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Leadership and Management Discussion (2)
Leadership and Management Discussion
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Leadership and Management Discussion
The book On Grand Strategy is an excellent guide to the leadership art. Gaddis (2019) incorporates his knowledge of history to satisfyingly address the rigorous study of leadership. He draws on history and the associated classical lessons to offer insights into preparing future leaders for leadership responsibilities.
Based on his suggestions, leadership is the systematic and purposeful process of influencing, directing, guiding, and inspiring people’s behavior towards attaining desired goals in diverse uncertain situations. It entails using insufficient means and realistically limited information to select goals prudently, balance ambitions and aspirations against practical uncertainties and constraints, and leverage common sense to navigate cluttered, ambiguous, and changing environments to augment the probabilities of successful goal accomplishment. Gaddis (2019) further alludes that leadership involves demonstrating the capacity to align actions and goals across time, coordinate actions in dissimilar settings, and adapt plans to changing circumstances. This allows leaders to articulate goals, plans, and purposes effectively, seize new opportunities objectively and flexibly and realize their goals and plans amidst unpredictable events without forcing these opportunities and events to fit into preconceived schemes.
Conversely, management is the administrative and coordinative process for reaching desired goals by working with and via people and other organizational resources. Management entails demonstrating accountability, stewardship, and responsibility for organizational resources in the attainment of established goals. Management also involves applying principles associated with the functions of organizing, planning, controlling, directing, and coordinating to harness human, technological, informational, and other resources in organizational goal attainment, hence optimizing efficiency (Pal & Bansal, 2011). Based on these descriptions, leadership is inspiring people towards work while management is getting work done by and through people. Leadership focuses on the effectiveness of resources to attain quality while management focuses on resource utilization efficiency to optimize time.
The contrast between leadership and management has been debated extensively. Some people in the leadership verse management debate view one construct as a subset of the other. Those who support this notion sustain that doing wrong things right does not imply good leadership or good management, and likewise, doing right things wrong does not infer bad leadership or bad management. However, some believe that leadership is a subset of management because good managers must primarily have leadership skills such as directing and influencing people to propel them towards getting the work done. Others argue that management is a subset of leadership because an individual truly leads effectively and inspire others when management is combined with leadership elements of offering purpose, motivation, and positive character traits (McCarthy, 2016). The leadership description derived from the suggestions by Gaddis (2019) shows that he would view management as a subset of leadership. Irrespective of this debate, both management and leadership are different but critical to organizational success.
In practice, managers perform leadership roles and leaders perform management roles. Also, managers do not necessarily make excellent leaders, and similarly, leaders might fail to excel at management, implying that there are leaders who cannot manage and managers who cannot lead. Essentially, this means that great managers can be poor leaders, and great leaders can be poor managers depending on their skills deficiencies.
References
Gaddis, J. L. (2019). On grand strategy. New York, NY. Penguin Books.
McCarthy, B. (2016). Do we need leaders or managers?. Company Command: Building Combat-Ready Teams. United States Army.
Pal, K., & Bansal, H. (2011). Management concepts and organizational behaviour. Guru Jambheshwar University.
leader_and_manager
Leader and Manager
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Management and leadership are often confused to mean the same thing, but they are not the same. Leadership often involves setting new directions or a vision for people to follow. On the other hand, management is more about controlling or directing people and resources in line with already established values or principles (Copeland, 1997).
Managers are known to be formal and rational while leaders take on a passionate and emotional approach. An effective manager follows the organization’s vision. On the other hand, effective leaders are known to have the ability to forge the vision for the organization. Leaders are vision-oriented as they think about the future but managers are process oriented as they think about how the organization will run effectively. An effective leader knows how to protect their staff and motivate them to achieve organization goals, but managers are known to protect themselves (Nibley, Foundation for Ancient Research and Mormon Studies., & Brigham Young University, 1988).
In approaching decisions, an effective leader will do so actively; a leader is a decision maker who should not be hesitant to make a decision in any respect. However, effective managers give a cautious approach to decisions. They are dependent on their supervisors and other parties in making decisions. Effective managers listen selectively; their decision making involves selected staff or employees. In contrast, an effective leader will listen to all staff members and take their opinions very seriously. Another important trait of effective leaders is that they deal with conflicts, unlike managers who always avoid involvement in a conflict.
Both effective leaders and managers must be able to influence others, work with other people, and be effective in managing goals. Moreover, the two groups of individuals should possess traits of honesty, forward-thinking, and competency. An effective leader should demonstrate good management skills so that they are able to operationalize their visions. Leadership skills help managers in motivating their teams (Copeland, 1997).
It is possible that one is an effective manager without necessarily being a good leader. For example, a manager who is able to achieve all their set goals without involving their employees excels in management but is poor in leadership in that they do not recognize the input of their employees or staff. On the other hand, one can be a good leader but poor in management. For example, a leader can have a very good vision good vision for their organization, but this does not necessarily imply that they possess the necessary management skills to bring the vision into an operational state.
In terms of differences in management styles between male and female managers, various styles differentiate them. Women tend to use emphatically, relational and socially intuitive management styles. On the other hand, men managers tend to adopt an assertive, and aggressive. The fact that male and female managers adopt different management styles means that organization objectives are met in different ways. Female managers are more close to the employees and are able to identify more with them than the male counterparts (Burke, & Collins, 2001).
Both male and female managers are known to adopt participative styles of management, the use of personal authority to in management, and setting objectives formally. Participative management means that employees will be involved in decision making, but the level of involvement is higher in females than males, which makes the females managers more likeable. The other impact of the similarities in management styles is that when an order is given, it cannot be questioned. In addition, these management styles make it easy to motivate employees and make them work hard to achieve the objectives of the organization.
References
Burke, S., & Collins, K. M. (2001). Gender differences in various leadership styles and management skills. Women in Management Review, 16(5), 244-257.
Copeland, K. I. (January 01, 1997). Leadership versus management. Canadian Emergency News.
Nibley, H., Foundation for Ancient Research and Mormon Studies., & Brigham Young University. (1988). Leadership versus management. Provo, Utab: Foundation for Ancient Research and Mormon Studies (F.A.R.M.S.) in association with Brigham Young University.
Law enforcement refers
Law enforcement refers to all the activities that representatives of the government engage in while enforcing the law, which often entails apprehending, deterring, punishing, and rehabilitating people that break the law. In essence, police officers are the first to respond to a crime as they make the initial contact. In most cases, people call to report crimes, or in some instances, the police witness the crime themselves. Upon making contact, police officers must identify the perpetrators of the crime and determine its cause. The responsibility of the office in enforcing the law is collecting evidence and preserving the crime scene. Additionally, they are required to conduct interviews and round up the witnesses. Suspects of the crime are then arrested and taken into custody for questioning. They are informed about their constitutional rights and questioned, and at this point, they are booked for further processing. The booking process entails a series of activities, including taking mug shots, correction of fingerprints, and DNA collection from the suspect. In a nutshell, law enforcement begins with initial contact, investigation, arresting, and finally booking.
For the case to proceed for hearing in the courts, the prosecutor needs to agree that there is enough evidence to charge the suspect with the crime. If the prosecutor decides to charge the suspect, then a preliminary hearing is held to determine if there is a reason to think that a law was broken. The defendant is brought before the courts and formal charges are read to them in the presence of their counsel; and at this point, they are required to enter a plea of guilty or not guilty, and a date for the trial is set. At this point, bail may be denied or considered and at this point, plea bargaining begins where prosecutors seek a guilty plea in exchange for a shorter sentence. If the case proceeds to trial, defense, and prosecution both present their cases before a jury decides the prosecution before a jury.
With regard to collection, an offender may be required to pay a fine in the form of money as part of their punishment. Additionally, one may be required to serve a sentence in prison. Offenders are required to agree to the set of conditions under which they will report to a probation officer to remain free. Some offenders may be required to wear an electronic device that tracks their movement. An offender sentenced to over one year must serve their term in jail, and there are reintegration programs that help introduce offenders back into society gradually. In this case, some of their freedoms are restricted, and they are required to carry out drug tests and job counseling.