Leadership versus Management: There is a Difference by Christine C. Thomas, Ph.D.

Companies in the United States and around the world are challenged with hiring leaders and managers with a common purpose of optimal performance to achieve organizational goals. The companies are housed with leaders and managers but the real question is, do we understand the function and roles to be effective. The structure of every organization is governed by individuals who are in leadership and management positions. What is commonly misconstrued is the understanding and roles of these groups. Leadership and management are terms commonly used interchangeably but vary considerably in their approach aimed towards improving an organization. This article was written to empower women with standing firm in their management roles and those aspiring these responsibilities. I have organized this read with the following: the evolution of leadership and management to include a brief historical overview, followed by a definition of terms, identification of the function and role of each, outline of similarities and differences of why they are important in the workplace, the role of leadership and management styles and will conclude with my personal analysis and synthesis.

Evolution of Leadership and Management

Over the past 100 years, leadership has evolved in its meaning in the United States and around the world due to “growing global influences and generational differences” (Northouse, p. 2, 2016). Leadership is one of the oldest worries, serving as both a hot topic and an important driver of innovation for thousands of years (Kotterman, 2006). According to Northouse (2016) the evolution of leadership has transformed from the 1900s to the 21st Century. Beginning in 1900 to 1929, the meaning was equated to one who has the ability to impress those who lead by inducing submission, respect, allegiance, and teamwork. By 1940, the leadership role was transformed with a group approach with leadership by coercion. In the 1950s, leadership evolved with a group focus and three themes that framed leadership. They include the continuance of group theory, leadership as a relationship that develops shared goals, and effectiveness to lead a group. During the 1970s there was an emergence of an organizational behavior approach to leadership to realize group or organizational goals.

Research on leadership was conducted in the 1980s to bring a visible awareness in the academy, business and industry and to the public. Themes that resulted from the research to define leadership includes some of the similarities of prior years, such as: “do as the leader wishes” (p.4) in order to get something accomplished by the followers; influence evolved to distinguish between leadership and management; leadership traits were brought back to the forefront; and leadership as a transformational process to include motivation and morality of leaders and followers (Northouse, 2016). Today, the meaning of leadership has advanced to mean “a process whereby an individual influences a group of individuals to achieve a com-

mon goal” (Northouse, 2016). Management on the other hand has a meaning that has been consistent throughout the years. According to Kotterman (2006), management emerged as a new phenomenon when the emergence of complex organizations had a need for a system to regulate work and deal with authority and control issues. Nevertheless, the argument continues to determine if leadership and management are two separate processes that are very complex to define.

Despite arguments by researchers to the opposing, there are critical variances in the theoretical methods to management and leadership. While the distinctions are not as conclusive as night and day, they do draw a unique difference with one another while also complementing related abilities and skills to achieve a common element of attaining goals (Zimmerman, 2001).

Leadership and Management Function and Roles

“Leadership involves the art of working with people and knowing how to lead does not mean knowing how to dominate, but to know how to convince people to work for a common goal” (Barker, 1997 and Kotter, 1995). Leadership and management differs significantly whereas leadership requires one to be visionary and exhibit quality to function with motivation, inspiration, persuasion, team work, innate ability to build relationships, listen to the needs and request of others, willingness to counsel, teach and mentor. On the other hand management is required to function in a role as a planner, with an ability to budget, organize staff, control the environment to achieve desired results, coordinate efforts, and use resources appropriately, ability to use time management skills to ensure efficiency and effectiveness, and the capacity to make decision and problem solve when necessary. Similarities and Differences of Leadership and Management

Distinguishing between leadership and management can be very complex to differentiate because it involves people who assume these roles within an organization. Leadership focuses on achieving goals, motivating and empowering people to achieve those goals. On the other hand management is focused on work and completing tasks. The leader is an individual who controls the meaning and direction of a group, gets the group to a cohesive place, and then manages to motivate the group in order to achieve the desired results. Leadership and leading functions require a group of followers. The following exhibits the similarities and differences of leadership and management (Solomon, Costea, & Nita, 2016).

Leadership is... Innovates Original Develops Focuses on people Relies on trust Has a long-term view Respond to What? Medium and long-term results (impact) Leader creates Challenging the status quo The is leader is doing thinks that have to be done

Management is... Administrate Is an image Maintains Focuses on systems and structure Relies on control Short-term view Ask the questions like where and how Immediate results Imitate Accepts the status quo Doing things how they should be done

Leadership and Management Styles

Whether you are hired to lead or manage an organization, the style is equally important to achieve desired results and outcomes whether it is your business, your church or ministry, or on your job. Fortunately, frameworks have been established to describe the many ways that leadership and management lead in organizations. When these approaches to leadership are understood and it helps leaders and managers become more effective as a result. Know your lead-

ership style (autocratic, authoritative, pacesetting, democratic, coaching, affiliative and laissez-faire) and identify your strengths and be sure to examine weaknesses or opportunities for you to develop and grow as a leader. Take time to know who you are as a leader; practice becoming an effective leader because it is a process; cultivate your leadership approach; and complete leadership assessment tools to track your growth in developing as a leader. Whether a leader or manager the following assessments are great indicators to promote growth annually. Here are a few to examine for free.

The Meyers-Briggs Type Indicator: https:// www.16personalities.com/free-personality-test and https://www.crystalknows.com/jung-myers-and-briggs-personality-test

Emotional Intelligence Assessment: https://www. psychologytoday.com/us/tests/personality/emotional-intelligence-test

Leadership Style: https://www.mindtools.com/ pages/article/leadership-style-quiz.htm

Leadership Blind Spots (http://princetonmc.com/ wp-content/uploads/leadership_blindspots_survey.pdf)

Leadership Skills Test: https://testyourself.psychtests.com/testid/2152 and https://psychologytoday.tests.psychtests.com/bin/transfer

Agile Leadership Assessment: https://www. crystalknows.com/jung-myers-and-briggs-personality-test

There was a time in my career that I was a manager and developed into becoming an effective and productive leader. Leadership in my opinion is a multifaceted process that requires continued self-assessment and development in order for someone to become efficient and effective in leading and influencing one’s family, organization or business. The basic premise of leadership and its functions can lead to improving people, teams, and organizations regardless of differences. I believe great leaders are individuals who strive to build people in order to achieve the goal of the organization and thus allowing subordinates to develop in the process. It is my belief that leaders are willing to lead and follow and spend time developing to become effective in areas of weakness. I consider weaknesses are pointed opportunities for me to continue to grow as a higher education administrator, entrepreneur and minister. Every year it is my goal to take leadership assessments to find out where I need to hone in on my skills and abilities. Lifelong learning is definitely a priority for me because it is instrumental in my moving forward to attaining my “dream job” and my “dream opportunities.” Subsequently, I had to develop leadership skills to advance from being a manager and I discovered that my greatest leadership trait is my visionary apt for moving an organization forward with limited resources and building a team of resourceful, effective and passionate individuals.

I’ve developed my leadership presence and ow I’m sharpening my skills and leading with my best self by being authentic, building positive relationships, cultivating my personal brand and style, speaking up for myself and my team, embracing my natural talents as a leader, learning to enjoy being in the spotlight without fear of what others may think, and I’m being the change-agent I know the Lord wants me to be and finally, I am being intentional about my career. It is my hope to leave a leadership story that transforms the lives of those I lead and work closely with on the job, in my business and in ministry. My purpose for being a leader is to serve others and leave a legacy for others to follow.

REFLECTION:

Great leaders are developed and not born over night. You may be charismatic but that does not make you a great leader, it may mean more people may like you or even adore you but you may lack the capacity to sustain you. I encourage you to consider the following questions in your quest to develop as a leader: What is your leadership story? How are you develop-

ing as a leader or manager? What are your strengths, and how are you capitalizing on your strengths? Do you have a network and how is the network helping to cultivate your leadership acumen?

References

Barker, R. A. (1997). How can we train leaders if we do not know what leadership is? Human Relations, 50(4), 343-362.

Kotter, J. P. (1995). What leaders really do. The Leaders Companion, The Free Press, 114-123.

Kotterman, J. (2006). Leadership versus management: What’s the difference?. The Journal for Quality and Participation, 29(2), 13-17.

Northouse, P.G. (2016). Leadership theory and practice (7th ed.). Thousand Oaks, CA: Sage.

Solomon, I. G., Costea, C. & Nita, A. M. (2016). Leadership versus management in public organizations. Economics, Management, and Financial Markets, 11(1), 143-151.

Zimmerman, E. L. (2001). What’s under the hood? The mechanics of leadership versus management. Supervision, 62(8), 10-12.