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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
Lesson 05
Continuing from previous lecture, we will continue focus on the important difference between mangers
and Leaders. As said earlier, leaders are manger too but not necessary that all managers may be leaders.
Difference between Leaders and Managers
Arguments about the difference between leadership and management are presented.  Leaders are
considered to be visionary and future-oriented, whereas managers focus on day-to-day routine
activities.  The section concludes that effective managers often perform many of the duties and
activities ascribed to leaders thereby making the distinction between the two concepts somewhat
Vision oriented: the leaders are vision
Process oriented: managers always think
oriented and think about future.
about process that how the organization
works in efficient manner.
Protects staff: leaders always protect their
Protects self: Managers always protect
staff  and  motivate  them  towards
achievement of organizational goals.
Approaches  decisions  actively:  the
leaders are decision makers and do not
Managers always depends on his superiors
hesitate to take decisions in any respect.
and others to take decisions.
Staff oriented: leaders are staff oriented.
Career oriented: managers always think
about his career that how he/she moves up
or develop his/her career.
Listens selectively: managers always listen
Listens actively: leaders always involve
and  involve  selective  staff/employees
his staff in decision making and listen
during decision making.
every body and get the suggestions from
employees seriously.
Avoids conflict: Managers always avoids
Deals with conflict: leader always deal
being involved in conflicts.
with conflict as they are critical analyst in
the positive way.
Trusted: leaders always trust on his
Unclear regarding trust: he is unclear
employees/staff and vice versa.
regarding trust.
These obvious differences between leaders and managers also affect the processes in the organizations.
Difference between leadership and management:
Set day-day direction: Mangers sets day
Set overall & future direction: they set
by day direction to organization as per
the overall organization direction and give
the vision.
Focuses on results: A leader always
Focuses on processes: Managers always
focuses on out put.
focuses on processes that how to gets the
maximum out  put  by  utilization  of
minimum resources through reducing in
processes of the organization.
Mostly external: leaders mostly keep the
Mostly internal: Managers always keep
close eyes on external environment.
the close eyes on internal environment.
Leadership & Team Management ­ MGMT 623
Concern=effectiveness: his concern on
his concern on
Stakeholder focused: Leaders focused on
Personnel focused: Here the focus is
stake holder's interest and strive for the
personal and not on the stakeholders.
satisfactions of stakeholders.
Customer needs/capacities: thinks about
Worker needs/capacities: thinks about
customers demand
organization  capacity  for  customers
Embodies mission/vision: sets the mission
Embodies goals/objectives: sets the goals
and vision
and objectives to achieve the mission.
Gets more resources: gets more recourse
Manages resources: a manager always
to accomplish the mission. They always
manages the resources.
try to look for other opportunities.
Applies technologies: managers always
Secures technologies: they protect the
apply technologies available to them and
technologies. Always keep their eyes open
will not strive for change.
and try to secure new technologies
essential to create competitive advantages.
Seeks to create needed change: they
management will try to manage the change
always seek to create the needed change
and prefer to maintain the stability in the
and believe on "Change as the environment
Manage teamwork: Management focus is
Create teams' esp. top teams: Leadership
to get things done from people/team and
is always focused on creating a team
they will try for this.
especially top performing team. Leader
role is act as a coach and convert individual
working into teams.
So, after the detail discussion on difference between leadership and management, we can conclude that
in Management we have an authority relationship while leadership is a multidirectional influence
"Jack Welch (Former CEO of GE) says; "...dangerous to call someone a manager" because..
"A manager..." Controls rather than facilitates, Complicates rather than simplifies, Acts more like a
governor than an accelerator
1. Personal Characteristics:
A managerial culture emphasizes rationality and control, whether his or her energies are directed
towards goals, resources, organization structure. The manager ask, "What problems need to be
solved, and what are the best ways to achieve results, so people will continue to contribute to this
organization. Management is keeping themselves away from emotions and focus mainly on
organization, compliances. They seem to know the procedure and policies required to accomplish
the organization routine tasks. From this prospective leadership is more practical and emotionally
connected with employees and also with environment. Leadership is more open minded and listen
different ideas, ready for change and not only focusing present objectives of the organization but
also keep their focus on future too. They are honest with themselves, with followers and with others
too. With this honesty and concern with the welfare of others they build trust and that is very
essential for leadership process.
Leadership & Team Management ­ MGMT 623
2. Relationships:
Leadership always focuses on people, inspire them and develop them to achieve the organizational
mission. They use personality powers to influence others and act as coach and facilitators for
followers. With their charismatic personality leaders create a dynamic environment within the
organization. They also encourage the creativity and focuses on the dynamic environment changes.
While management focuses on objective and are mainly concern with outputs, reports and
mechanics of the organizations. To influence others, management depends on the position powers
and use control rather than motivation. Risk taking is not encouraged and they suppress creativity in
the organization.
3. Providing Direction:
Leadership always focuses on vision. Leadership reshapes the organizational culture, motivates the
employees, and believes on long term focus. Whether management depends on detailed
plan/schedule, allocation of resources, improve the efficiency and focuses ob short term goals.
4. Grouping
Leadership always creates the culture of communication and listen each others, help others and
facilitate others. They also reduce the boundaries and create the teamwork in organization. Whereas
management believe in line and staff management, believe on organization, staff and structure,
creates boundaries and focuses on direct and control. Provide solution and guidelines in the
5. Outcomes
Leadership creates the culture of change and tries to implement change in response to the changing
environment for greatest outcome. Leadership challenges the status quo and adopts the change.
Believe on effectiveness and efficiency. While management are concern about stability, are more
predictable and focus on short term expectations. Believe on day to day outcome and not taking any
What "Followers" Expect
Traits desired in a leader are like Integrity, Consistency, Listen and discern needs, Open-minded,
Honest w/themselves; Inspire trust, Calm, Stays focused while handling a volatile situation etc.
Effective Leadership:
Trust among leader and followers is the key to success of this leadership process. A trust between the
leader and followers is very essential. When trust exists, individuals are more likely to enter into the
relationships necessary for goal attainment.
Trust: The Foundation of Leadership
Leader's integrity, competency, consistency, loyalty and openness are the key ingredients to build trust.
A Nurturing Climate
All members of the organization must be able to work in a climate that is free of fear, one that fosters
creativity and rewarding the achievements. This nurturing climate is also essential for proper leadership
process and for the success of a team/group or organization and for the effectiveness of a leader..
Freedom of Expression
All employees must be able to talk with one another, share ideas, critique proposals, view issues
critically, and obtain information that assists them in being effective and creative. This will only be
achieved through creation of participative culture in the organization and freedom to express on
procedures, policies etc. Leader needs to create culture that allows freedom of expression.
Leadership & Team Management ­ MGMT 623
Respect for Diversity
In this competitive environment of business, organization are dealing with diversify culture.
Organizations are trying to capitalize this diversity in the organization. Diversity of workforce has huge
benefit and yes some cost too. In order to make a commitment to the attainment of a particular goal by
capitalizing diversity in the organization/team, they need to respect the diversity and let all people
coming from different background to feel valued, respected, and appreciated.
Free and Open for Creativity
A leader must create an environment where every one can share his/her ideas and create the awareness
that individuals must feel free to seek new approaches, take independent decision and take risks. This
will be only done through a congenial environment in the organization, where every one feels free to
share his/her idea and are open for creativity.
Change Agent
The leader may act as a change agent, which is an individual who acts as a catalyst and leads the change
process. Change is the true reality of the organization. In this competitive business environment,
without responding the change no one can survive. "Change as the environment change".
What Followers Want from leader and from their colleagues?
Leaders to be
Colleagues to be
For proper leadership process, all three components of this process, the leader, followers and the
situation are very important.
Table of Contents:
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature