practice, whether in academia, community or organization We all work to influence others to achieve their goals, no matter what level we operate in society Leadership is not limited to the top of the decision tree but is often required at lower levels to sway branches (Edmonstone J and Western J., 2002)

2 Leadership’s role

Leadership quality plays an important role in formulating and consolidating strategy It acts as a link linking the heart of the organization to its body The commitment held by the leader to accountability encourages institutions to become successful, and this success comes from making effective decisions for strategy formulation and

implementation If strategies are not

enacted perfectly, great strategies will be

meaningless Strategies built below 50%

show the light of adoption because there

is a shortage of leadership skills Leaders

give direction to the process and ways to

get there In general, a leader is

responsible for providing a vision, and for

devising strategies that reflect, plan, and

monitor operational undertakings Leaders

disseminate activities that boost energy

and lift workers' morale and morale

Leadership is responsible to direct subordinates to perform organizational tasks

effectively (Mason, 2011) We can say that strategic leadership is a process that

transforms an organization into a successful organization through proper strategies It is the responsibility of leadership to motivate and inspire the people in the organization to work jointly so that organization's vision can be translated into reality Mostly in

organizations, efficient leaders perform the common tasks in the strategy-making and executing process

Leadership should use a realistic approach to identify strategic gaps in order to

formulate the right strategies (Fairholm., 2009) According to Sophocles “what you cannot enforce, do not command” For effective implementation leaders has to

introduce the need of change Once the culture has developed the whole procedure of strategy formulation and implementation would be easy (Fourier & Jacob., 2010)

3 Characteristics of a leader

In this study, the interaction of leader and member characteristics is explored for its impact on leader-member relationships Some support has been found for the

importance of the interaction of leader and member characteristics: leaders with a high need for power devote more negotiating power to members with a high need for power high power needs, while leaders with low power motivation give more negotiating scope to members with lower power needs In contrast, there was no support for the assumed interactive effects of leader and smart member, achievement need, least

preferred co-worker, or position of control on the negotiating latitude of the leader members The results of the study show that the "suitability" of leadership members can

be determined mainly on the basis of the agreement between leaders and members in how they use power and influence (William E.Mcclane., 1991)

4 Qualities of a leader

There are diverse qualities that make up a good leader and it varies from one

organization/environment to another The style of leadership may also differ A leader may adopt a transformational or transactional leadership style as the case may be (Hossain., 2015) In the same vein, Hossain (2015) identified twenty-four important qualities of a good leader in the 21st century Lencioni (2008) also revealed some common qualities of successful leaders Similarly, Sprous (2011) identified five

principal qualities of this

century’s leader Clark (2010)

also identified five important

qualities of a 21 -century leader st

Similarly, Shah and Pathak (2015)

identify confidence, honesty and

bravery as the most important

qualities of a leader Archer,

Verster and Zulch (2010)

identified the top qualities of a

good project manager

Toor and Ofori (2008) identified the key qualities a leader should possess The qualities identified in previous studies are summarized below:

- Hopeful, confident, optimistic, transparent, resilient, ethical, and future-oriented (Toor and Ofori., 2008)

- Honesty, ability to delegate, communication, sense of humor, confidence, and commitment (Lencioni., 2008)

- Genuine, self-awareness, leverage, transition, and supportive (Clark., 2010)

- Communication, people skills and decision-making skills, self-discipline,

influence, integrity and reputation, and attitude (Archer et al., 2010)

- Humility, empowerment, collaboration, communication, and fearlessness

(Sprous., 2011)

- Honesty, vision, inspiration, communication, delegation, decision, courage, fairness, kindness, magnanimity, forward-looking, knowledge, competency, confidence, commitment, gentleness, accountability, creativity, sense of humor, intuition, focus, assertiveness, optimism, and balance (Hossain., 2015)

- Confidence and honesty (Shah and Pathak., 2015)

II Management

1 Management concept

Management is everywhere, ranging from people’s self-management to social network management, and from household management to planetary management in the context

of global warming This raises the question of what is actually meant by the concept of business management

Often, management is

self-evidently understood

as managerial power and a

mechanism to control,

inspired by the scientific

management theory that is

still taught in business

schools today In order to

develop a better

understanding of the contemporary meaning of the concept, one would expect to find deeper insights into the sub-discipline of the philosophy of management (Blok, V., 2019)

2 Integration of different management levels

To determine the management levels upon which sustainability concerns have been integrated, an evaluation matrix was developed based on the work of Baumgartner (2014); Appendix F) A few examples of evaluation are shown in Table 3 Starting from

the bottom of the

framework, in all companies, some activities

to support sustainability

on the operational management level (overview of cases in Table 4) could be identified In the two companies, no social projects could be identified in the interviews, on the homepages, or in the

annual/sustainability reports These companies (3_manuf and 9_manuf) seemed to be only performing environmental management and did not appear to take any interest in social sustainability projects On the strategic management level, eight companies either include sustainability in their long term goals or had a product/service–market ‐

combination with sustainable offers Two of these companies have strategically

positioned sustainability related topics in the past but are enexperiencedine in ‐

sustainability integration (thus, marked in yellow–“declined”) In one company,

sustainability was only formally supported before the crisis started (1_manuf) In the other company(6_manuf_serv), top management changed years ago when the original owner retired, and the new staff has not displayed an equal interest in ability Five companies managed to integrate sustainability on the normative level Two of these stated that they struggled with the cultural aspects, as the levels of employee awareness

and engagement were not considered satisfactory (has declined in 6_manuf_serv and has not increased on all company sites in 7_manuf_serv) One company(8_manuf_serv) reported low awareness in some employees, for example, these employees did not take care of disposable safety equipment Overall, companies that were considered to have

an open minded organizational culture regarding sustainable development implemented ‐ sustainability either from the bottom up, as was the casewhen the environmental officer wanted to conduct sustainability

3 Manager concept

A manager is a professional who takes a

leadership role in an organization and

leads a team of employees (Effectively

Editorial Team., 2021) Managers are

often responsible for managing a specific

department of their company There are

many types of managers, but they usually

have tasks such as performance

evaluation and decision-making

Managers are often the channel of

communication between company

employees and senior managers

4 Manager function

Management competencies can be classified according to four main functions

(including planning, organizing, leading, and controlling) as previously identified (Moghaddam et al., 2019) The practice of planning includes planning This is the first and perhaps most important step in the management process and the findings suggest that the practice is nearly universal (95%)

Only three (5 percent) participants did not

use the approach in their ward In one

study, the managerial level of managers

was low These results follow the same

conclusion This shows that managers'

management skills are an important factor

in improving job proficiency

The lack of these skills caused disorder in the organization This study also highlights the importance of developing managers' skills (H Mousavi Isfahani et al., 2015) Supervision or direction is important to improve employee motivation when performing work so that their performance then becomes better Monitoring activities can enhance employee motivation, enthusiasm, and confidence, cause employees to be more

motivated, and improve performance

Monitoring is important for improving nurses' motivation, morale, and performance in terms of performing activities including handover (Rina Karmila et al., 2018) Based on Carpenter's management principles, roles relate to tasks and skills They can be grouped into three categories - planning, organizing and leading (Miri et al., 2014)

5 The role of the project manager

Previous studies generally agree that the project manager plays an important role in achieving project goals and expectations (Kerzner, 2013) Thus, the “project manager” has been recognized by previous scholars as one of the key factors for success in project management (Loufrani-Fedida and Missonier, 2015) A professional and effective project manager not only brings many prospects toward project success, but also

promotes effective project management (Meredith and Mantel, 2011) As a result, project-based organizations are always focused on identifying, training, and retaining project managers who can practically manage projects toward success in alignment with their vision, mission, and vision Company strategy

As a result, project-based organizations view the project manager as one of the

company's key assets However, it is important to note that the project manager's role can vary depending on the nature of the project, such as the type of project, and the project's stakeholders (public or private) , project-oriented (temporary or

market-oriented), and several projects managed by the project manager at a time (Project

Management Institute, International Journal of Academic Research) Therefore, project management is also defined as the approach used by project managers to the applicant

of knowledge, skills, tools, and techniques technique for managing project activities with the ultimate aim of meeting project objectives and stakeholder expectations

(Project Management Institute, 2013)

III Similarities Between Management and Leadership

Although the debate about the relationship between

management/manager and leadership/leader has been present in management science for decades, there is still no final general

agreement about the

character of the mentioned

relationship For many years

the prevailing approach,

according to which there is no

relevant equality between

management/manager and

leadership/leader, has been

replaced with a different one

that highlights the high level of overlapping and similarity between the mentioned categories Management, Leadership are all activities

of directing, orienting, and controlling the performance of a job

according to a certain purpose Manage; the leader is all targeted influence; organization of the subject (manager; leader) to the object (managed, leadered) to achieve the set goals

IV The difference between management and

leadership

Leadership:

Leadership is an important driving element in setting and achieving the vision of an organization It is defined in simplest terms as

“influence” by John Maxwell (Maxwell., 1998) Its definition in a more detailed explanation is “a behavior; a style; a skill; a process; a

responsibility; an experience; a function of management; a position of authority; an influencing relationship; a characteristic; and an ability”

(Northouse., 2007) In expanding this definition, leadership is the ability of an individual to influence others in achieving desired results

Peter Drucker explained a leader is a person with followers (Drucker, 1999) A Leader outlines the direction to be followed for his followers, helps them in seeing the future, and motivates and inspires in

achieving their goals The influence of leadership is very vital to the extent that without leadership, a group of individuals often results into conflicts and arguments because they all have a different

perspective in providing solutions in organizations (Wajdi., 2017) Although leadership has been defined from different perspectives, common definitions focus on two aspects which are; influencing

people to achieve desired results and develop a vision Leaders focus

on motivating and inspiring their followers (Kotter., 1990)

In addition, research findings have shown that qualities such as "trust, service mentality, good training skills, reliability, competence,

accountability, good listening skills, visionary, realistic, good sense of priorities, honesty, willingness to share, strong self-esteem , technical

or contextual and recognition" defines a leader efficiency (Bennis and Nanus, 1997) In other words, effective leadership depends on these qualities and attitudes Warren Bennis (2009) mentioned that “all leaders have four essential competencies: they are able to engage others by creating shared meaning; they have a vision, and they can persuade others to make that vision their own” He also added that

“all authentic leaders have a distinctive voice-a purpose,

self-confidence, and all true leaders have integrity-a strong moral

compass” Furthermore, “leadership is always about character They have competenceor adaptive capacity” This, in Warren Bennis view,

“is what allows leaders to respond quickly and intelligently to

relentless change” in organizations ( cited from Dike., 2015)

Management: