Administrative leadership in organizations

Adminstrative Leadership

The notions of leadership and management are mutually intercorrelated, in the sense that a good leader also needs to be a good manager, while a good manager will certainly need to be a good leader. We can judge that a manager is likely to have a tactical and operational perspective, taking care of day-to-day operations in terms of the general management functions (planning, organizing, controlling, directing), while a leader can have more strategic objectives and additional qualities such as charisma and determination.

First of all, we said that a good leader needs to be a good manager. Indeed, in order to be able to properly attain the objectives that have been proposed for the organization, a good leader needs to be able to find the proper employees who can perform these tasks. He also needs to provide a common strategic vision on which their work will be based and needs to find the right motivational solutions by which to ask the most out of them.

At the same time, he will need to monitor the company's operations and decide whether the employees are performing as perfected and he will need to take the appropriate measures if this doesn't occur. Further more, a proper organizational leader will plan and organize depending on the strategic objectives that he has fixed. As such, he will be performing managerial functions in his work.

On the other hand, a manager cannot simply just apply the management functions, he will need to be able to interact with his employees and the people working for him. This means that he will need to show leadership skills and take the team towards a common vision.

As such, despite the fact that a leader is charismatic, visionary and good and interacting with people, a manager will need to have similar qualities, besides being a good organizer and planner, in order to succeed.

2. The statement greatly reflects the internal and external environmental factors that determine the actual outcome of a situation within the organization. First of all, in terms of the internal factors, the most important ones seem to be the leader and the followers, in other words, the manager/leader of the company and the employees working for him. The reason for this is that the leader is the one providing the vision and the strategic objectives for the company. In fact, he determines where the company needs to end up and how to get there, the actual means by which this can be done.

On the other hand, the instruments by which this can be achieved are essential and the most important instruments remain the employees, who will carry out the leader's directions. This is why companies tend to invest large amount of money in training programs for the employees, as well as in motivational schemes that can increase their efficiency in the workplace.

Finally, the outcomes in the organization greatly depend on the external environmental factors, in other words on the situation that occurs at a certain point or other. Despite excellent planning and organizing, things can go wrong and the outcome can be changed if the external environment is such that it brings about things that the leader or employee cannot control.

3. The planning, clarifying and monitoring phases describe virtually the entire circuit from conceiving the mission, as the organizational leader, to compiling the appropriate steps that this needs to take in order to become a reality, to presenting it and training the employees in order to be able to abide by the instructions and, in the end, to ensuring that the instructions have been properly understood and that the proper results are ensured with the monitoring phase.

As such, the planning phase involves the manager's mission to clarify the strategic and tactical objectives of the organization, to identify the instruments and means by which these can be reached (in other words, the strategic, tactical and operational plans of action) and to clearly determine any potential issues that may appear during their implementation.