Leadership and Management
The differences between Management and Leaders are often difficult to discern. People often possess both leadership and management traits, as many people in everyday circumstances use management skills, leadership skills, and a combination of both. However, there are subtle differences through which we can differentiate between management and leadership. At the same time, however, not all good managers are necessarily good leaders and not all good leaders are good managers. The qualities, skill sets and personalities that make a good leaders are often little different for a manager. For example, leader should be able to lead people, while managers must be detail oriented so that they can make good business decisions. Similarly, leaders focus on big picture and look for people, while management looks for detail and the profitability of the company (Desatnick, 1988).
In American company, one of the reasons that the organizations hire people with management skills rather than the leadership skills is that management role in the organization can easily be viewed through an analysis of the income statement, and profit/loss sheets (Berry, Zeithaml, and Parasuraman, 1985). The reward of advancement in American business makes it difficult for great leaders to rise to a position of leadership. A leader will rarely be good enough at the managerial skills required for advancement within the system. However, history has proven that in times of crisis, it is the leadership skill that takes the command of the situation. Management comes much later.
Some of the traits that leaders possess can be summed as follows: leaders are bold, imaginative, spirited, confident, passionate, unconventional, aggressive, inspiring. Our history can show the examples of great leaders and their tremendous feats. On the other hand, management is detail oriented that often looks for stability, quick results and conventions in the organization. Or, while leadership lead the people in the organization, the management manages financial ratios, inventory, process flow, cash, and information systems in the organization (Davidow and Uttal, 1989).
If one believes that leadership can be taught, then it can also be managed. The most progressive and successful...
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Sixth, his service commitment is exceptional, as he has been known to work with many customers to solve problems and help them get to their goals as hospitals and healthcare providers. Seventh, he is exceptionally resourceful and willing to move beyond traditional boundaries to accomplish greater tasks than would have been possible otherwise. Eighth, his focus on rewards and recognition is well-known throughout the entire healthcare industry, as is
Therefore, I am finding that there is a benefit in creating an Assistant Manager position, through which these scheduling duties may be performed. This allows me the freedom to focus on the important matters of budgeting and financial planning. Indeed, during my years as the owner/operator at Southwest, I have become increasingly adept at the maintenance and interpretation of financial records, budgetary concerns, inventory flow and adherence to appropriate accounting
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leadership capability relation accepted model leadership management. Part 1. 'Situational leadership redundant a task .' As a future leader teams, present arguments statement. Situational leadership The internal environment within economic agents is suffering dramatic changes within the modern day society and this is the result of numerous pressures from the internal and external environments, such as technology, competition or increasing demands from the various categories of stakeholders. In such a setting,
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