difference between management and leadership essay

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A Difference Between Leadership and Management

Introduction, differentiation between leadership and management, characteristics of leadership, similarities between leadership and management, significance of the distinctions.

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It needs to be understood that leadership and management are different. Most performing managers possess leadership traits, but not all leaders can manage effectively. Moreover, analytical powers, business acumen, and strategic decision-making skills may not always be found among leaders. Managers use their thinking faculties to sharpen their skill sets in given areas, and then use them for organizational benefit, whereas leadership entails self-assessment and self-analysis, and the deployment of their personalities for motivating and commanding others. (Shenkman 2007).

Leaders are trailblazers, they set new routes for others to follow, and are essentially fearless and adventurous, whereas managers seek conformity with corporate ideals and procedures. Through management, the company seeks compliance with the work assigned to the workforce; initiates action for ensuring that the workforce conforms and complies with their duties and responsibilities towards the organization. Thus, manufacturing new products and entering new product markets would need leadership roles while company auditing and internal control would need managers to oversee such processes and procedures. Management channelizes group efforts for the determination of pre-set precepts and practices. ( Leadership and Management . 1995). Leaders are born and evolve positively with circumstances, challenges and threats.

Leadership can be exerted even when the leader is not present, is in exile, prison, or when he/she ceases to hold power. Leadership involves voluntary followership, whereas managers enforce conformity and obedience. Managerial authority may flow from loyalty, or experience, and not from leadership traits. Though lacking organizational dexterity, a leader may still draw followership through sheer charisma and vision. ( The Difference Between Management and Leadership: The Leader is Followed, The Manager is Ruled . 1997).

Thus it is seen that there are major differences between a leader and a manager. While leadership may be a characteristic intrinsic, situation-based, and relating to external stimuli, management is extrinsic, relates to man’s conformity and adherence to pre-determined goals and objectives. Again, to a large extent, leadership skills are innate and surface when occasion demands; leadership is manifested when a ship is distressed in the high seas, the crew and passengers are endangered. The captain of the ship has to display leadership skills, encounter and overcome the dangers and take the ship and passengers safely to shore. Whereas under normal circumstances, the captain may only perform managerial tasks of ensuring that all matters relating to the ship’s movement and passengers are taken care of. Thus, situational aspects and personal characteristics highlight leadership, whereas making sure that routine tasks and conducts are ensured are managerial functions. There are many aspects that leadership needs to understand, especially in a multi-national setting. Leadership needs to understand various diversities like gender, nationality, sexual preferences, disabilities, etc., which, while positively harnessed could bring in productive results, but if not handled tactfully could lead to a host of undesirable issues.

The realization of objective is important in corporate situations, and form the crux of managerial and leadership activities. Thus, the fact that both leadership and management are result-oriented and intent upon consolidating company in terms of its commitment to stakeholders and others, both roles are similar in nature. Further, both leadership and managerial skills can be improved through practice and positive traits could benefit both the individual and the company. Both leaders and managers co-exit harmoniously and are essentially inter-dependent on each other. Handling expertise may be needed by leaders, and often managers need to assume leadership roles. Thus, in certain respects they are not only inter-dependent but essential for each other. It is evidenced that both leadership and management are critical components of organisational fabric. Management is required for optimising use of assets for building and implementing critical plans. Leadership is necessary for building innovative business and both are of vital significance for business enterprises. (McCrimmon 2008).

The distinction between leadership and management is important for quite a few reasons. Leadership denotes a genre of skill sets like motivation, resolving conflicts, eliminating high risk situations, ensuring that the company is moving in high growth areas, neutralizing competitive elements and taking strategic managerial decisions.

Management, on the other hand, seeks balancing of tasks and performance, ensuring compliances and remedying situations where mismatches between tasks and accomplishments occur, either through discipline or some other effective method. While both leadership and management roles are of similar magnitude, management has a larger responsibility since it also has to work out effective strategies and execution plans for gaining maximum performance from the workforce. (McCrimmon 2008).

However, while management is all encompassing and broadly deterministic, leadership is narrower and task focused. It is always on the move, seeking new solutions for existing problems, even forecasting and eliminating future risks and threats to business and seeks to keep the business on course with corporate aims and objectives through strategic decision making and innovation.

It could be concluded that both managers and leaders are essential for business operations and its growth and development over a period of time. Both are equally important and contribute significantly to managerial performance. While leaders provide risk insurance and hedges against business perils, managerial activities ensure compliances and conformity with enterprise norms. Enterprise planning, organizing and motivating are of no use if not implemented regularly and managerial tasks ensure that these are constantly performed at competent levels.

Leadership and Management . (1995). [online]. Team Technology.co.uk. Web.

MCCRIMMON, Mitch. (2008). The Strategic Manager: The Importance of Leadership and Management . [online]. Web.

SHENKMAN, Michael. (2007). Can you Turn Managers into Leaders . [online]. Web.

The Difference Between Management and Leadership: The Leader is Followed, The Manager is Ruled . (1997). [online]. Web.

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Difference between Leadership and Management Compare & Contrast Essay

Accepted wisdom today s that there is sufficient difference between leadership and management, between leader and a manager, that the two concepts or forms of influence should not be used interchangeably . In times of significant organizational change, both leadership and management are required.

This paper is going to focus more on the role leader’s role for initiating, implementing, and sustaining organizational change.Organizations progress through developmental stages. As organizations age, structures increase to provide greater control and coordination .

The young organization is characterized by high energy, movement, and virtually constant change and adaptation. Aged organizations have established “turf boundaries,” function in an orderly and predictable fashion, and are focused on rules and regulations. In essence, change is limited. However, it is clear that organizations must find a balance between stagnation and chaos, between birth and death.

In the process of maturing, workers within the organization can become prisoners of procedures, forget their original purposes, and allow means to become ends. Without change, the organization may stagnate and die. Organizations need to keep foremost what they are going to do not what they have done. This is what informs the role of organizational change.

It should be clear that leadership and management skills are necessary for successful planned change to occur. The manager must understand the planning process and planning standards and be able to apply both to the work situation.

The manager is also cognizant of the specific driving and restraining forces within a particular environment for change and is able to provide the tools or resources necessary to implement that change. The manager, then, is the mechanic who implements the planned change.

The leader however is the inventor or creator. Leaders today are forced to plan in a chaotic health care system that is changing at a frenetic pace. Out of this chaos, leaders must identify trends and changes that may affect their organizations and units and proactively prepare for these changes. Thus, the leader must retain a big picture focus while dealing with each part of the system.

In the inventor or creator role the leader displays such traits as flexibility, confidence, tenacity, and the ability to articulate vision through insights and versatile thinking. The leader also must constantly look for and attempt to adapt to the changing and unpredictable interactions between agents and environmental factors outlined by the complexity science theorists.

The leader and the manager is also cognizant of the specific driving and restraining forces within a particular environment for change and is able to provide the tools necessary to implement that change. The leader and the manager, then, are the mechanics who implement the planned changes.

The term ‘leadership’ often implies in its historic connotation someone who shows the way and guides the right direction. The modern understanding conveys a sense of a leader and his ability to know what is best or desirable in most situations, influence his subordinates, direct the effort, control the situation and take full responsibility.

It is commonplace observation that leadership plays an important role in the creation, survival, growth ad decay of organizations. Most of the leadership research to date has been conducted with the implicit assumption that leadership does make a difference in terms of organizational performance. This is the basically the question of the ability of human agency to for example bring about change in complex social systems.

Change is currently seen as a highly relevant phenomenon, which engages many people. Most writers and scientists seem to agree that the pace of the development of society is the fastest the human race has ever seen. This development appears to be accelerating and have a stronger thrust than ever before.

Essentially change can be defined as a deliberate effort which is characterized by changes which may seem physical to the operations of an organization which are geared towards a given end. It is marked by the loss of the familiar as the organization tries to accept the unfamiliar. However, it is worth noting that change often resistant.

Much of the literature on organizational management emphasizes the role of institutional leaders in organizational change and development, as well as the formulation and implementation of corporate policies and strategies.

Some scholars hold the view that within the organization, institutional leadership is critical in creating a cultural context that fosters innovation, and in establishing organizational strategy, structure and systems that facilitate innovation. It is apparent that process innovations and organizational changes can be implemented effectively when they are institutionalized and integrated into the current organizational practice.

These changes which are brought about by innovations must not only adapt to the existing organizational and structural environments, but they must also transform the structure and practices of these environments. The strategic problem that exists for institutional leaders is one of creating an infrastructure and a plat form which is conducive for this form of change.

The leadership patterns displayed by managers is said to determine the accomplishment of corporate goals and objectives. Leadership behaviours plays a central role in the cultural and political transformation processes of a firm by continuously changing the core values of employees, organizational structures, and contextual variables and the contents f the business strategies followed by the firm.

Values aspirations and preferences of top management are important factors that influence the choice of strategy that brings about change. in this case, process innovation as a strategic decision will be affected by the personal values of the leader as well as the organizational political process that shape the power exercised by the leader.

Organizational change may be defined as the adoption of a new idea or a behaviour by an organization. It is a way of altering an existing organization to increase organizational effectiveness for achieving its objectives. Organizational change is primarily structural in character and it is designed to bring about alterations in organizational structure, methods and processes.

Successful organizational change must continually focus on making organizations responsive to major developments like changing customer preferences, regulatory norms, economic shocks and technological innovations. Only those organizations those are able to undertake suitable change programs, can sustain and survive in a changing and demanding economic order in their bid to remain ahead of others in the race.

Many factors give rise to change processes in organizations. Organizations seek to be innovative; give in to pressures to follow the pack or an industry or sector leader; or are coerced by forces of public opinion, regulatory force, or marketplace mechanisms to attempt change.

The success of change in organizations can be measured by a variety of perspectives – those who seek the change; those who are asked to alter their practice; those whose stakes are most impacted by old and new ways of doing; and bystanders of the process among others. However we come to those assessments, the process of implementing change – of putting ideas into practice – is a major determinant of outcomes.

Organizational changes do not take place in a vacuum. These changes are usually based on a theoretical framework . Relating to the nature of the change process, most of the change theories could be grouped into four broad categories: evolutionary change, dialectics, life cycle and teleological theories.

The four are distinguished from each other either on the basis of unit of change or mode of change. The unit of change is either the single individual entity, interactions among people or relationships between organizations. The mode of change is either prescribed or constructive.

Evolutionary change is a continuous cycle of variation, retention and selection among several units regardless of the rate of change. Naturally, the outcome can be radical or gradual depending on the timely distribution of the variation, retention and selection of events throughout the organization.

The dialectic theory of change talks about the organizational existence in a pluralistic world of ambiguous and contradictory forces and values that compete with one another to get control over the others. When the status quo is confronted by the opposing force, which is with sufficient power, change takes place.

Life cycle theory proposes change process as a linear irreversible sequence of prescribed stages which facilitates organizations to move from the point of departure towards an end which is prefigured in the present state.

Teleological theory talks about the organization’s interaction with the external and internal construct and its effort to reach to the defined goals. This is a deliberate process of reaching t the predetermined goal as the ultimate objective.

Essentially, effective management of these changes requires the leader to be able to manage the following key phases; that is being aware of the requirements of change, generating willingness for participation and supporting the change initiatives, gathering information and knowledge about the method and process of change, ability to implement the change on a regular basis and reinforcement to keep the change process.

All these factors and phases are best delivered and managed by the leader whose role is to ensure that the organization achieves its core objectives in light of the prevailing circumstances. In conclusion, nothing is more prevalent in industry today than change. Some of these change initiatives happen as organizations evolve, and often require little intervention. Others are far more reaching.

They involve efforts specifically designed to improve organizational functions. Thus a leader should be aware of one’s role in the organization in ensuring that the stipulated objectives are realized. As an organization works towards realizing the role of change, the leader should take the lead role in ensuring that the subordinates understand the direction which the organization is taking.

In this case the role of the leader is to ensure that the organization works as a team and the challenges which are brought to the fore through these changes are dealt with. Finally, as the saying goes, there is nothing as constant as change. However, we need to realize that change cannot manage itself, it needs the coordinated efforts of all the stakeholders who are involved.

Bjønness, S. (2007). The notion of change in leadership cultures. Basel: Haupt Verlag AG.

Chowdhury, S. (2003). Organization 21C: someday all organizations will lead this way. New York: FT Press.

Ingols, C., Cawsey, T. F., & Deszca, G. (2011). Organizational Change: An Action-Oriented Toolkit. California: SAGE.

Lewis, L. K. (2011). Organizational Change: Creating Change Through Strategic Communication. West Sussex: John Wiley & Sons.

Marquis, B. L., & Huston, C. J. (2008). Leadership roles and management functions in nursing: theory and application. Philadelphia: Lippincott Williams & Wilkins.

Rothwell, W. J. (2001 ). The manager and the change leader. New York: American Society for Training and Development.

Sengupta, N., & Bhattacharya, M. S. (2006). Managing Change In Organizations. New Delhi: PHI Learning Pvt. Ltd.

Sisaye, S. (2001). Organizational change and development in management control systems: process innovation for internal auditing and management accounting. Oxford: Emerald Group Publishing.

Thomas, S. J. (2001). Successfully managing change in organizations: a user’s guide. New York: Industrial Press Inc.

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Leadership vs. Management: What’s the Difference?

• 31 Oct 2019

The terms “leadership” and “management” are often used interchangeably. While there is some overlap between the work that leaders and managers do, there are also significant differences.

In a keynote discussion at Harvard Business School Online’s annual conference, Connext , HBS Professors Nancy Koehn and Joe Fuller explored the interplay between leadership and management and shared how they define the two disciplines.

Koehn referenced the work of HBS Professor John Kotter, who she said aptly defined the “activity of leadership.”

Leadership vs Management: What's the difference?

“ Leadership , he wrote, is the creation of positive, non-incremental change, including the creation of a vision to guide that change—a strategy—the empowerment of people to make the vision happen despite obstacles, and the creation of a coalition of energy and momentum that can move that change forward,” Koehn said.

Fuller, who teaches the online course Management Essentials , relayed his thoughts on how management compares.

“ Management is getting the confused, misguided, unmotivated, and misdirected to accomplish a common purpose on a regular, recurring basis,” Fuller said. “I think the ultimate intersection between leadership and management is an appreciation for what motivates and causes individuals to behave the way they do, and the ability to draw out the best of them with a purpose in mind.”

Watch the full keynote discussion between Nancy Koehn and Joe Fuller below:

While these definitions draw parallels between the roles of leaders and managers, they also allude to some key contrasts. Here are three differences between leadership and management.

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How Is Leadership Different from Management?

1. process vs. vision.

Effective leadership is centered on a vision to guide change.

Whereas managers set out to achieve organizational goals through implementing processes, such as budgeting, organizational structuring, and staffing, leaders are more intent on thinking ahead and capitalizing on opportunities.

“I think of management as working with other people to make sure the goals an organization has articulated are executed,” says HBS Dean Nitin Nohria in an interview for the online course Management Essentials . “It’s the process of working with others to ensure the effective execution of a chosen set of goals. Leadership is about developing what the goals should be. It’s more about driving change.”

2. Organizing vs. Aligning

In the book, On Becoming a Leader , scholar Warren Bennis presents a list of key differences between managers and leaders , including:

• The manager administers; the leader innovates
• The manager maintains; the leader develops
• The manager focuses on systems and structure; the leader focuses on people

Managers pursue goals through coordinated actions and tactical processes, or tasks and activities that unfold over stages to reach a certain outcome. For example, they may implement a decision-making process when leading a critical meeting , or when devising a plan for communicating organizational change .

Leaders, on the other hand, are less focused on how to organize people to get work done and more on finding ways to align and influence them.

“Your central function in a position of leadership is to mobilize others so they can execute a set of individual and collective tasks,” says HBS Professor Anthony Mayo in the online course Leadership Principles .

By developing a personal leadership style through self-reflection and honest feedback , leaders can learn how to empower their employees and inspire them to both believe in and pursue important organizational initiatives.

3. Position vs. Quality

The title “manager” often denotes a specific role within an organization’s hierarchy, while referring to someone as a “leader” has a more fluid meaning.

“Manager is a title. It’s a role and set of responsibilities,” says leadership coach Doc Norton in Forbes . “Having the position of manager does not make you a leader. The best managers are leaders, but the two are not synonymous. Leadership is the result of action. If you act in a way that inspires, encourages, or engages others, you are a leader. It doesn't matter your title or position.”

Leadership is a quality that needs to be shaped. Through developing emotional intelligence and learning how to influence others , professionals of all levels can build greater self-awareness and understand how to bring out the best in themselves and others.

For seasoned and aspiring managers alike, possessing strong leadership skills can not only lead to better job performance , but an improved knowledge of how to influence the context and environment in which decisions get made.

Related: How to Be an Effective Leader at Any Stage of Your Career

Unleashing Your Leadership Potential

Leadership skills can be developed at any stage of your career. By understanding the characteristics of effective leaders and how leadership differs from management, you can develop techniques for coaching colleagues, delivering feedback, and overcoming specific organizational challenges.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

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• Key Differences

Know the Differences & Comparisons

Difference Between Leadership and Management

One of the major difference between leadership and management, is management is for formal and organized group of people only, whereas leadership is for both formal and informal groups. To further comprehend the two concepts, take a read of the given article.

Content: Leadership Vs Management

Comparison chart, definition of leadership.

The skill of leading a group of people and inspiring them towards a direction is known as Leadership. It is an interpersonal process which involves influencing a person or a group, so as to ensure achievement of objectives, willingly and enthusiastically.

It is not a lesson to be taught, but a quality which is possessed by only a few number of people. The person who owns this quality is known as a leader. A leader is someone who has a large number of people following him, as their inspiration. Some examples of leaders, which are born in India are Mahatma Gandhi, Amitabh Bachchan, Kiran Bedi,  Sachin Tendulkar, Saina Nehwal, etc.

Leadership is an activity of guiding and directing people to work together in achieving the objectives. It requires a good vision of thinking across the boundaries.

In an enterprise, you can see a number of leaders who are responsible for the work of their team members. For the achievement of a single objective, the employees of the organisation are divided into teams and each team is assigned a task which they have to complete within the specified time. Each team comprises of a leader who is appointed on the basis of merit cum seniority.

In the business environment, leadership is not only limited to persons, but an organisation can also attain leadership in the market by defeating its competitors. Leadership can be in terms of product, market share, brand, cost, etc.

Definition of Management

The word management is a combination of four terms, i.e. man+age+men+t (technique). In this way, management refers to a technique used by a man for dealing and managing persons (men) of different age group, to work together for achieving a common objective.

Management Process

Key Differences Between Leadership and Management

The major difference between leadership and management are as under:

• Leadership is a virtue of leading people through encouraging them. Management is a process of managing the activities of the organisation.
• Leadership requires trust of followers on his leader. Unlike Management, which needs control of manager over its subordinates.
• Leadership is a skill of influencing others while Management is the quality of the ruling.
• Leadership demands foresightedness of leader, but Management has a short range vision.
• In leadership, principles and guidelines are established, whereas, in the case of management, policies and procedures are implemented.
• Leadership is Proactive. Conversely, management is reactive in nature.
• Leadership brings change. On the other hand, Management brings stability.

Leadership and Management are inseparable in nature, if there is management, there is leadership. In fact, the qualities of a manager require leadership skills to inspire his subordinate. In an organisation, you can see both management and leadership. There is a manager in a department and a number of leaders who work with their teams in assisting the organisation in the accomplishment of their goals. Many times managers play the role of a leader too, at the demand of the organisation. So they both go side by side as a complement to each other. An organisation needs both for its growth and survival.

Management is all about the arrangement and maintenance of the 5M while leadership is about persuading people in a positive direction for digging out talent in them.

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August 23, 2017 at 8:59 pm

Thank you Surbhi for making me understand on this topic. ^_^

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April 6, 2023 at 4:56 pm

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Sylvia says

April 7, 2018 at 11:18 am

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Molly esther says

November 6, 2018 at 6:58 pm

Thanks a lot for differentiating management and leadership in such a way that I was able to understand it for the first time

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August 19, 2019 at 11:29 am

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November 14, 2019 at 11:30 am

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February 9, 2020 at 3:05 am

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January 22, 2021 at 1:56 am

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January 24, 2021 at 4:07 am

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Alice Nkosi says

February 27, 2021 at 6:58 am

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Themba Mafuyeka says

February 28, 2021 at 12:53 pm

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August 23, 2021 at 5:15 pm

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October 23, 2021 at 2:24 am

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December 1, 2022 at 5:15 am

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May 16, 2023 at 8:19 pm

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Vikash says

August 1, 2023 at 4:27 pm

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Rosario Galdiano says

February 19, 2024 at 4:01 pm

Have gained insights and learnings on leadership and management. Thank you very much. God Bless

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Differentiation Between Leadership and Management

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Published: Jun 6, 2024

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Table of contents

Core characteristics of leadership, core characteristics of management, differences in approach and impact, conclusion: balancing leadership and management.

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The purpose of this self-evaluation essay is to reflect on my public speaking skills and identify areas for improvement. Public speaking is an essential skill in many professions and social situations. Effective communication [...]

Manual dexterity is the ability to use one's hands in a skillful and coordinated way to manipulate objects and perform tasks. It is a crucial skill that is required in various fields such as healthcare, construction, [...]

Administrative assistants play a crucial role in the smooth functioning of any organization. They are the backbone of an office, ensuring tasks are managed efficiently, communications are effective, and problems are resolved [...]

Why is it important to follow directions? This essay  will prove that following instructions is not just an important learning skill; it is an essential life skill. Starting from coloring the correct box in preschool and going [...]

Those activities and skills judged essential to perform the duties of a specific position (Tas, 1988, p. 41). Competencies specify how to perform job tasks, or what the person needs to do the job successfully. A brief overview [...]

Most people have a basic idea of what they need when they cook at home, but most people do not have the experience to know what’s good and what’s not. However, the art of baking is still the most basic and fundamental requisites [...]

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