(Tiểu luận) individual assignment topic how are leadership and management different

MGT103 INDIVIDUAL ASSIGNMENT TOPIC: HOW ARE LEADERSHIP AND MANAGEMENT DIFFERENT? Name of Student: Bui Nguyen Phu Qui Roll Number: CS171577 Class: BA1706 0 Tieu luan TABLE OF CONTENTS I Leadership Leadership concept Leadership’s role Characteristics of a leader Qualities of a leader II Management Management concept Integration of different management levels Manager concept Manager function The role of the project manager III Similarities between Management and Leadership IV The Difference between Management and Leadership V Relationship between Leadership and Management VI References 0 Tieu luan I Leadership Leadership concept Leadership has several definitions, but most simply it refers to the ability to influence others to achieve goals The processes and attributes needed to effectively influence others are central to understanding leadership and its value in developing public health nutrition as a discipline and in practice our daily At the core of leadership is credibility, often achieved by demonstrating ethical and transparent approaches to practice Leaders consider risks when necessary, speak out against the status quo, take responsibility, and demonstrate initiative when necessary In fact, such behavior requires good strategic thinking, interpersonal communication skills, and emotional intelligence In fact, we all demonstrate and need leadership skills to be effective in our daily practice, whether in academia, community or organization We all work to influence others to achieve their goals, no matter what level we operate in society Leadership is not limited to the top of the decision tree but is often required at lower levels to sway branches (Edmonstone J and Western J., 2002) 0 Tieu luan Leadership’s role Leadership quality plays an important role in formulating and consolidating strategy It acts as a link linking the heart of the organization to its body The commitment held by the leader to accountability encourages institutions to become successful, and this success comes from making effective decisions for strategy formulation and implementation If strategies are not enacted perfectly, great strategies will be meaningless Strategies built below 50% show the light of adoption because there is a shortage of leadership skills Leaders give direction to the process and ways to get there In general, a leader is responsible for providing a vision, and for devising strategies that reflect, plan, and monitor operational undertakings Leaders disseminate activities that boost energy and lift workers' morale and morale Leadership is responsible to direct subordinates to perform organizational tasks effectively (Mason, 2011) We can say that strategic leadership is a process that transforms an organization into a successful organization through proper strategies It is the responsibility of leadership to motivate and inspire the people in the organization to work jointly so that organization's vision can be translated into reality Mostly in organizations, efficient leaders perform the common tasks in the strategy-making and executing process Leadership should use a realistic approach to identify strategic gaps in order to formulate the right strategies (Fairholm., 2009) According to Sophocles “what you cannot enforce, not command” For effective implementation leaders has to introduce the need of change Once the culture has developed the whole procedure of strategy formulation and implementation would be easy (Fourier & Jacob., 2010) 0 Tieu luan Characteristics of a leader In this study, the interaction of leader and member characteristics is explored for its impact on leader-member relationships Some support has been found for the importance of the interaction of leader and member characteristics: leaders with a high need for power devote more negotiating power to members with a high need for power high power needs, while leaders with low power motivation give more negotiating scope to members with lower power needs In contrast, there was no support for the assumed interactive effects of leader and smart member, achievement need, least preferred co-worker, or position of control on the negotiating latitude of the leader members The results of the study show that the "suitability" of leadership members can be determined mainly on the basis of the agreement between leaders and members in how they use power and influence (William E.Mcclane., 1991) Qualities of a leader There are diverse qualities that make up a good leader and it varies from one organization/environment to another The style of leadership may also differ A leader may adopt a transformational or transactional leadership style as the case may be (Hossain., 2015) In the same vein, Hossain (2015) identified twenty-four important qualities of a good leader in the 21st century Lencioni (2008) also revealed some common qualities of successful leaders Similarly, Sprous (2011) identified five principal qualities of this century’s leader Clark (2010) also identified five important qualities of a 21st-century leader Similarly, Shah and Pathak (2015) identify confidence, honesty and bravery as the most important qualities of a leader Archer, Verster and Zulch (2010) identified the top qualities of a good project manager 0 Tieu luan Toor and Ofori (2008) identified the key qualities a leader should possess The qualities identified in previous studies are summarized below: - Hopeful, confident, optimistic, transparent, resilient, ethical, and future-oriented (Toor and Ofori., 2008) - Honesty, ability to delegate, communication, sense of humor, confidence, and commitment (Lencioni., 2008) - Genuine, self-awareness, leverage, transition, and supportive (Clark., 2010) - Communication, people skills and decision-making skills, self-discipline, influence, integrity and reputation, and attitude (Archer et al., 2010) - Humility, empowerment, collaboration, communication, and fearlessness (Sprous., 2011) - Honesty, vision, inspiration, communication, delegation, decision, courage, fairness, kindness, magnanimity, forward-looking, knowledge, competency, confidence, commitment, gentleness, accountability, creativity, sense of humor, intuition, focus, assertiveness, optimism, and balance (Hossain., 2015) - Confidence and honesty (Shah and Pathak., 2015) II Management Management concept Management is everywhere, ranging from people’s self-management to social network management, and from household management to planetary management in the context of global warming This raises the question of what is actually meant by the concept of business management Often, management is self-evidently understood as managerial power and a mechanism to control, inspired by the scientific management theory that is still taught in business schools today In order to develop a better 0 Tieu luan understanding of the contemporary meaning of the concept, one would expect to find deeper insights into the sub-discipline of the philosophy of management (Blok, V., 2019) Integration of different management levels To determine the management levels upon which sustainability concerns have been integrated, an evaluation matrix was developed based on the work of Baumgartner (2014); Appendix F) A few examples of evaluation are shown in Table Starting from the bottom of the framework, in all companies, some activities to support sustainability on the operational management level (overview of cases in Table 4) could be identified In the two companies, no social projects could be identified in the interviews, on the homepages, or in the annual/sustainability reports These companies (3_manuf and 9_manuf) seemed to be only performing environmental management and did not appear to take any interest in social sustainability projects On the strategic management level, eight companies either include sustainability in their long ‐term goals or had a product/service–market combination with sustainable offers Two of these companies have strategically positioned sustainability ‐related topics in the past but are enexperiencedine in sustainability integration (thus, marked in yellow–“declined”) In one company, sustainability was only formally supported before the crisis started (1_manuf) In the other company(6_manuf_serv), top management changed years ago when the original owner retired, and the new staff has not displayed an equal interest in ability Five companies managed to integrate sustainability on the normative level Two of these stated that they struggled with the cultural aspects, as the levels of employee awareness 0 Tieu luan and engagement were not considered satisfactory (has declined in 6_manuf_serv and has not increased on all company sites in 7_manuf_serv) One company(8_manuf_serv) reported low awareness in some employees, for example, these employees did not take care of disposable safety equipment Overall, companies that were considered to have an open ‐minded organizational culture regarding sustainable development implemented sustainability either from the bottom up, as was the casewhen the environmental officer wanted to conduct sustainability Manager concept A manager is a professional who takes a leadership role in an organization and leads a team of employees (Effectively Editorial Team., 2021) Managers are often responsible for managing a specific department of their company There are many types of managers, but they usually have tasks such as performance evaluation and decision-making Managers are often the channel of communication between company employees and senior managers Manager function Management competencies can be classified according to four main functions (including planning, organizing, leading, and controlling) as previously identified (Moghaddam et al., 2019) The practice of planning includes planning This is the first and perhaps most important step in the management process and the findings suggest that the practice is nearly universal (95%) Only three (5 percent) participants did not use the approach in their ward In one study, the managerial level of managers was low These results follow the same conclusion This shows that managers' management skills are an important factor in improving job proficiency 0 Tieu luan The lack of these skills caused disorder in the organization This study also highlights the importance of developing managers' skills (H Mousavi Isfahani et al., 2015) Supervision or direction is important to improve employee motivation when performing work so that their performance then becomes better Monitoring activities can enhance employee motivation, enthusiasm, and confidence, cause employees to be more motivated, and improve performance Monitoring is important for improving nurses' motivation, morale, and performance in terms of performing activities including handover (Rina Karmila et al., 2018) Based on Carpenter's management principles, roles relate to tasks and skills They can be grouped into three categories - planning, organizing and leading (Miri et al., 2014) The role of the project manager Previous studies generally agree that the project manager plays an important role in achieving project goals and expectations (Kerzner, 2013) Thus, the “project manager” has been recognized by previous scholars as one of the key factors for success in project management (Loufrani-Fedida and Missonier, 2015) A professional and effective project manager not only brings many prospects toward project success, but also promotes effective project management (Meredith and Mantel, 2011) As a result, project-based organizations are always focused on identifying, training, and retaining project managers who can practically manage projects toward success in alignment with their vision, mission, and vision Company strategy As a result, project-based organizations view the project manager as one of the company's key assets However, it is important to note that the project manager's role can vary depending on the nature of the project, such as the type of project, and the project's stakeholders (public or private) , project-oriented (temporary or marketoriented), and several projects managed by the project manager at a time (Project Management Institute, International Journal of Academic Research) Therefore, project management is also defined as the approach used by project managers to the applicant of knowledge, skills, tools, and techniques technique for managing project activities with the ultimate aim of meeting project objectives and stakeholder expectations (Project Management Institute, 2013) 0 Tieu luan III Similarities Between Management and Leadership Although the debate about the relationship between management/manager and leadership/leader has been present in management science for decades, there is still no final general agreement about the character of the mentioned relationship For many years the prevailing approach, according to which there is no relevant equality between management/manager and leadership/leader, has been replaced with a different one that highlights the high level of overlapping and similarity between the mentioned categories Management, Leadership are all activities of directing, orienting, and controlling the performance of a job according to a certain purpose Manage; the leader is all targeted influence; organization of the subject (manager; leader) to the object (managed, leadered) to achieve the set goals IV The difference between management and leadership Leadership: Leadership is an important driving element in setting and achieving the vision of an organization It is defined in simplest terms as “influence” by John Maxwell (Maxwell., 1998) Its definition in a more detailed explanation is “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” 0 Tieu luan (Northouse., 2007) In expanding this definition, leadership is the ability of an individual to influence others in achieving desired results Peter Drucker explained a leader is a person with followers (Drucker, 1999) A Leader outlines the direction to be followed for his followers, helps them in seeing the future, and motivates and inspires in achieving their goals The influence of leadership is very vital to the extent that without leadership, a group of individuals often results into conflicts and arguments because they all have a different perspective in providing solutions in organizations (Wajdi., 2017) Although leadership has been defined from different perspectives, common definitions focus on two aspects which are; influencing people to achieve desired results and develop a vision Leaders focus on motivating and inspiring their followers (Kotter., 1990) In addition, research findings have shown that qualities such as "trust, service mentality, good training skills, reliability, competence, accountability, good listening skills, visionary, realistic, good sense of priorities, honesty, willingness to share, strong self-esteem , technical or contextual and recognition" defines a leader efficiency (Bennis and Nanus, 1997) In other words, effective leadership depends on these qualities and attitudes Warren Bennis (2009) mentioned that “all leaders have four essential competencies: they are able to engage others by creating shared meaning; they have a vision, and they can persuade others to make that vision their own” He also added that “all authentic leaders have a distinctive voice-a purpose, selfconfidence, and all true leaders have integrity-a strong moral compass” Furthermore, “leadership is always about character They have competenceor adaptive capacity” This, in Warren Bennis view, “is what allows leaders to respond quickly and intelligently to relentless change” in organizations ( cited from Dike., 2015) Management: 0 Tieu luan Management is fairly a new area of study as compared to leadership As the industrial revolution took place in the 19th century, complex organizations also grew and therefore necessitated the need to regulate workers in organizations This phenomenon resulted in managers at work places to guide and reduce confusion among workers (Kotterman., 2006) The process of using an administrative or supervisory position to direct a group of individuals in an organization is management (Katz, 1955) Katz further explained the responsibilities of management to involve focusing on a given task, training workers to develop their potential, and solving misunderstandings and conflicts among workers through work ethics and disciplinary codes (Katz, 1995) According to Kotter (2001), management is an activity that involves planning, organizing, coordinating, budgeting, and monitoring people or organizations In other term, Northouse defined management as using efficient resources to achieve desired goals (Northouse, 2007) Răducan argued that leaders have their own roles and functions in leadership positions They organize and coordinate activities, plan, direct, monitor, and create the necessary and conducive environment for the employee to increase their performance and efficiency, they encourage good communication among workers, make sure there is a good relationship between employees and customers, etc (Răducan & 0 Tieu luan Răducan, 2014) From the above definitions, management could be summarized as using resources and the help of others to achieve institutional or organizational goals V Relationship between Leadership and Management Although leadership and management are similar in some ways, there are important differences between them Both managers and supervisors can play a similar role, influencing people to complete tasks, directing, assigning and motivating However, supervisors are involved in planning and budgeting, while the manager sets the direction to achieve the goal Although managers try to set new goals and align the organization to them, managers tend to have a short-term goal of maintaining order, gathering resources, and keeping work organized Leaders focus on managing and solving problems, while leaders inspire and motivate followers (Kotterman., 2006) Kotterman (2006) argued that the theoretical difference between managerial and managerial tasks is generally accepted, but not generally accepted what the functional differences are in practice Gordon and Yukl (2004) pointed out that misconceptions about leadership and management are mutually exclusive when in reality they are complementary That is why Yukl (1989) preferred to use the term "leadership style" in order not to distinguish between the two Zaleznik (1998), recognizing the functions of leadership and 0 Tieu luan management as complementary, nevertheless argued that they are definitely separate (cited in Kotterman, 2006) While management focuses on processes, management deals with change In short, management deals with short-term goals tactically, and management involves strategies to achieve long-term goals (Kotterman., 2006) Algahtani stated in his research that "Although leadership and management have similar roles, it is important to distinguish between the two functions The primary function of both managers and supervisors is to control and influence other people He stated that the most important difference between leadership and management it is the way in which the goals of the organization are achieved." "Leaders exercise their control through formal power, but leaders use their vision and motivation through inspiration to align their followers" (Algahtani., 2014) VI References Hughes, R., Ginnett, R C., & Curphy, G J (1993) Leadership Public Health Nutrition, 12(8), 1029 Jabbar, A A., & Hussein, A M (2017) The role of leadership in strategic management International Journal of ResearchGranthaalayah, 5(5), 99-106 Mcclane, W E (1991) The interaction of leader and member characteristics in the leader-member exchange (LMX) model of leadership Small Group Research, 22(3), 283-300 Olanrewaju, O I., & Okorie, V N (2019) Exploring the Qualities of a Good Leader Using Principal Component Analysis Journal of Engineering, Project & Production Management, 9(2) 0 Tieu luan Blok, V (2020) What Is (Business) Management? Laying the Ground for a Philosophy of Management Philosophy of Management, 19(2) https://doi.org/10.1007/s40926-019-00126-9 Kiesnere, A L., & Baumgartner, R J (2019) Sustainability management emergence and integration on different management levels in smaller large-sized companies in Austria Corporate Social Responsibility and Environmental Management, 26(6) https://doi.org/10.1002/csr.1854 https://au.indeed.com/career-advice/finding-a-job/what-is-a-manager Patarru’, F., Weu, B Y., Handini, F S., & Heryyanoor, H (2020) The Role of the Nurse Unit Manager Function on Nursing Work Performance: A Systematic Review Jurnal Ners, 14(3) https://doi.org/10.20473/jn.v14i3.17108 Gasemagha, A A., & Kowang, T O (2021) Project Manager Role in Project Management Success International Journal of Academic Research in Business and Social Sciences, 11(3) https://doi.org/10.6007/ijarbss/v11i3/9230 Simić, I (2020) Are managers and leaders one and the same? Ekonomika, 66(3) https://doi.org/10.5937/ekonomika2003001s JIBREAL, S (2021) A Theoretical Difference between Leadership and Management Sosyal Bilimler ve Eğitim Dergisi https://doi.org/10.53047/josse.959155 0 Tieu luan ... between Management and Leadership IV The Difference between Management and Leadership V Relationship between Leadership and Management VI References 0 Tieu luan I Leadership Leadership concept Leadership. ..TABLE OF CONTENTS I Leadership Leadership concept Leadership? ??s role Characteristics of a leader Qualities of a leader II Management Management concept Integration of different management levels... assertiveness, optimism, and balance (Hossain., 2015) - Confidence and honesty (Shah and Pathak., 2015) II Management Management concept Management is everywhere, ranging from people’s self -management to