Is leadership and management the same of different Analyse different Essay

Is leadership and management the same of different Analyse different perspectives and present your argument - Essay Example The question is worth-discussing, so this work will try to define who leaders and managers are and what are their tasks through the history of leadership and management beginning from 80th till the formation of modern approach. Leaders and managers: who are they? One of the simplest approaches to differentiation of management and leadership was presented by Prof. John Kotter in his book â€Å"A Force for Change†. â€Å"The purpose of leadership is seen in bringing about movement and useful change and the purpose of management is to guarantee stability, consistency, order and efficiency† (Kotterman, 2006). Both, leadership and management are important for success of any organization. From definition suggested by Kotter it is clearly seen that it is not only possible to interchange these concepts, but it should be mentioned that these concepts define quite different things: management is for stability, leadership is for change. Moreover, it is quite relevant to note that managers and leaders can be people from the same class. A very interesting explanation of management and leadership is given in the book â€Å"Leaders: The Strategies for Taking Charge† (1985): â€Å"Managers are people who do things right and leaders are people who do the right thing† (Fairholm 1998, p. 17). ... This interest was caused by the growing development of Japanese business world. Japanese organizations had their secret: they substituted mechanical function of managers by a facilitative and developmental function (Fairholm, 1998). In America this tendency was ‘wrongly copied’ and managers were mixed up with leaders by a mistake. This process is perfectly described in the following citation: â€Å"To punish managers for letting us down, we blessed leaders with the good-guy styles and damned management with the bad-guy ones. The next step was to portray leaders as transformational and managers as transactional† (Kotterman, 2006). It is clearly seen, that in 80s it was rather hard to differ between managers and leaders. Moreover, a function of managers was even neglected and very often at that time managers were described as ‘control freaks’ (Kotterman, 2006). Kotter’s claim was one of the most understandable at that complicated period: he claim ed that managers have to deal with difficulties and leaders are focused on change and innovation. Generally, in 80s the main interest of scientists and researchers was focused on leaders, while the function of managers was not interesting for them anymore. Managers’ function to motivate employees for successful performance was taken away from them by leaders. In the book â€Å"Leadership and Performance Beyond Expectations† (1985) Bernard Bass claims that leaders have to be responsible for human resources motivation. The main drawback of researches and studies of that time was a lack of attention to the performance of leader’s functions. In other words, these studies were not practically implemented (Fairholm, 1998; (Martin, 1999). It