| Abstract | | | | Negotiator |
| Leadership and management have been the focus of | | | | (Lussier & Achua, 2007). |
| study and attention since the dawn of time. Over | | | | Ironically, in today's interpretation of a leader, one |
| time leadership and management have been seen as | | | | would be hard pressed to find a leader whom is |
| separate entities, but those times have past. It is this | | | | unable to do all of the above, and then some. |
| paper's intent to prove that good management is | | | | Mintzberg, in later publications, however, goes much |
| incumbent upon the success and quality of the | | | | further in his assessment of managers and their roles |
| leadership that drives it, and by proxy, so too will | | | | in the organization. In a collaborative effort with |
| poor leadership bring poor management that will lead | | | | Jonathon Gosling, the two determine the five |
| to poor results, and decreased levels of success. | | | | mindsets of a manager (2003). They break the five |
| From the great minds in management theory: Fayol, | | | | mindsets into: |
| Taylor, and Weber; homage being paid to Barnard | | | | 1. Managing self: the reflective mindset; where the |
| and Mayo, as well as Maslow, Mintzberg, Drucker and | | | | effective manager is able to reflect upon the history |
| Porter; to the great minds in leadership development: | | | | (current and aged) to create a better future moving |
| Jung, McClelland and Burnham, this paper intends to | | | | forward. |
| examine them all and bring them together as is | | | | 2. Managing the organization: the analytical mindset; |
| required in this economy and these times. | | | | here referencing a tennis match, where the manager |
| Much time, effort, and money has been placed into | | | | must be cognizant of the crowd and their reaction, |
| the study of both management and leadership | | | | but also focusing on the ball itself. |
| successes. Mintzberg and Drucker have done some | | | | 3. Managing context: the worldly mindset; thinking |
| of the best and most informative work at bringing | | | | globally and looking for the unorthodox solution. |
| management and leadership together; now, with the | | | | 4. Managing relationships: the collaborative mindset; |
| rising costs of overhead and decreasing profit | | | | where the manager is able to engage the employees |
| margins, now is the time to connect the dots, once | | | | and moves beyond empowerment [which "implies |
| and for all. | | | | that people who know the work best somehow |
| Leadership and management have been the focus of | | | | receive the blessing of their managers to do it |
| study and attention since the dawn of time. | | | | (Kibort, 2004)] into commitment. |
| Reference biblical scripture that questions the | | | | 5. Managing change: the action mindset; "imagine your |
| leadership decisions of King David and the managerial | | | | organization as a chariot pulled by wild horses. These |
| prowess of Moses and his exodus to the "Promised | | | | horses represent the emotions, aspirations, and |
| Lands" (Cohen, 2007); Plato helped us to manage the | | | | motives of all the people in the organization. Holding a |
| Republic while Machiavelli helped us to formulate our | | | | steady course requires just as much skill in steering |
| idea of what a Prince should represent (Klosko, | | | | around to a new direction" (Gosling & Mintzberg, |
| 1995); Shakespeare questioned Hamlet's decision | | | | 2003, p. 54-63). |
| making (Augustine & Adelman, 1999) and | | | | Gosling and Mintzberg conclude with one very |
| trumpeted Henry IV's managerial effectiveness | | | | interesting point. They stipulate that, unlike Pavett |
| (Corrigan, 1999). John Stuart Mill gave us the "shining | | | | & Lau (1983) that good managers are able to |
| city upon a hill", while Hegel taught us the "elements | | | | look beyond the desire to fix problems with simple |
| of the philosophy of right" and Marx taught us how | | | | reorganizations. In fact, they argue that hierarchy |
| to manage a people in his overly popularized (and oft | | | | plays a very small role in the actual completion of |
| misunderstood) manifestos (Klosko, 1995). Thomas | | | | tasks on the unit level and can only lead to more |
| Payne rewrote leadership to the basic levels of | | | | bureaucracy. Which leads one to ask the question: |
| Common Sense, while Thomas Jefferson | | | | who is to complete those unit level tasks and solve |
| acknowledged that in the management of a people, | | | | those problems associated with people? |
| you must remember that "all men are created equal" | | | | There is no definitive definition of what leadership is, |
| and that they maintain certain degree of"unalienable | | | | as it appears to change form and focus for each |
| Rights". Countless others have come to the surface | | | | individual study. For the purposes of this paper, |
| over the span of time, all promoting a new or | | | | however, the definition set forth by Lussier & |
| improved way to both manage and lead their people. | | | | Achua (2007) seems to fit best: "Leadership is the |
| (And hopefully yours, too, if you're willing to pay for | | | | influencing process of leaders and followers to |
| it.) However, through it all, one thing has remained | | | | achieve organizational objectives through change" |
| constant; people are not autonomous entities that will | | | | (p.6). How do we compare leadership and |
| respond the same to every situation. People are | | | | management? The common misconception is that it |
| evolving, thinking, emotionally and socially aware of all | | | | is something that should be compared "straight up", |
| that is around them; they are motivated through | | | | or "even Steven". Obviously, there are natural leaders |
| different methods and they are driven by differing | | | | and persons in positions of social authority throughout |
| levels of success (McClelland & Burnham, 1995). | | | | every facility, and yes, it is incumbent upon the |
| Over time, leadership and management have been | | | | managers and leaders to empower those people to |
| seen as separate entities, but no more: it is, | | | | support the overall mission. Admittedly, some of |
| therefore, this paper's intent to prove that good | | | | these people may never become managers, but their |
| management is incumbent upon the success and | | | | role in the facility is of the utmost importance. |
| quality of the leadership that drives it, and by proxy, | | | | However, as managers are an industry specific entity, |
| so too will poor leadership bring poor management | | | | it is ridiculous to try and compare leadership to |
| that will lead to poor results, and decreased levels of | | | | management outside of the constraint of the |
| success. In today's fast paced environments, | | | | management role. Recognizing and accepting the |
| management requires leadership; you cannot have | | | | constraint of the comparison, it must be |
| one without the other and still attain the success that | | | | acknowledged that in industry, you cannot have |
| you desire. | | | | good leadership without good management; and in |
| Reference any management text or publication and | | | | obvious juxtaposition, poor leadership leads to poor |
| you will inevitably come across the obligatory | | | | success rates for the management. It seems |
| references to the great minds in management | | | | apparent that our management staffs should |
| theory: Fayol - the first to recognize management as | | | | concentrate on growing employees into leaders, to |
| a "discipline" to be studied (Brunsson, 2008), Taylor's | | | | eventually become managers; but if the managers |
| scientific management of industrial work and workers | | | | themselves are not leaders yet, then much difficulties |
| (Safferstone, 2006), and Weber's bureaucracy; | | | | will soon befall upon that company. As Peter Drucker |
| homage must also be paid to Barnard, Kotter, Bennis, | | | | will tell you, it is imperative to build a strong |
| and Mayo, as well as Maslow, Mintzberg, Drucker, and | | | | management team, centered around strong |
| Porter (Lamond, 2005). These great minds have | | | | leadership. In thinner times, gone are the days of |
| helped to forge the way for the management field | | | | two people for every position. Here are the days |
| and helped to better management teams across the | | | | when a successful company is able to package good |
| world. The world of "leadership study" carries quite | | | | managerial skills into every leader, and good |
| the similar pedigree; ironically, it also carries many of | | | | leadership skills into every manager. Failure to do so |
| the same names. It is, however, this author's opinion | | | | will result in failure to succeed. |
| that many of the additions to the pool of knowledge | | | | "Drucker devotes considerable effort and space to |
| on leadership were not made known until the study | | | | defining the nature and role of management. This |
| of psychology was made more fashionable by the | | | | discussion also focuses on the nature and value of |
| likes of Freud and Jung. Management, it appears, is a | | | | leadership in the organization. According to Drucker, |
| tool to better the bottom line and productivity, | | | | leadership gives the organization meaning, defines and |
| whereas leadership is one of those studies that is to | | | | nurtures its central values, creates a sense of |
| be improved through the person's ability to be in | | | | mission, and builds the systems and processes that |
| touch with their personality, traits, motives and | | | | lead to successful performance" (Wittmeyer, 2003). |
| effects on the human elements of productivity. | | | | References |
| There appears be some coincidence in the timing of | | | | Anastasi, Thomas (1998). Personality negotiating: |
| the juxtaposition of the terms "management" and | | | | conflict without casualty. Boston University, |
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| literature post 1950 seems to cross pollinate the two | | | | Augustine, Norman & Adelman, Kenneth (1999). |
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| Spokesperson | | | | Wittmeyer, C. (2003, August). The Practice of |
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