Kenyatta University*
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ENG 409
Upload Date
Feb 10, 2024
Uploaded by GrandExplorationCrab23 on
It is not always the case that managers and leaders are the same. However, that does not imply a manager cannot develop into a capable leader. Though there are some significant distinctions between managers and leaders, the two might not be as different as one might believe. Embracing innate leadership abilities can involve doing things like communicating effectively and appreciating team differences. It is often believed that managers are not leaders, and leaders are not managers. Although managers are responsible for planning, coordinating, and organizing tasks and activities within an organization, their role certainly demands leadership skills. While a manager is a job title, a leader is a state of being. Managers oversee workers to make sure they're staying on task, following company rules and guidelines, and generally adhering to what they're supposed to be doing. Leaders, on the other hand, can also have people who work for them, but more importantly, they have people who look to them for guidance or generally look up to them. The terms "manager" and "leader" are not mutually exclusive. Leading and managing are two different roles that require different orientations and skills. Very few people are innately good at both. However, that does not necessarily mean that managers cannot become leaders. Leadership demands a few soft skills that, when inculcated, empower managers. For a manager to become a good leader, they have to be inspirational, even-tempered, honest and celebrate diversity among other characteristics. An inspiring personality is a trait of an effective leader. If one is not inspiring anyone, who exactly are they leading? Leaders will offer an encouraging word when someone needs it and will provide constructive feedback. While becoming an inspirational leader may require changes to a person's normal management style , it can easily be done. The ability to handle personal emotions well Is another characteristic of a good leader. Leaders are not known for their quick tempers. Instead, the are valued for remaining calm and composed in high-pressure situations, retaining the capacity to communicate proactively with others.
Honesty is one of the most prized traits of a strong leader. Colleagues and managers value a leader who regularly demonstrates integrity. Being honest is how both managers and leaders build trust not only with their employees, but also with customers and clients. Honesty is crucial for making sure every person is able to do their job effectively. An organization should not be composed of people from only one particular race, gender or background. It should be a diverse group of people coming together to achieve a common goal or mission. As such, it is necessary for managers to welcome people irrespective of societal and cultural factors. B People view leaders as visionaries. They establish the routes for superior organizational expansion. Every time, they assess the current state of their organization, their desired future state, and the means by which they can include the team to get there. On the other hand, managers use procedures like staffing, organizational structure, and budgeting to accomplish organizational goals. The goals leaders set forth must be achieved through planning, coordinating, and implementing tactics that are integral to managers' vision. Nonetheless, associative efforts are required because each of these responsibilities are equally significant in the context of commercial contexts. A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? And Why has this happened? On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it. A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities. 2. There are several parallels between transformational and transactional leadership notwithstanding their distinctions. Both leadership philosophies operate under the presumption that followers are driven by incentives and consequences, and that leaders may affect followers' behavior and output by adjusting these variables. Both leadership philosophies acknowledge the significance of goal-setting, giving followers constructive criticism, and coordinating followers' and the organization's interests. Both leadership philosophies have certain restrictions and disadvantages as well, like the possibility of moral dilemmas, reliance, and resistance. In addition, both prioritize their followers and build connections based on trust and support. This is so that they may develop trusted relationships with their followers and show them that they care about their growth. Both transformational and authentic leaders take these actions seriously. Therefore, it appears from both models that the leaders are concerned with
cultivating relationships between themselves and their followers. Therefore, it stands to reason that the two models would exhibit some degree of convergent validity. .
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