Management Management vs.

Leadership Leadership
Managers focus on formal Leadership and management Leadership is a complex,
directing and controlling of their overlap, but they are not the same multidimensional phenomena
assistants, resources, structures, and (Kotterman, 2006). Both leadership (DePree, 1989). It has been defined
systems (Kotter, 2001). Managers and management involve influence, as: a behavior; a style; a skill; a
aim to reach short term goals, avoid working with people, and working to process; a responsibility; an
any risks, and establish achieve common goals experience; a function of
standardization to improve management; a position of authority;
efficiency (Kotterman, 2006). The an influencing relationship; a
employees follow a manager’s characteristic; and an ability
direction in exchange for being paid (Northouse, 2007). John Maxwell
a salary, known as a transactional defined leadership by influence
style (Kotter, 2001).Research shows (Maxwell, 1998). Kotter (1990)
thatbeing an effective manager stated that “Leadership is the
depends upon three special skill sets: capacity for collective action to
technical, human and conceptual. vitalize”. Robert Greenleaf defined
The technical skill refers to the effective leadership as people who
proficiency in a specific type of serve others, while they follow them
work. This may include (Bennis and Nanus, 1997).
competencies within a specialized Moreover, Peter Drucker defined a
field, or the ability to use appropriate leader is someone who has followers
tools and techniques. Human skill (Drucker, 1999). However, some
refers tothe ability to work with theorists believe that leadership is a
people, which allow a manager to form of the social influence
assist group members to complete a processes (House and Aditya, 1997).
task. Conceptual skill refers tothe Although there are a variety of
ability to work with ideas (Katz, leadership definitions, the majority
1955). In addition, an effective of definitions focused on two
manager needs to have specific components which are: the process
qualities like: good communication; of influencing a group of individuals
organizational; negotiation; and to obtain a common goal; and to
delegation skills (Kappa, 1991). develop a vision. Leaders focus on
motivation, and inspiration (Kotter,
1990). Leaders aim to create passion
to follow their vision, to reach long
term goals, take risks to accomplish
common goals, and challenge the
current status quo (Bennis and
Nanus, 1997). The leader keeps an
open eye on his followers’ benefits,
so people follow the leader
voluntarily, and the leader directs the
follower by using a transformational
style (Bass, 1990). Leaders should
have some critical qualities such as
integrity; vision; toughness;
decisive; trust; commitment;
selflessness, creativity; risk taking;
toughness; communication ability,
and visibility (Capowski, 1994).
Moreover, leaders should have
charisma; a sense of mission; ability
to influence people in a positive
environment; and ability to solve
problems (House, 1977).