Manager and Leader

Do some research and answer the following critical thinking questions from this week’s readings. In your analysis, cite a minimum of three (3) references from different sources (the textbook can be one source).Professional group of men and women standing.

Explain the difference between someone who “manages” and someone who “leads.” Think of someone who you consider to be an effective leader. Now, explain why you consider him or her to be effective.
Deliberate over the importance of charisma in transformational leadership. Do you believe that people who are not overly charismatic can still be transformational leaders? Explain your point of view. Then, explain the action steps leaders can and should take to ensure that their transformational leadership is ethical.
Controlling is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. Describe the reasons why control is a difficult managerial function. What are the challenges involved with controlling?
Your submission should be a minimum of two (2), double-spaced, full pages of analysis with proper reference citation per current APA guidelines.

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Submission

ANSWER

Leadership and Management

Management is different from leadership; diverse people understand it intuitively; however, they have not effectively understood the difference. These are two whole different roles based on the underlying functions, philosophies, and results. Leadership engages in planning and changing the status quo to form the needed products. Leaders inspire shared vision, embrace collaboration, and strengthen other people (Schooley, 2019). On the other hand, management engages in supervising, controlling, and using skills to cope with the existing circumstances. Therefore, a manager is a person who directs, organizes, and manages operations within a business. Tim Cook, chief executive officer of Apple Company, is an example of a good leader. His creativity is one reason that makes him a good leader because a person has to think significantly to have a good vision and design working strategies that will help advance the vision. Still, he is a good planner and takes action to get others accomplish pending jobs.

Charisma in Transformational Leadership

Charismatic leaders motivate and inspire their followers to perform at high degrees and to be committed to the organization. Charisma is a combination of communication, enthusiasm, personality, and influence that helps people become motivated to act or think differently. The trait is significant, more so in times of substantial change. Institution transformation happens when the organization is modifying their practices and their fundamental strategies and paradigms. Leaders who practice the power of charisma effectively during these transformations frequently achieve the needed outcomes. Displaying charisma in transformational leadership enables the manager to accomplish similar high-performing outcome with optimistic influencer rather than unconstructive support. When transformational leaders show appeal, they are selling transformation and using it to influence, motivate, and even power individuals.

People who are not overly charismatic can still be transformational leaders because when followers see any charisma aspect in their leaders, they will still work equally hard and increase productivity. The ability to distinguish opportunities when others fail to acknowledge is another reason for a leader to be seen as extraordinary. Any ability to influence people to achieve great things that initially seemed impossible collectively is good enough for transformational leadership. On the other hand, ethics is the heart of leadership since one needs to manage a profitable business. The first action to ensuring ethics in transformational leadership engages personalizing management style, which can be done by adapting leadership styles to the team’s diverse personalities, wants, and skills (Mittal & Dhar, 2015). The second action is to act as a role model through acting with honesty and principled values, with both behaviors and words.

Control as a Managerial Function

Controlling actions are performed in every type of institution, whether commercial or non-commercial, and at all levels. It should not be leveled as the last function of the management. The controlling process compares the actual performance with prearranged standards, evaluates deviation, and takes corrective actions (Chen & Xu, 2017). However, there are challenges associated with controlling, such as zero control on external factors ranging from competition, federal policies to technological modifications. Lack of cooperation from workers is a challenge because they consider control systems as curbs on their freedom; for instance, surveillance through closed-circuit television. Another problem is cost because controlling engages a lot of time, expenditure, and efforts; hence it is a costly affair. Executives are needed to ensure that the price involved in installing and managing a control system should not be more than the expected advantages.

References

Chen, W., & Xu, H. (2017). U.S. Patent No. 9,538,502. Washington, DC: U.S. Patent and Trademark Office.

Mittal, S., & Dhar, R. L. (2015). Transformational leadership and employee creativity. Management Decision.

Schooley, S. (2019, August 26). How to Be a Good Leader. Retrieved November 30, 2020, from https://www.businessnewsdaily.com/4991-effective-leadership-skills.html