The differcence and overlap between a good manager and a fine leader in organization.docx
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The differcence and overlap between a good manager and a fine leader in organization.docx
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Thediffercenceandoverlapbetweenagoodmanagerandafineleaderinorganization
TOPIC:
TheDifferenceandOverlapbetweenGoodManagersandFineLeadersinOrganizations
Context/Background
Thereisalong-timeargumentthatwhetherleadersaredifferentfrommanagers.Fromtheappearance,therolesandfunctionsofleadersandmanagersaresimilar.However,somescholarssaidthatleaderisthepersonwholeadstheircompaniestoachievesometargetswhilemanageristheonewhoknowmanagethecomponentswellintheorganization.Anyway,ifitisdifferent,whatarethedifferences;thenifitissame,whytherearetwosamerolesexits.Since1970s,itengendersthedebateamongmanyresearchers(Zaleznik,1977;Kotter,1982,1990;Sarros,1992;Capowski,1997;Bennis,1989;Covey,Merrill,&Merrill,1994;DuBrin,1995;Kumle&Kelly,2000;Weathersby,1999;Yukl,1999;Maccoby,2000;Zimmerman,2001;Perloff,2007;Daft,2003;KotterJ,2006;Toor&Ofori,2008b).Actually,peoplebecamemoreinterestedinthetopicovertheyears.SinceZalezinkstartedtheargue,thepublicationsaboutleadershipandmanagementincreasedlargely.However,ManghamandPye(1991)stilldoubttheusefulnessofthisargue.Because,intheirviews,thedefinitionofmanagementisbeingclear,whilsthowtobecomealeaderandwhyhecanleadanteamisanmystery.Areviewofcontributionsalsoshowsthattodaypeoplearestillconfusedaboutthedistinguishandimportanceofmanagerandleader,soititworthytoproceeddeepresearchtomakeitclear.
Czarniawska-JoergesandWolff(1991)providedadistinctiveopinionthattheemergenciesofmanagers,leadersandentrepreneursaretheenactmentofarchetypes,whichcomefromthefearsandwishesofthecompanycreatorsbytheirusualactions.Theyalsoadvocatedthatdifferentsocialandeconomiccircumstanceswillbebeneficialforformingdifferentorganizationculture.Underthesecircumstances,thenotionofleaderandmanagercameoutandbecameincreasinglypopular.However,Kotter(2006)believedthattheconfusionofmanagerandleaderwillengenderalotofproblemsintheorganizationoperation,includingthepromotionandimplement.Eventheauthorityofheaderwillbeaffected.Forinstance,onceanaturalleadercometoaorganizationwhichismanagedbyanexitingmanager,thenthiswillcausetheconflictbetweentheseimportantfigures.Finally,intheorganization,thefunctionofdifferentpeoplecannotbewellutilized(Zalezni,1998).
TheAimofthePaper
Althoughtheargumentsmadebyscholarsarepersonalviews,Zaleznik(1977),whoquotedkindsofindividualstotestandprovehisargument,isanexception.Inthispaper,thestudywillbecovedbyresearchesandcontrastofattributesbetweenleadersandmanagers.Thisstudywillfocusonwhatarethedifferencesbetweenthesetworoles,andtheconjunctiontomakethemlooksimilar,finallyexplorethewaystocleartherelationshipbetweenmanagersandleaders.
SummaryofLiteratureReview
Organizationissuchaunitthatconsistsofitsownlogic,traditionalbehaviorroutes,andinertia.Itisdoingsometriedandconfirmedthings,avoidingtakingrisksandstrikingoutwhentimeismature(John,1973).Accordingtothedefinition,whatanorganizationprovidestofunctionisthedevelopmentofmanagementratherthanleadership.Butitalsomeansthebureaucraticcultureintheorganizationwhichisold,obstinate.Otherwise,theriskcompaniedwithpowerneedstheinvolvementofleadersandtheircharactersofrisking.Andifcompanieswanttoseekfurtherdevelopment,theywillbreaktheregulation,dropofftheinertia,atthistime,transformationfrommanagerstoleadersisimportant.
ThedefinitionofmanagementbyOED(OxfordEnglishDictionary)is:
“Organization,Supervision,ordirection;theapplicationofskillorcareinthemanipulation,use,treatmentorcontrol(ofathingofaperson),orintheconductofsomething.”Therefore,organizationisaboutthecontentandcompetencytoorganizeandsupervisethestaff,andgivetheteamadirection.ThenmanagerisdefinedbyOEDisthepersonwhosedutiesaretorecognize,tosupervise,tomodulatetheactionsofpersonals;toplan,toimplement,totrack,andtoadjusttheproceedingofprogramsandthoseembodythedistributeofresourceandmanageofbusiness.
Onthecontrary,thenotionofleadershipencountersalongerdevelopmentprocedure.Attheearly1800s,itwasexplainedastheinfluenceandgovernance.Till1900s,itwasorganizedasthecompetencytoleadandfromthatitisalsobethoughtsimilartomanagement.TodayintheOED,thedefinitionofleadershipis:
“thedignity,office,orpositionofaleader,especiallyofapoliticalparty;abilitytolead;thepositionofagroupofpeopleleadingorinfluencingotherswithinagivencontext;thegroupitself;theactionorinfluenceforthedirectionororganizationofeffortinagroupundertaking.”Fromthedefinition,itcanbegainedthatasaleader,hefocusmoreontheinfluence,encouragement,andinspiration,aswellastheabilitytoleadotherstoachievesettledtargets,givingsubordinatorsdirection.Inotherwords,itcanbetreatedastheeminentfigurewhoownparticularcharmandvision(fromOED).
Afterall,thereisnotaconsistentandwidelyaccepteddefinitionofleadership.Theleadershipintheorganizationisaseriesofactionswhichprovidetheguidanceandin-timecoordinationforwork(Fiedler,1967).Beyondthecompany,leadershipiswholesocietyconcept.Forexample,leadershipisthemethodthatthroughthecirculationofpeoplewithcertainaims,values,evenparticularlypoliticandeconomicbenefits,leadersandtheirfollowersachievecertaintargets,underthecontextofcompetition,cooperation,conflict(Burns,1978).Soeventhoughleadershipisveryimportantinthesociety,differentindustriesincludingmilitary,business,literature,societyhavedistinctivedefinition(Bass,1990;KotterJ.,1990;Terry,1993;Zaleznik,1998).Ontheotherhand,therearealsosomeconsistentelements,suchascondition,thefollow’schange,leader’swillingandbureaucracy,toaffecttheeffectivenessofleadership(Fiedler,1967;Garden,Avolio,Luthanks,&May,2005).
Ontheotherhand,thedefinitionofmanagementisstraighter.Like,“theattainmentoforganizationalgoalsinaneffectiveandefficientmannerthroughplanning,organizing,leading,andcontrollingorganizationalresources.”(DaftR.L.,2003).EvenLevittdefineditspecificallyas“managementconsistsofrationalassessmentofasituation;thesystematicselectionofgoalsandpurposes;systematicdevelopmentofstrategiestoachievethesegoals;themarshalingofrequiredresources;therationaldesign,organization,direction,andcontrolofactivitiesrequiredtoattaintheselectedpurpose;andfinally,themotivatingandrewardingofpeopletodothework”(Levitt,1976).Ingenerally,thecognitionofmanagementismoreorlesssimilar,unlikeleadership,thedefinitionandcategorieshavebeenidentified.Furthermore,althoughtherearegrowingbranchesofmanagement,thefunctionsofmanagementarebasicallyruled.
TheDifferenceofManagerandLeader
ManagerVSLeaderPersonality
Atfirst,thepersonalityofthemanagersdiffersfromthatofleaders.Indetails,managersoftenemergeasaproblemsolver,otherwise,whatleaderalwaysplayisthedirector.Intheorganization,managersliketoplanthework,discussthedetailswithcolleagues,whichactionreflectstheteamworkspirit,distributethetaskandeveryone’sresponsibility,joinintheworkandhelptosolvetheemergingproblems,andmakeconclusionsintheend.Whatheorsheisdoingismore“outgoing”andtobeoneofthem.Onthecontrary,leadersaremorelikeapersonofforesight.Intheorganizations,leadersstandonthehigherplaceandhegivesthedirectionsforwholeorganization,suchasthetargetsanddirections,aswellastheinspirations.Actually,whatademocraticsocietyisdoingismorelikeanorganizationinwhichmanagersareinvolvedin.Italsoappliestoeducation,politicdepartment,andevenNGO(nonegovernmentorganizations).Whattheyneedisnotagenuineoraprophet,butthequalityoftoleranceandnegotiations,underademocraticsystemwhichemphasizesontheequalityandobligation(Zaleznik,1977).Forexample,the“leader”ofparliamentisproducedbyelection,andeverydocumentneedtobevoted,moreoverwhathisdutyismanagevariousaffairsinthecountry,notsimplybasedonhiswilling.
However,anotherconfusionisthatisthereneedtohavealeader.Whataleaderactuallygivesus.
Ananalogycanexplainthis,weneedapresenttobeourleaderofcountry,itistheheaderofthetrain,whoistheonetokeepthetrainwalkingintherightdirection;otherwise,andtrainneedsmanymanagersofdifferentapartmentstodealwithallaffairs,whicharecalledmanagement.Therefore,itisthatleaderismoreaboutthe“soul”guidancenotmind,butmanager,onthecontrary,ismoreaboutmind(intelligent)management(Capowski,1994).
Inconclusion,managersandleadersdifferessentially.Theygivedistinctiveviewsintheirworld.Itcanbeidentifiedfromtheirattitudetowardstargets,processmodeofwork,theinterpersonalrelationship,andthefunctionintheorganization.
Viewpointstowardstargets
Managershaveatendencytoobjectivetargets,whichisinaccordancewiththesituation,exceptforpassivecondition.Thedecisionstheymadeisconsideredofnecessariesbutnotpersonaldesires.Asaresult,managerialgoalsareintenselyembodiedinthetraditionandcultureofmanagerialorganization(Zaleznik,1977).
Ontheotherhand,leadersmakedecisionsintheactivewaywithcreatingdifferentidea,rathe
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