Journal of Management Policies and Practices September 2014, Vol. 2, No. 3, pp. 71-82 ISSN: 2333-6048 (Print), 2333-6056 (Online) Copyright © The Author(s). 2014. All Rights Reserved. Published by American Research Institute for Policy Development DOI: 10.15640/jmpp.v2n3a4 URL: http://dx.doi.org/10.15640/jmpp.v2n3a4
Are Leadership and Management Different? A Review Dr. 1
Management and leadership have been used differently by different people. While some use them as synonymous terms, other view them as two completely different words. However, the majority appreciates some similarities and differences between them. The aim of this review is to determine whether management and leadership are different? The findings of this review showed that management and leadership are two very distinct functions. Although, management and leadership do share many similar duties which consist of working with people and influencing others to achieve goals. Management skills are used to plan, build, and direct organizational systems to accomplish missions and goals, while leadership skills are used to focus on a potential change by establishing direction, aligning people, and motivating and inspiring.
Keywords:Management, Leadership, Skills, Differences 1. Introduction
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One may assume that all managers are leaders, but that is not correct since some of the managers do not exercise leadership, and some people lead without having any management positions. Therefore, there is a continuing controversy about the difference between leaders and managers. Some scholars argue that although management and leadership overlap, the two activities are not synonymous (Bass, 2010). Furthermore, the degree of overlap is a point of disagreement (Yukl, 1989). In fact, some individual see them as extreme opposites, and they believe that good leader cannot be a good manager and the opposite is true (Ricketts, 2009).
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72 Journal of Management Policies and Practices, Vol. 2(3), September 2014
Leadership and management entail a unique set of activities or functions. While leaders and managers share some similarities because they both influence others by using specific powers to achieve certain goals, there are also some prominent differences (Northouse, 2007). While, managers maintain a smoothly functioning workplace, leaders test the current position and encourage new functions, so they are looking for long-term goals (Yukl, 1989). In today’s vigorous workplace, organizations need both effective management, and effective leadership for optimal success (Kotterman, 2006).
This review article will address and compare fundamental definitions of leadership and management, the specific types of skills for the manager and the leader, and discuss the similarities and differences between management and leadership.
2. The Paper Aim
To examine both leadership and management and know whether they are the same or differ.
3. Paper Question
What is the difference between leadership and management?
4. Methodology of Analysis
An extensive literature search was conducted using the following electronic databases: EBSCO, EMBASE and Google Scholar. The search aimed to identify and locate all previous articles which discussed the differences between the management and leadership. There was no time limitation; however the research was limited to only articles written in English. The title should have “management” and “leadership” terms within it. The keywords and phrases used in the research include (leadership) and (management), or (differences), or (similarities). Original and peer reviewed articles were considered for this review.
The search identified 231,000 articles focusing on leadership and management. A total of 25,700 articles remained after eliminating those that were duplicated onGoogle Scholar and across the three databases.
The titles and the abstracts of the identified articles are checked for eligibility and relevance. Among these 25,700 articles, only 200 articles were included because they meet the search criteria by having both “management” and “leadership” terms within the title. Finally, 37 articles were considered for this review because they were original and peer reviewed articles (Figure 1).
Figure 1: Research Flowchart
Exclude the articles which do not meet the inclusion creiteia
EBSCO, EMBASE and Google Scholar 231,000 articles
Exclude the duplicated articles
25,700 articles
The non-oreginal or peer reviwed articles
were excluded
200 articles
37 articles
74 Journal of Management Policies and Practices, Vol. 2(3), September 2014
5. Results/Finding
In reviewing a series of articles, the majority of authors tried to identify the differences by comparing the management and the leadership in form of definition, and skills. In this document, the definition of the management and leadership will be discussed first, then the manager and the leader needed skills, and finally the differences between the management and the leadership.
6. Management
Katz defined the management as exercising direction of a group or organization through executive, administrative, and supervisory positions (Katz, 1955). Katz thought that management responsibilities are usually tasked-oriented, and it involves developing staff, mentoring persons with high potential, and resolving conflicts while maintaining ethics and discipline (Katz, 1955). Kappa states that the aim from a good management is to provide services to the community in an efficient and sustainable manner (Kappa, 1991). Moreover, Kotter defined the management as a job which takes care of planning, organizing, budgeting, coordinating and monitoring activities for group or organization (Kotter, 2001). Northouse defined the management as a process by which definite set objectives are achieved through the efficient use of resources (Northouse, 2007). Thus, Management in general is a process that is used to achieve organizational goals.
Managers focus on formal directing and controlling of their assistants, resources, structures, and systems (Kotter, 2001). Managers aim to reach short term goals, avoid any risks, and establish standardization to improve efficiency (Kotterman, 2006). The employees follow a manager’s direction in exchange for being paid a salary, known as a transactional style (Kotter, 2001).Research shows thatbeing an effective manager depends upon three special skill sets: technical, human and conceptual. The technical skill refers to the proficiency in a specific type of work. This may include competencies within a specialized field, or the ability to use appropriate tools and techniques. Human skill refers tothe ability to work with people, which allow a manager to assist group members to complete a task. Conceptual skill refers tothe ability to work with ideas (Katz, 1955). In addition, an effective manager needs to have specific qualities like: good communication; organizational; negotiation; and delegation skills (Kappa, 1991).
7. Leadership
Leadership is a complex, multidimensional phenomena (DePree, 1989). It has been defined as: a behavior; a style; a skill; a process; a responsibility; an experience; a function of management; a position of authority; an influencing relationship; a characteristic; and an ability (Northouse, 2007). defined leadership by influence (Maxwell, 1998). Kotter (1990) stated that “Leadership is the capacity for collective action to vitalize”. defined effective leadership as people who serve others, while they follow them (Bennis and Nanus, 1997). Moreover, defined a leader is someone who has followers (Drucker, 1999). However, some theorists believe that leadership is a form of the social influence processes (House and Aditya, 1997). Although there are a variety of leadership definitions, the majority of definitions focused on two components which are: the process of influencing a group of individuals to obtain a common goal; and to 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).
In addition, research shows that being an effective leader depends upon common behaviors and characteristics like: confidence; service mentality; good coaching skills; reliability; expertise; responsibility; good listening skills; being visionary; realistic; good sense of priorities; honesty; willingness to share; strong self- esteem; technical or contextual, and recognition (Bennis and Nanus, 1997).
8. Management vs. Leadership
Leadership and management overlap, but they are not the same(Kotterman, 2006).
76 Journal of Management Policies and Practices, Vol. 2(3), September 2014
Both leadership and management involve influence, working with people, and working to achieve common goals(The Guardian, 2013).However, the fields of leadership and management considered very different(Kotterman, 2006). Katz asserts that leadership is a multi-directional influence relation, while management is a unidirectional authority relationship (Katz, 1955).
In 1977, wrote the first scholarly andlandmark article about the difference between leaders and managers (Zaleznik, 1977). Zaleznik mentioned that the organizationneeds both effective managers and effective leaders in order to reach its goals, but he argues that managers and leaders have different contributions (Zaleznik, 1977). Whereas leaders promoter change, new approaches, and work to understand people’s beliefs to gain their commitment, managers promoter stability, exercise authority, and work to get things accomplished. Therefore, management and leadership need different types of people(Zaleznik, 1977).
In 1983, Watson stated that managers take care of structure and system, but leaders focus on the communication, motivation, and shared goals. In addition, Watson mentioned that 7S strategy which include;strategy, structure, systems, shared values, skills, and style; is more effective for leaders comparing to managers.In 1985, Bryman added that leadership is about strategic motivation. Bennis and Nannus (1985) briefly describe the differencesbetween the leaders and managersin one sentence: “Leaders do the right things; managers do things right.” (p. 33).Moreover, In 1989 Bennis stated that “To survive in the twenty-first century, we are going to need a new generation of leaders
– leaders, not managers. The distinction is an important one. Leaders conquer the context
– the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them—while managers surrender to it.”(p. 7).
In 1987 , a professor of the Harvard Business School states that leadership goes beyond routine tasks to cope with change, whereas management is a regular formal responsibility to cope with routine complexity(Kotter, 1987). Kotter argues that leadership is a process that aims to develop a vision for the organization; align people with that vision; and motivate people to action through the basic need fulfillment(Kotter, 1990).
Kotter stated that “Leadership is different from management, but not for the reason most people think. Leadership isn‟t mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It‟s not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it: rather, leadership and management are two distinctive and complementary activities. Both are necessary for success in an increasingly complex and volatile business environment (Kotter, 1990).” In contrast, the management is a process that aims to control organization’sformal functions (Kotter, 2001).
(1990) in his book “Bass and Stogdill’s Handbook of Leadership” states that “Leaders manage and managers lead, but the two activities are not synonymous. Management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage”. (p. 383). Other researchers mention that the leaderis inspiring, innovative, flexible, courageous and independent, and has a soul, the passion and the creativity. Whilethe manager is deliberate, authoritative, consulting, analytical, and stabilizing, and has the rational, the mind, and the persistence (Capowski, 1994).In 1997, states that management consists ofcontrolling daily problems, and implementing leader’s vision (House, 1977).Furthermore, a business professor at the University of Southern California, (1997) sharps the difference by using 12 paired contrasts listed in his book “Learning to Lead: A Workbook on Becoming a Leader”, (p. 9).
In 2003, Covey stated that the leader believes in vision and goals, has strong values, and works to make sure that his attendants are in the right direction. Moreover, in 2004, Ylitalo said that managers focus on structural, tools, and work related processes. Nevertheless, leaders involved in the professional work, social and communicative aspects.In 2004, Hull and Ozeroff viewed leaders as good communicators because they spend more time with their followers. In addition, leaders are aware their team members professional strengths, weaknesses, emotional standings, their place in the organization which allow them to know how to motivate them. Gosling and Murphy (2004) think that the leaders work to make the organization ready to face any new change, and ensure the development of a sense of security. In 2007, wrote that “Managers do things right, while leaders do the right things” (p. 12).
78 Journal of Management Policies and Practices, Vol. 2(3), September 2014
In summary, while management and leadership share similar roles, it is important to make a distinction between those two functions. The primary mission of both leaders and managers is to control and influence other people. The most important difference between managers and leaders is their approach to achieve the goals. Managers exercise their control through formal power, but leaders use their vision, and by inspiration, motivation to align their followers (The Guardian, 2013). Balancing the role of both management and leadership are critical to the organization’ssuccess. Moreover, sometimes it is essential for managers to be successful to work as leaders (Mullins, 2010). Summary of the most historically well known comparison between leaders and managers is listed in table 1.
Table 1: Historical Comparison between Manger and Leader Characteristics
Leader Characteristics (Zaleznik, 1977)
Manager Characteristics
Focus on people
Has followers
Informal influence
Takes risk
Facilitates decisions
Doing the right things
Large range perspective
Transformational
Sets strategies and vision
Challenges
Innovation
Focus on system and structure
Has subordinates
Formal authority
Minimize risks
Makes decisions
Doing things right
Short range perspective
Transectional
Plans and budgets
Maintains
Standardization
(Bennis, 1989)
Innovates, Creative
An original
Develops
Focuses on people
Inspires trust
Long-range perspective
Asks what and why
Eye on the horizon
Originates
Challenges the status quo
Own person
Does the right thing
Administers
Maintains
Focuses on systems and structure
Relies on control
Short-range view
Asks how and when
Eye on the bottom line
Imitates
Accepts the status quo
Classic good soldier
Does things right
(Chapman, 1989)
Advance their operations
Seek responsibility
Protect their operations Accept responsibility
Take calculated risks
Generate speaking opportunities
Set “unreasonable” goals
Challenge problem employees
Strive for an exciting working environme
Use power forcefully
Delegate enthusiastically
View workers as potential followers
Minimize risks
Accept speaking opportunities
Set reasonable goals
Pacify problem employees
Use power cautiously
Delegate cautiously
View workers as employees
Strive for a comfortable working environ
(Certo, 1997)
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Independent
Rational
Consulting
Persistent
Problem-solving
Tough-minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
(Bennis and Goldsmith, 1997)
Innovates
An original
Develops
Investigatesreality
Focuses on people
Inspires trust
Has a long-range perspective
Asks what and why
Has his or her eye on the horizon
Originates
Challengesthe status quo
His or her own person
Counseling, empowerment
Manager, Work with a mechanistic appro
aches Manager, Work with a mechanistic approaches (Buchanan and Huczynski, 2004; based on Kotter, 1990)
Administers
Maintains
Accepts reality
Focuses on systems
Relies on control
Has a short-range view
Asks how and when
Has his or her eye always on the bottom line
Imitates
Accepts the status quo
The classic good soldier
Counseling, empowerment
Establishing direction: Vision of the future, developPsltarnatseagnieds bfourdgets: Decide action plans an
Aligning people: Communicate vision and strategy, iOnfrlguaeniczeincgreaantdiosntaoffitnega:mDsewcihdiechstaruccetuprtet
Motivating and inspiring: Energize people to overcoCmoenotrbosltliancgle,sp,rsoabtilsefmy hsuomlviangn: eMedo.nitor res
Produces positive and sometimes dramatic change. Produces order, consistency and predictab
(Northouse 2007, p.10)
d timetables, ha ne d v a a l l i l do i c t ya t oe f ults against p
Establishing directions
Creating a vision
Clarifying the big picture
Planning and budgeting
Establishing agendas
Setting timetables
80 Journal of Management Policies and Practices, Vol. 2(3), September 2014 Setting strategies Allocating resources
(Lunenburg, 2011)
Aligning people
Communicating goals
Seeking commitment
Building teams and coalitions
Organizing and staffing
Provide structure
Making job placements
Establishing rules and procedures
Motivating and inspiring
Inspiring and energize
Empowering subordinates
Satisfying unmet needs
Controlling and problems solving
Developing incentives
Generating creative solutions
Taking corrective action
Focuses on people
Looks outward
Articulates a vision
Creates the future
Sees the forest
Empowers
Colleagues
Trusts & develops
Does the right things
Creates change
Serves subordinates
Uses influence
Uses conflict
Acts decisively
Focuses on things
Looks inward
Executes plans
Improves the present
Sees the trees
Controls
Subordinates
Directs & coordinates
Does things right
Manages change
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