In a firm, management and leadership are important and needed.
Leadership and management are similar. Actually, leadership and
management are totally different. The leadership would influence the
firm. The leader would have difference leadership styles to lead the
subordinate. The manager has different functions, attributes and
skills. Different subordinate needs to have different leadership
style. Finally, difference powers would have difference use on
Management can be defined as the process of planning organising,
directing, and controlling organisational resources in the pursuit of
This can sometimes result in poor productivity and lack of motivation
as employees have little incentive to work hard.
Autocratic leaders centralize power and decision making in themselves.
They structure the complete work situation for their employees, who
are expected to do what they are told and not think for themselves.
The leaders take full authority and assume full responsibility.
Autocratic leadership typically is negative, based on threats and
punishment, but it can appear to be positive, as demonstrated by the
benevolent autocrat who chooses to give some rewards to employees.
Consultative leaders approach one or more employees and ask them for
inputs prior to making a decision. These leaders may then choose to
use or ignore the information and advice received, however. If the
inputs are seen as used, employees are likely to feel as though they
had a positive impact; if the inputs are consistently rejected,
employees are likely to feel that their time has been wasted.
Participative leaders clearly decentralize authority. Participative
decisions are not unilateral, as with the autocrat, because they use
inputs from followers and participation by them. The leader and group
are acting as a social unit. Employees are informed about conditions
affecting their jobs and encouraged to express their ideas, make
suggestions, and take action. The general trend is toward wider use of
participative practices because they are consistent with the
supportive and collegial models of organizational behavior.
Management is that someone. The planning function involves the process
of defining goals, establishing strategies for achieving those goals,
and developing plans to integrate and coordinate activities.
Managers are also responsible for arranging work to accomplish the
organization’s goals. We call this function organizing. It involves
the process of determining what tasks are to be done, who is to do
them, how the tasks are to be grouped, who reports to whom, and there
decisions are to be made.
Every organization includes people, and management’s job is to work
with and through people accomplish organizational goals. This is the
leading function. When managers motivate subordinates, influence
individuals or teams as they work, select the most effective
communication channel, or deal in any way with employee behavior
issues, they are leading.
The final management function managers perform is controlling. After
the goals are set and the plans are formulated, the structural
arrangements determined, and the people hired, trained, and motivated,
there has to be some evaluation of whether things are going as
planned. To ensure that work is going as it should, managers must
monitor and evaluate performance. Actual performance must be compared
with the previously set goals. If there are any significant
deviations, it’s management’s job to get work performance back on