Difference Between Leadership and Management PDF

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Got 15/20 for this one but its just here for a structural example...

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Enterprise Leadership In today’s complex contemporary world, all enterprises have leaders and managers. Even though both have similarities and have co-existing traits, it is also necessary to view their vastly diverse responsibilities. Lots of research has been done on what both roles do, but yet to come to a solid conclusion. Leadership is seen as a theoretical concept whereas management is more practical. Many leadership roles are also responsible for providing team members a stage and vision for the future success of the company which means to be socially responsible by take care for its employees, customers and environment. Before understanding how leaders learn to be socially responsible, we should consider the differences and similarities that leadership and management withhold. People used to use leadership and management interchangeably but in today’s world both seem to have their own definitions. Clear definitions haven’t been established but some believe they are not the same anymore. Leadership focuses on gathering and guiding the right employees to work together whereas management targets the utilisation of there mindset to increase improvement and growth in the company. As explained in (Kotterman 2006), managers are the members of the team who drive the ship to where the company is aiming to be, which is an adequate analogy to visualise the duties of the management. But on the other hand, Bonau (2016) determines leaders as the creators of an encouraging and motivated workplace for managers and employees for the betterment of the company. Hence, this reveals that the primary goal of any manager is to be concerned with supervising and controlling the work performed by employees. And for leaders, to mould an environment full of motivation, inspiration, trust and build the mindset to keep the business entity running as horizontally as possible. As we become more aware of the role’s leaders and managers possess, it becomes clear that there are differences between the two but still can’t be concluded without looking at the similarities. Conversely, even though there are many differences between leadership and management, it doesn’t imply that similarities aren’t imbedded within them. Through research we can come across overlaps with the two and see how they can mutually collaborate with each other. Simonet and Tett (2012) do an exquisite job of creating links between them and refers to them as Unidimensional. They cleverly decided to label it as such because they view the operational duties involved to keep the business running, responsibility to inspire staff and authorise a sense of guidance to be the same for leaders and managers. Again, in (Kotterman, J 2006) it is told that sometimes, when the situation demands it, leader will act as managers and vis versa. Leader-manager and routine manager were to two concepts used to clarify the resemblance. A Leader-manager is the person who is subject to caring for the long term goals, the firms vision towards the future and the motivation of other to reach those targets but a routine manager focuses on the day-to-day struggles and problems to be resolved, keeping the companies structure intact and maintaining efficiency. Therefore, seeing the other side of the spectrum allows for a more indepth understanding of the similarities of being a leader and manager.

For any business to be successful, profit should be the biproduct of purpose for the business not vis versa. The treatment of employees reveals a lot about the goal of the company which is commonly overlooked by the public. Edmans (2015) mentions how the importance of well treated employees leads to the overall achievement in business performance. For example, he refers Costco Wholesale as perfect example where staff are paid better than average, provided a wage they can live off of and given good benefits with a productive environment, increases the chances of hiring more qualified, long lasting and efficient workers. If leaders are taught to be concerned about the employees, then that same keep will be repaid by the workers and the enterprise will be more desirable to be a part of. When a firm gives it employees value, customers also become drawn to create connections with the company, whether that is buying products, services or even stocks which evidently escalates the wealth of the company (Edmans 2015). The motivational and inspiring personalities in any leadership role should essential for the success of the company and its people. Learning these qualities are assets to the possessor. Finally, the environment is arguably the most important social responsibility in the contemporary world. Fosse (2019) explained that Tesla has made such tremendous strides in less than a decade is mainly due to its fully electric automobiles which produce 0 emissions into the atmosphere. This was a great selling point for customers. Keeping a company sustainable and economic efficient allows for businesses to last longer and gain more capital in doing so. Leadership teams obtaining knowledge on how to be more environmentally friendly, will be awarded with positive reviews by the public evidently resulting in a more successful company. Hence, for leaders in any company, the satisfaction of its staff, customers and environment is vital for its progression and due to that reason, education on these traits to leaders will be desirable in a socially responsible enterprise. At last, in modern society, we are faced with the differences and similarities between leaders and managers but still struggle to precisely come to the conclusion of what each of those roles mean and identifying their responsibilities. With the analysis done, we can see that leaders are examined as the motivators and frontline guiders however managers are the navigators and drivers of the company’s success. Leaderships characters who are taught to act with affection towards the corporation’s staff, customers and environment makes them socially responsible which generates satisfying views and long-term advancements to the company. References Bonau, S (2017), How to become an inspirational leader, and what to avoid, Journal of Management Development, Vol. 36, No.5, pp.614-625. Edmans, A (2015), The social responsibility of business | Alex Edmans | TEDxLondonBusinessSchool, July 9, online video, viewed April 2 2020,

Kotterman, J (2006), Leadership versus management: What's the difference? The Journal for Quality and Participation, Vo. 29, No. 2, pp.13-17. Maccoby, M (2000), The human side: Understanding the difference between management and leadership, Research-Technology Management, Vol. 43, No.1, pp.57-59.

Ready, DA (2004), Leading at the enterprise level, MIT Sloan Management Review, pp.87-91. Simonet, D & Tett, RP (2012), Five perspectives on the leadership-management relationship: A competency-based evaluation and integration, Journal of Leadership and Organisational Studies, Vol.20, no.2, pp.199-213. Fosse, P. (2019) Tesla’s Incredible Growth, Past & Future — How The Company Could Continue Hyper Growth | CleanTechnica, CleanTechnica, viewed: 4 April 2020...