The paper "The Concept of Leadership and How It Is Perceived in Organizations " is a great example of management coursework. Organizations need leaders who will enable organizations to handle the volatility, ambiguity and turbulence of the present business environment (Benis 1989). However, this recognition of leadership fails to consider the important role of management in the organization. Leading and managing organizations are two different concepts of organizational management that organizations need to fully aware of. Management is concerned with the power given to managers to run the affairs of the organization (Kotter 1987).
However, the power to run an organization does not guarantee the organization's activities will be run effectively. Both leadership and management qualities are needed to make sure organizations succeed in today’ s competitive environment. There has been a particular emphasis for every manager in the present organization to evolve to leaders. The lack of leaders in management is what has led to ineffective leadership in organizations (Lunenburg 2007). In the present competitive global market, ineffective leadership will mean an organization is not ready to combat the big issues facing contemporary management.
Organizations need to think more and more about the future rather than manage the present to be able to survive In this paper, the concept of leadership and how it is perceived in organizations is explored. The discussion on leadership centers on what the ideal leader should be in contrast to the qualities he should not possess. Secondly, it explores the concept of management in the organization and distinguishes what is management and what is not management. In the next section, the paper explores the role managers need to play in new age organizations.
Thirdly, the paper looks at the realities of management and leadership in organizations noting that in successful organizations management and leadership is hard to distinguish. The concept of leadership seems to be absent in organizations that are ineffective as they dwell more on managing employees instead of leading them. In the fourth section, the report discusses the development of management and the various methodologies used to explain how management has evolved. The aim of this paper is to show why an organization should invest more in hiring and developing leaders instead of managers. Leadership According to Zaleznik (1997), both management and leadership make an important contribution to an organization although the contributions are different.
Leaders are involved in activities that largely challenge the status quo in an organization. Leaders encourage people to believe in themselves and show greater commitment to the organization’ s mission. According to Kotter (1990), management and leadership complement each other although they are distinctly different. Kotter agrees with Zaleznik (1997) that leadership is more concerned with the change in an organization. Leadership in an organization plays three distinct roles.
First, leaders are in charge of the direction of an organization as they develop the organization’ s vision (Lunenburg 1983). After coming up with the vision, leaders are involved in getting employees to commit to the organization's vision. Finally, leaders are motivators and through the fulfilment of employees basic needs and empowerment, leaders are able to inspire employees to perform better. Leaders in an organization need to possess a number of qualities otherwise they cannot be classified as leaders. First, a leader cannot lack vision, as vision is synonymous with leaders.
Secondly, it is hard for leaders who lack the integrity to be followed (Bennis and Nanus 2007). Thirdly, leaders do not know everything and they accept their limitation in knowledge by accepting criticism and asking for the contribution of others. Furthermore, leaders have great communication skills as communication is key in getting employees to accept their leadership. Leaders also realize it is not all about them and thus leaders are not aloof, proud or arrogant (Bennis and Nanus 2007). Leaders make decisions by consulting with as many stakeholders as possible and value the input of those who report to them.
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