Differences between Leadership and Management - Assignment Example

Introduction and Definition of Terms
On the other hand, management refers to the process of working through and with others so as to achieve the organizational goals in a changing environment (Kreitner & Cassidy, 2011). Of importance here would be the efficient and effective utilization of limited resources. The components for management would thus be: working through and with others; achieving organizational goals; balancing efficiency and effectiveness; optimizing the returns from the limited resources; and coping with changes in the environment. As such, organizations require both leadership and management to be successful.

Concepts of Leadership and Management
As earlier indicated, the terms management and leadership would be greatly interchanged in normal usage. As such, the question of their similarity or difference arises. Arguments have arisen of the two concepts overlapping with the degree of their overlapping being the point of disagreement (Lunenburg, 2011). In as much as there could be arguments for their similarities, the two represent different concepts. It would be noticed that not all leaders would manage and not all managers would lead (Young & Dulewicz, 2008).

Lunenburg (2011) cites the first scholar to contribute to this debate, Abraham Zaleznik, who in 1977 published an article that acknowledges the important roles that both the managers and leaders play in an organization, but also notes the difference in their contributions. Leaders would advocate for change and the adoption of new approaches, unlike managers who would advocate for stability and the status quo. Moreover, leaders would seek to understand the beliefs of people and gain their commitment; managers on the other hand would carry out their responsibilities, exercise their authority, and dwell on things getting accomplished.

The Harvard Business School’s John Kotter more recently added weight to the argument acknowledging the distinction between leadership and management in spite of the two being complementary action systems in an organization (Lunenburg, 2011). Kotter considers leadership as involving the development of organizational vision; alignment of the people with this vision through effective communication; and motivation of people to act by empowering them and fulfilling their basic needs. As such, the process of leadership would create change and uncertainties in the organization. On the other hand, the process of management involves planning and budgeting, staffing and organizing, and problem-solving and controlling (Young & Dulewicz, 2008). The process of management would reduce uncertainties and stabilize organizations.

In the context of Apple Inc., Steve Jobs could be considered as more of a manager as contrasted to Tim Cook who took after him as the CEO of the company, exhibiting leadership traits. Jobs stood out as more focused on things, seeking to improve the present. He was controlling and always wanted to have his way, using authority to manage change. To avoid conflict with John Sculley, the Apple founder left the company to start NeXT Computers but returned later. On the contrary, the short period served by Cook brings him out as a leader. Finkelstein (2013) observes his focus on people like the CEO, spending a lot of time motivating his staff. In line with Lunenburg's (2011) appreciation of leaders as being decisive, Cook removed a retail chief earlier hired after realizing the approach would not give the expected results.

Implications of my general leadership views
My perspective of a leader is that person who would psychologically influence people to act in a particular way so as to achieve a specific objective, unlike a manager who would use authority to cause people to undertake a specific action. Indeed, Kotter’s argument on leadership as involving the creation of an environment that would propagate development as opposed to managers who would focus on control and containment puts this perception into perspective (Young & Dulewicz, 2008). Furthermore, Lunenburg (2011) notes that leaders would focus on people to accomplish their goals as opposed to managers who would focus on things.