A511.1.5.RB-Leadership Analysis

Leadership Analysis

From our study text, the research work has pointed out that the words; leadership and management are interwoven and very difficult to differentiate.With this in mind, I want to submit that it is impossible to lead without managing but you can manage without displaying sense of an effective leadership.

Managers are concerned about how things get done, and they try to get people to perform better so that their boss will notice that they are hardworking and praise them. Leaders are concerned with what things means to people, and they try to get people to agree about the most important things to be done. Bennis and Nanus (1985, p. 21) added that,"managers are the people who do things right, and leaders are people who do the right things.
These two ways of constructing the same two words means different things. When you do things right means you have been instructed or ordered by someone on what need to be done and mode of doing it, in most cases you limited in making adjustment. Whereas, doing the right things shows that you know what you're doing and have the capacity and authority to do it.

Leaders want to carry the followers along, make them contribute and value their opinion to make them feel among but, manager want things done no matter how just to follow order as assigned.
Kotter (1990) proposed that managing seeks to produce predictability and order, whereas leading seeks to produce organizational change.

Leadership is an important role requirement for managers and a major reason why managerial jobs exist.
As Mintzberg (1973) put it out in leader role that, a number of managerial activities are expressly concerned with the leader role, including hiring, training, directing, praising, criticizing, promoting, and dismissing. However, the leader role pervades all managerial activities, even those with some other basic purpose. With this, we can see all managerial role in leadership but not all leadership role can be found in some manager. This implies that situation is a determinant in why a manager lead effectively. Based on stewart's research, three factors were found to be important for comparing managerial jobs with respect to behavioral requirements.

Pattern of relationships. The demands made on a manager by superiors, subordinates, peers, and persons outside the organization influence how the manager's time is spent and how much skill is needed to fulfill role requirements.

Work pattern. Pattern of role requirements and demands affected managerial behavior, and somewhat different patterns of behavior were associated with different types of managerial job. A person who spends a long time in one position may grow accustomed to acting in a particular way and will find it difficult to adjust to another managerial position with different behavioral requirements.

Exposure.There is more "exposure" when decisions and actions have important, highly visible consequences for the organization, and mistakes or poor judgement can result in loss of resources, disruption of operations, and risk to human health and life.

In all, for a manger to be effective leader there should be a sense of keeping people informed about progress in efforts to deal with a serious crisis.