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Leadership vs management

  2. INFLUENCING MOTIVATING INSPIRING CREATING MENTORING PLANNING ORGANIZING STAFFING COORDINATING CONTROLLING LEADERSHIP MANAGEME NT Management is operational; it’s about setting priorities, evaluating priorities, hiring and firing decisions, compensation decisions, and things like that. Leadership is a coach, or even a spiritual guide. They are responsible for maintaining energy, keeping everyone on the team inspired and helping them grow, and for ensuring everyone is aligned in the same direction. What’s the difference and why both roles does value?
  3. ✓Leadership is about motivating people to comprehend and believe in the vision you set for the company and to work with you on achieving your goals. ✓Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. ✓It is about developing critical thinking, problem solving and process improvement skills in others and giving them the opportunity to apply these skills and have input on decisions. 1 2 3 L E A D E R S H I P
  4. ✓ Management is more about administering the work and ensuring the day-to-day activities are getting done as they should. ✓Management consists of controlling a group or a set of entities to accomplish a goal. ✓It happens with one or more decision makers for a particular unit, department, division, organization, where there exists a ‘thing’ to be managed, controlled, handled, directed or overseen 1 2 3 M A N A G E M E N T
  5. Distinctions of Leadership and Management “A Trilogy on Leadership and Effective Management” Author: Anthony A. D’Souza 1. Anthony D'Souza - he is the outstanding third world leader writes on Christian leadership and he has 25 works in 87 publications in 4 languages and 1,046 library holdings. Call for leaders – Leaders assumptions - Key functions for effective leadership - Individual development - Influence of leadership styles - Influential communication - Improving interpersonal relationships - Gaining understanding - Group dynamics - Opposing styles of leadership - Effective discussion leaders - Motivation and satisfaction - Tips for effective leadership - Expressing feelings - Problems-solving and decision making - The challenge of change - Planned change - Work-related stress - Coping through rational emotive imagery - The pareto time principle - Goal setting for life - The winning attitude.
  6. Managers are concerned with the present. Looks to the future. Make sure details are taken of. Set broad purpose and directions. Exercise control to make sure that things work well. Create commitment that things may work together. Solve todays problem by addressing difficulties caused by changing events. Creates better future by seizing opportunities stimulated by changing events. Focus on process. Focus on the product. Focus on problem behavior and try to improve it through counseling, coaching and nurturing. Focus on what is right and praise it. Make sure people put in an honest day’s work of their pay. Inspire people to do their best. Organize and plan to meet this year’s objective. Create a vision of the years down the road. Create efficient policies and standard operating procedures. Go beyond the need for standard and create a more efficient system. Focus on efficiency. Focus on effectiveness. MANAGEMENT LEADERSHIP by: Anthony D'Souza
  7. Distinctions of Leadership and Management “Learning to Lead: A Workbook on Becoming a Leader, summed up the Management vs. Leadership distinction” Author: Warren Gamaliel Bennis 2. Warren Bennis - as an American scholar, organizational consultant and author, widely regarded as a pioneer of the contemporary field of Leadership Studies. Bennis was University Professor and Distinguished Professor of Business Administration and Founding Chairman of The Leadership Institute at the University of South California.  “To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion.”
  8. LEADERS MANAGERS Command employees Create followers Instill fear Evoke obedience Place blame Encourage conformity Punish failure Play by the rules Provide instructions Empower employees Create other leaders Instill respect Evoke passion Seek solution Encourage creativity Accept failure as learning Take risks Provide vision by: Warren Bennis
  9. Distinctions of Leadership and Management “A Force for Change” Author: John P. Kotter 3. John P. Kotter - is a best-selling author, award winning business and management thought leader, business entrepreneur and Harvard Professor. His ideas, books, and company, Kotter, help mobilize people around the world to better lead organizations in an era of increasingly rapid change.  A Force for change showed the importance of an organization needing the respective strengths of management and leadership.
  10. The 8-steps For Leading Change By: John Kotter CREATE A SENSE OF URGENCY BUILD A GUIDING COALITION FORM A STRATEGIC VISION AND INITIATIVES ENLIST A VOLUNTEER ARMY Help others see the need for change through a bold, aspirational opportunity statement that communicates the importance of acting immediately. A volunteer army needs a coalition of effective people – born of its own ranks – to guide it, coordinate it, and communicate its activities. Clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to the vision. Large-scale change can only occur when massive numbers of people rally around a common opportunity. They must be bought- in and urgent to drive change – moving in the same direction.
  11. The 8-steps For Leading Change By: John Kotter ENABLE ACTION BY REMOVING BARRIERS GENERATE SHORT-TERM WINS SUSTAIN ACCELERATION INSTITUTE CHANGE Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generate real impact. Wins are the molecules of results. They must be recognized, collected and communicated – early and often – to track progress and energize volunteers to persist. Press harder after the first successes. Your increasing credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality. Articulate the connections between the new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits.
  12. 6 Steps to Effective Management During Change by KARIN SYREN The process must begin with a clear and detailed statement of objectives and move from there to goal design. Goals must be directly accountable to the vision while remaining in alignment with the stated purpose of the organization. Efficiency in this area requires the ability and resources to develop and effectively communicate design/redesign plans and realistic schedules, while maintaining a balance between the broad view and day operation. Great communication is the delivery of clearly stated information on the true state things, is timely, pertinent, and requires confirmation that the message has been understood. The more ways in which information is given, the more believable it becomes and the more likely to initiate action . STEP 1 Establish Objectives STEP 3 Communicate STEP 2 Organize and Plan
  13. 6 Steps to Effective Management During Change by KARIN SYREN Motivation is the purpose provider, the impetus for action. Experts acknowledge that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. Change is disturbance of the status quo, and will always involve a degree of resistance. Involving key staff in the design and implementation process can be extremely productive Developing people ought to be a primary goal of any organization. Developing existing staff during a period of transition is practical and profitable. Leaders have the power to provide an environment rich in opportunity and resource. Ignorance in this area can be a costly flaw surfacing during periods of change. Employees must be made aware of their progress, in new and developing settings, as well as in familiar ones. Measurement and evaluation should be designed to reflect the vision while motivating and initiating self- government of the individual. Growth is a process best achieved and assessed under relatively stable circumstances. STEP 4 Motivate STEP 6 Measure & Analyze STEP 5 Develop Staff
  14. Leadership vs Management: Why Both Roles Have Value? While companies often like say they are grooming leaders, both management and leadership are important functions. • Great managers may not have large spheres of influence, but they can be masterful at running projects and getting things done. They know how to plan, organize, and coordinate. When a company has a complex project to undertake, a smart manager knows how to execute. • A great leader, on the other hand, may be influential and have fantastic new ideas, but may not be so adept at managing the many ongoing details involved with getting a project done. Leadership is more about inspiring, motivating, and innovating.
  15. “Leaders and managers each bring their own strengths to the table. Leaders are the go-getters, and are driven by policy. Managers are task-oriented and more hands on in their work. By each understanding the other's strengths, there will be a greater impact toward the goals of the organization.” -end