BUS FPX 3011 Assessment 3 Leading and Managing

Student Name

Capella University

BUS-FPX3011 Fundamentals of Management

Prof. Name

Date

Leading and Managing

Managers and leaders are often conflated, yet they embody distinct roles and responsibilities within organizations. While both involve motivating and driving action, they differ fundamentally. Managers are tasked with controlling and administering various aspects of a company, organization, or team, whereas leaders command groups or organizations (Dictionary.com, 2020). The crucial disparity lies in the followership: leaders inspire followers, while managers oversee employees. Success necessitates a blend of qualities from both domains.

Leader Characteristics

Leaders possess a distinct set of skills that distinguish them from managers. They excel in creating value, fostering creativity, inspiring, and motivating innovation (Johnson, 2009). These abilities compel individuals to follow willingly. Effective leaders exhibit a combination, if not all, of these skills, earning authority through prowess, knowledge, and capabilities.

In determining whether to assume a leadership or managerial role, the context matters. For instance, a leader excels in scenarios requiring group collaboration or goal attainment, inspiring teams to work cohesively towards objectives. Leadership, characterized by inspiration and motivation, can emanate from any individual.

Leader Attributes

Leadership transcends formal authority and manifests across various domains (Brown, 2010). Consider a sports team: the coach manages the team’s logistics and strategy, while the captain leads through personal example and motivation, aligning the team with the coach’s objectives. This exemplifies the four leadership styles: leading by doing, by team, by inspiring, and by empowering (Cassie & , 2011). Each style underscores different approaches to leadership, emphasizing actions, teamwork, inspiration, and empowerment.

Manager Characteristics

In contrast, management evokes the hierarchical relationship between bosses and employees. Unlike leadership, which garners voluntary followership, employees work under managers out of necessity (Johnson, 2009). Managers are charged with planning, directing, and overseeing tasks to achieve organizational objectives (Allman, 2009). Their role entails ensuring productivity, meeting quotas, and adhering to deadlines. A proficient manager exhibits strategic planning, objective-setting, and diligent follow-through (Schalm, 2009), considering diverse stakeholders’ perspectives.

Managers Analyzed

Consider a scenario of departmental restructuring: a manager orchestrates staffing, task delegation, and data analysis essential for the restructuring. Here, tangible tasks supersede the need for inspiration, aligning with managerial duties. Managers provide direction, delegate responsibilities, and maintain a productive work environment (Millett, 2012).

BUS FPX 3011 Assessment 3 Leading and Managing

Both leaders and managers are instrumental in goal attainment, albeit through distinct approaches. While leaders inspire and innovate, managers ensure task completion and productivity. A blend of leadership and managerial traits enhances effectiveness, enabling individuals to inspire creativity while ensuring task fulfillment.

References

Allman, S. (2009, October). Leadership vs. management. Successful Meetings, 11, 12.

Brown, J. (2010, January). Leadership vs. management. Supply House Times , 52(11), 118-121.

Cassie, P., &. (2011, January). Leadership styles: A powerful model. Training Journal, 46-51.

Dictionary.com. (2020). Dictionary.com. Retrieved from Dictionary.com: https://www.dictionary.com/

Johnson, R. (2009, June). Are managers leaders or are leaders managers? Supply House Times , 52(4), 66-67.

Millett, S. (2012, September). Thought leader: Why managers must be futurists. New Zealand Management, 21.

Schalm, R. (2009, December). We need fewer leaders, better managers. Canadian HR Reporter, 22(22), 35.

BUS FPX 3011 Assessment 3 Leading and Managing