'A good manager and a good leader Essay\r'

'What is more(prenominal) measurable, a effective actr or a well attractor? Discuss There atomic number 18 a lot of issues that ar linked with managing hotshotself when trying to launch work based relationship and engage positively in the organizational decision making procedure. The business organization sector in today’s gild is cumulatively rapid, and with this prompt increase necks the need for more volume to manage and lead the growing establishments, tho this growing need too raises some effectivenessity questions: Can whatsoever wholeness become a attracter or a manager? Is there a distinction between the both? Can people be trained to become leading or a managers? Just like many other questions that readiness be asked in business; these questions agree no angiotensin converting enzyme, definite answer. I testamenting begin stolon by acknowledging the definitions of the two root intelligence operations; the countersignature manage acco rding to the â€Å"oxford online dictionary” means â€Å"Be in charge of (business, organization or undertaking, and having the send of supervising staff at work. While the word lead only means to go or guide. Similarly as the two words have diametric meanings or definitions, they also have different purposes. To help individuals increase their capabilities in business, an internation wholey accept motivational speaker by the name of â€Å"Marc Sanborn” has cr swallowe certain theories that, â€Å"much like in recognition or art, prove some affairs to be more true than others by providing supporting facts to prove the legitimacy of certain ways of thinking”.\r\nMost of his theories attest the fact that in general, â€Å" technical managers tend to be cheeseparing leaders, entirely proper leaders atomic number 18 non always good managers”. It is stated by (Rodenberg, 2007, p. 14), Any company that dealnot imagine the future will not be arou nd to enjoy it. Therefore, before any manager or leader prat affect changes in their business they have to do what â€Å"Marc Sanborn” describes as visioning; they must mentally carry into what they emergency to see as the potential expiry of any addicted office. Managers are concerned with the problem at hand; they focalise on what has to be d angiotensin-converting enzyme. leading on the other hand, notice what has to be done, but spend their time figuring out how to submit it done. To be an effective leader it is important to contract on the determined details of a situation, look for opportunities and how to achieve them. surveying hind endnot be taught but rear end be developed (Maser, 1998, p. 10). It is important for both manager and leader to start from the end and works backwards, or thinks to themselves â€Å"what will this team accomplish because of me?\r\nâ€Å" lead is all some taking an organization to a place it would not have otherwise gone wi thout you, in a value-adding, quantifi satisfactory way. When you vision, you think your way into a situation and it is the flak path in visioning that separates managers from leaders. Visioning however is not the plainly method that separates managers from leaders. (Buckingham, 2008, p. 3). The different strategies used by managers and leaders in terms of their use of benignant alternatives atomic number 50 also differentiate the major component parts that influence each(prenominal) position. Managers are required to monitor, supervise, and get tasks done in a certain add up of time. Managers have to be efficient, and thus time is the most important human resource for them. By improving their efficiency, managers can repair their managerial success. Leaders, on the other hand, must strategically use not only their time, but vital force as well. Therefore, leaders should use their energy efficiently because there is only a certain amount of tasks that can be done in one day. By using these resources strategically, leaders can also efficiently use the time and energy of others. gibe to (Stephen R. Covey, 1995, p. 27)\r\nâ€Å"Managers try to designate more time into bearing, era leaders try to put more life into their time”. Leaders must carefully mean out strategies they will use to accomplish given tasks because strategy is not the consequence of planning, but the contrary; it is the starting point. Understanding that managers and leaders have different strategic approaches in developing their human resources shows that it is the approach that separates one from the other. It is evident that by visioning the appropriate outcome and by using our human resources purposefully we can reach our closes efficiently. However, what good are the two if you are not riveted on the redress thing? The concept of focus is what â€Å"Stephen R. Covey” portrays as one of the most supplyful factors in succeeding. To help us understand unle ss how powerful the concept of focus can be, just like the â€Å"bird birdfeeder story”, in which the squirrels were the victors in their attempt to eat from a feeder intended for the birds.\r\nThe man that do the birdfeeder was unable to repel the squirrels from reaching the feeder simply because the squirrels were much more focused on achieving their goal than he was. (Perkins, 2012, p. 123) Similarly, if managers and leaders focus intentionally on any problem, their outcome will always bristle over their competitors simply because more effort was put into the task at hand. As Marc Sanborn stated, â€Å"In the unified world it is not intelligence which is the deciding factor in who succeeds, it is how focused one is that set outs all the difference. As mentioned by (Perry MCINTOSH, 2010, p. 45), time is the most valuable resource for managers because they must be efficient and be able to make a wisely use of it. Therefore, it can be said that the managers are focused o n time. The prime focus in a managerial position is the speed at which tasks are completed. Leaders conversely are and should be more focused on being effective, that is their intentions are on doing the right thing. Marc also stressed out an ex axerophtholle of two people who were trying to reach a destination. They were breathing out at colossal speed and making good time, but they were going the wrong way. It is evident by now that there is indeed a not bad(p) difference between managers and leaders and it is ultimately the approach taken upon certain methods that is the determinant of your leadership role. (Schermerhorn, 2011, p. 259)\r\nExplains that managerial power is positional power being the manager, â€Å"This power includes remunerations, force, and acceptability”. It is power over people whereas leadership is supportive power, and it is power with people. Whether you vision the destination, or the transfer of training there, whether you try to be efficient o r effective, and whether you focus on the speed or the path all come into play as your leadership tint level. These qualities can be improved and developed if they are all focused on the right things. That is why good managers tend to be good leaders, because they can focus on getting tasks done proficiently and also do it right at the aforesaid(prenominal) time. (Swansburg, 1996, p. 435) Managers are good disciplinarians; they are able to manage certain objectives while being efficient. Many people tend to think that management and leadership are related. Good managers are not always good leaders. Managers usually can down their management responsibilities successfully but not show that they are great leaders as well. According to (Sims, 2002, p. 390), â€Å"an organization’s obligations for management and leadership will change as the elements affecting the organization change.\r\nBecause leaders are important change agents, they play important roles when the external environs is changing fast as is the case with the immature economy; and an organization has diminutive need for a strong change agent if little is changing around it”. To be able to lead proficiently will allow a successful soul or leader to stand out from the number ones. A manager transacts with the everyday errands of the organization much(prenominal) as planning, organizing, and controlling but when you are a great leader you are able to make effective changes inside the workplace. As stated by (Al Maktoum, 2006, p. 214), leading comprises of setting a pattern, direction and also generating a visual of the goals that must be met. circumspection involves establishing the structure of the company, hiring good people who are satisfactory enough to complete the work at the right time, and also supervising events and activities. Leadership keeps employees inspired to whip obstacles and focus on building the organization towards its potential future. The typical manager tends to focus on the everyday activities and short-term profits.\r\nThey usually do things as they come along. This is fine if your goal is just to manage, but if you are looking advance and reach long-term goals then(prenominal) you must focus on being a leader to your assistants (Roger B. Winston, 2013, p. 45), to be a great leader and manager you cannot have one without the other. Managers must implement their tasks or else the organization can become uneffective and unorganized. Leadership on the other hand involves supererogatory processes that are distinguishable from basic management processes. Therefore, if one manager can master both roles efficaciously this can result in success. However good leaders are more supportive and imaginative and might sometimes lack the disciplinary forest of getting the right thing done as efficiently as possible. For the most part, there is a very fine line between good managers and good leaders, but good leaders just aren’t and do not want to be, managers.\r\nBibliography\r\nAl Maktoum, H. S. (2006). My Vision: CHALLENGES IN THE RACE OF EXCELLENCE. Motivate Publishing, 2006. Buckingham, m. (2008). The one thing you need to know: About capacious Managing,,,,, Great Leading and Sustained Individual Success. Maser, C. (1998). Vision and leadership in sustainable development: mountain 6 of sustainable community development . CRC PRESS, 1998. Perkins, D. (2012). yummy stories from the heart of maine. WestBow Press. Perry MCINTOSH, a. R. (2010). Becoming a Manager. AMACOM Div American Mgnmt Assn, 2010. Rodenberg, J. H. (2007). militant Intelligence and senior Management: â€Å"The best response to where to place the office of competitive intelligence is on a par with functions that report directlt to the board”. Roger B. Winston, D. G. (2013). The passkey student Affairs administrator: Educator, Leader and manager. Routledge publisher, 2013. Schermerhorn, J. R. (2011). Exploring Management. hindqua rters Wiley & Sons,\r\n2011. Sims, R. R. (2002). Managing organizational behebior. Greenwood publishing Group. Stephen R. Covey, A. R. (1995). First Things First,,,, â€Å" habitation Book”. Simon and Schuster, 1995. Swansburg, R. C. (1996). Management and Leadership for Nurse Managers. Jones & Bartlett Learning, 1996.\r\n'