Essays on Manager as a Position of Authority vs Leader as a Person with Special Traits Case Study

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The paper “ Manager as a Position of Authority vs Leader as a Person with Special Traits” is an inspiring example of a case study on the management. Leadership and management are two different terms used in an organization. A manager is a person who is formally appointed in a certain position of authority in an organisation. The main aim of the managers in the organisation is to enable others to perform their duties and are responsible for the higher authority (Wissman, Knippa & Roberts, 2008). The managers’ authority depends on their level in the organization.

A leader is based on the personal quality of a person. Being a leader, there are no formal rights and accountability is not well defined. A manager is seen as a caretaker and mostly interested in maintaining the status quo while a leader is visionary and risk-taking (Pfeffer & Sutton, 2006). I managed to interview two managers about their experiences of being a manager and a leader. The interview involved asking them the challenges they faced, steps taken with their followers, peers, clients, and bosses. One of the managers had been a production manager at a steel mill while the other was a sales manager at a leading global retailer. Howard Peter is a leader with a vast experience in production management.

He started as a production assistant product manager before being promoted to production manager when the business expanded to china. He was later transferred to Europe, where he maintained his position as the company production manager. Due to his hard work, he has been able to be in charge of the production sector with more than 3,000 employees under his command.

Peter is an Australian national having been born and educated in the country. His first multinational task was in China, where he came face to face with cultural challenges. During his early years in a career, he had become acquainted with western and European culture. Mary Parker is a sales manager for a global retailer. She heads a department that consists of more than 1000 employees. She is an American national working in Australia as the head of the sales in the Australasia region.

Before becoming the regional sales manager, she was the acting deputy sales manager in America. According to Peter, leadership is very different from management. He asserts that he started as a manager before combining both roles of management and leading. According to him, the management role is defined by a position. This is a mandate that one is given by an organization that has its own authority. On the other hand, he defines a leader as a person who gains influence due to personality (Jones & Pound, 2008). To be a leader, one must be able to have a character that will make others like to emulate him.

Mary Packer describes a manager as a function of management. According to her, management is a person who is accorded the title in an organization due to the position they hold (Pfeffer & Sutton, 2006). Peter describes his relationship with the employees as close and mutual. In order to relate to the employees, he had to be their role model. To achieve this, he had to show the right behavior and maintain communication with the employees.

His good communication skills enabled him to inspire and form a close relationship with employees. According to him, he relates well with his superiors and clients. He attributes this to his personality and his attention to detail. Mary Packer sees her relationship with the employees as close. She claims that she was able to forge a relationship with employees early in her career through ethical role modeling. She has always been fair to the employees and encouraging them in their tasks. In the organizations she has worked for, she always encourages two-way communications.

Due to her support and responsibility for others, she has been able to gain followers. She explains that for one to be respected by the employees, it is important to show equal respect for all. Her relationship with her boss is based on her ethical leadership and her ability to perform in different circumstances (Treviñ o, Hartman & Brown, 2000). Her boss has always depended on her performance as she has shown good results for the period she has headed the department.

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