Leadership Management

Leadership and Management

            The prime factor that distinguishes leadership and management is the way in which they motivate the people to work for them. Mostly management can make people by authority and motivation by remuneration fulfilling ones needs. But leadership is a little different. It may be defined as the process of influencing people so that they will strive willingly towards achieving group goals. Management divides and forces work to its subordinates in order to get them done whereas Leadership acts in line with the people, understanding their situation to guide and influence them in achieving specific goals. Leaders follow different theories to influence people. Transactional and transformational are the two popular styles of leadership. Transformational style of leadership is something wonderful and liked by all people (Caroline H. L, 2007). It involves putting passion and energy into things in order to make people succeed. Whereas transactional style leadership is mainly based on contingency and makes people work by means of giving rewards and punishment. This style is generally followed by the managers of a company as it ensures that the order of authority is maintained. Transformational leadership starts with the formulation of a vision, an estimation of the future that will move the followers in working towards a goal. It will have to be ensured that the vision is well said loud and clear that it stays in the instinct of the people. Transactional style of leadership involves the managers to allocate work to the subordinates and allowing them to work with a deadline. Incentive payment and regards are generally fixed to a level in order to make people work more effectively (Bass. B. M. 1990). This system can ensure that the work is completed on time yet induces a lot of stress on the people. Hence from the above statements we can see that people working for transformational leaders work from their hearts whereas people working for transactional leaders work only for the rewards.

 

References

Jex, S. M., & Britt, T. W. (2008). Organizational psychology: A scientist-practitioner approach

(2nd ed.). Hoboken, NJ: John Wiley and Sons.

Bass. B. M. (1990). From transactional to transformational leadership: Learning to share the

vision. Organizational Dynamics, (Winter): 19-31.

Caroline H. L.(2007). Transactional, Transformational, Transcendental Leadership: Motivation

Effectiveness and Measurement of Transcendental Leadership. Resource:

www.ipa.udel.edu/3tad/papers/workshop6/Liu.pdf