This paper will explain the difference between leadership and management, explain characteristics of an effective leader, and last illustrate views of leadership. The term leadership and management are assuming to be the same. However, there are noticeable differences between the two. Leaders guide their employees to success and maintain an open communication within their unit. Leaders seem to instill a sense of significance in the workforce by giving employees the power of their vision and values (Kilbort, 2004).
Appropriate leadership allows the management team to coordinate and balance conflicting interests for all members or stakeholders of the organization. An effective leader takes the lead in times of crisis, and is able to think and react in creative ways to solve difficult situations. Unlike management, leadership flows from the core of a personality and cannot be taught, it may be learned and may be enhanced through coaching or mentoring
L.L. Bean Relies on Its Core Values and Effective Leadership 1. What style of leadership do you think most L.L. Bean managers probably employ? I believe that managers’ effectiveness often depends on their styles of leadership, that is, their ability to influence others, either formally or informally.
1.1– A working relationship is where you are placed with other people and work as part of team where each individual is working following professional codes of conduct, towards shared goals. You work a set procedure and have a role in what you do. Time limits and boundaries apply and you do not have to like the people you work with but need to keep personal opinions and feelings to yourself. Mutual respect and understanding is a key factor in developing a good working relationship. A working relationship must be kept professional and formal.
The team would involve a manager who would need to set out specific tasks or a group of tasks. Formal teams usually have rules and a clear expectation about the parts each team member plays. This team would be suitable because it allows everyone in the team to use their skills and qualifications to their best ability. Then you have the informal team, an informal team has less structure. Even though it is similar to a formal team there are some differences.
Decision making with your employees will let them gain respect for the leader and become more determined. This style will bring strength between you and your employees. Laissez-Faire-This style is used when the leader is lazy or distracted, it’s more of a you do what you want style. This style can be used when the team is highly capable and motivated, it’s when the team doesn’t need close monitoring or supervision. This style can cause failure when the leader expects the group to make the decision between themselves when they are un sure about what they need to achieve and how they need to accomplish the task.
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
It may be a combination of arrogance and ignorance that enables them to simply drive the company blindly. How do they keep from failing? It may be that they need to think out of the box. Generate new ideas and programs as well as have a realistic view at what they may be up against and how they may achieve their goal in a timely manner (Siegal,Stearn, pg.
In life or in any work put there is dependably somebody who is in control. That individual, who is in control, is seen as a pioneer, according to subordinates. A feature that we observed in class characterized a pioneer as a daring individual who is not hesitant to emerge among the rest. There are numerous qualities and attributes of administration. Numerous individuals are conceived with driving capacities, while others get the characteristics by confronting circumstances in their lives, inside the circumstances they needed to concoct an answer.
Autocrat- tries to take control by dominating the group Affection need- reflects or desire to be liked by others Personal member- a person who has no emotional problems dealing with group members Underpersonal members- believe no one likes them and may establish only superficial relationships with other members Overpersonal member- tries to get close to everyone and seeds intimate friendships despite the disinterest of other members Role- when a group member exhibits a unique set of skills or behavior patterns that serve a specific function within the group Task role- affects a groups ability to achieve its common goal by focusing on behaviors that help get the job done Maintenance role- affects how group members get along with one another while pursuing a shared goal Self-centered role- put individuals needs ahead of the groups goal and others members needs Initiator- proposes ideas and suggestion, provides direction for the group gets the group started Information seeker- asks for needed facts and figures requests explanations and clarification of ideas makes the group aware of information gaps Coordinator chairperson- clarifies goals delegates tasks facilitates