13th January 2009Vision and mission statements usually guide the operations of an organisation towards achieving set goals. Different organisational requirements brings forth employees with different ideologies and philosophies that shapes their behaviours and capabilities towards achieving specified goals that either is improvement in revenue or increase in profits (Lewis, 2004). To ensure the goals and objectives of an organisation are achieved, it is important for leaders in an organisation to ensure that they effectively manage these organisations, and thus illustrate characteristics of good leadership. This means that the ideologies and internal culture of an organisation should be understood by the leaders to ensure that employees are motivated towards achieving results (Zenger & Folkman, 2002).
In certain circumstances, some leaders may be provided with a chance to manage the organisation but sometimes the followers may not be comfortable with the leader, the followers may not likely appreciate influence of the leader, and thus some duties may be partially fulfilled. This means that it is important to ensure that views, characteristics and strategies that the leader has should balance with mission and vision requirements of the organisation.
Therefore, the aim of this paper is to analyse the statement “A good leader will always make a good manager” discussing it critically through use of theories, frameworks and examples. Individual and teams are required to ensure that certain duties are fulfilled. However, in most circumstances, these individuals or teams possess different characters and internal focus, and hence a leader should ensure that the differences and similarities are balanced towards achieving their goals. This means that the leader will only provide guidelines and directions that will help their followers to form teams that are strong and positioned towards achieving specified organisational goals.
Generally, it means that a leader should be able to influence, persuade, and bring different individuals into a coherent form that will create an environment that the organisational requirements will be achieved (Bell, 1996). Some of the virtues of a good leader include negation skills, listening skills, communication and organisation capabilities that ensure that effective teams that are able to win are formed. Generally, a leader should not be a barrier to achieving organisational goals.
In the same case, managers are required to ensure that the operations of an organisation are effective and posed towards achieving set goals. The role of a manager is to guide and determine whether the tasks have been effectively completed as per the laid down criteria. Generally, merging and balancing differences and similarities equates a good leader to a good manager, and thus both can change places. Thus, good leaders that are equated to good managers should not be barriers to organisational/institutional development (Marquis & Huston, 2008).
Moreover, a good leader should be able to listen and appreciate different views that can be used to solve certain and this means that a good leader should be versatile. Additionally, a good leader should possess individual qualities that can be emulated by the followers or employees such as etiquette, punctuality, trustworthiness, and courtesy (Gorman, 2003). Good leaders possessing these qualities ensures that directives and rules can be followed and provides means to prevent inter and intra personal conflicts. Generally, it means that personal qualities are core in ensuring leaders become role models to the followers, and their views can be followed.