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  • Defining Leadership: 1.1.critically Evaluate The Differences Between Leadership and Management

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    Tlotlo Ramotlhabi
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    Leadership and management differ in several key ways. Leaders focus on inspiring people and innovation, while managers focus on tasks, systems, and short-term goals. Leaders create a vision and build trust, while managers plan, organize, and control tasks. There are various leadership styles like directive, authoritative, and democratic. Situational leadership models like Hersey-Blanchard emphasize adapting style to subordinates. Transformational leaders inspire and motivate teams through clear vision, passion, trust, and effective communication.

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    Leadership and management differ in several key ways. Leaders focus on inspiring people and innovation, while managers focus on tasks, systems, and short-term goals. Leaders create a vision and build trust, while managers plan, organize, and control tasks. There are various leadership styles like directive, authoritative, and democratic. Situational leadership models like Hersey-Blanchard emphasize adapting style to subordinates. Transformational leaders inspire and motivate teams through clear vision, passion, trust, and effective communication.

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    8 views3 pages

    Defining Leadership: 1.1.critically Evaluate The Differences Between Leadership and Management

    Uploaded by

    Tlotlo Ramotlhabi
    Leadership and management differ in several key ways. Leaders focus on inspiring people and innovation, while managers focus on tasks, systems, and short-term goals. Leaders create a vision and build trust, while managers plan, organize, and control tasks. There are various leadership styles like directive, authoritative, and democratic. Situational leadership models like Hersey-Blanchard emphasize adapting style to subordinates. Transformational leaders inspire and motivate teams through clear vision, passion, trust, and effective communication.

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    of 3

    L6M1 – Strategic Ethical Leadership

    1.1.CRITICALLY EVALUATE THE DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

    • Defining leadership

    Leadership is the ability of an individual to lead, guide or influence other individuals towards the
    achievement of a certain goal. There are three main categories of leadership style according to
    Lewin namely authoritarian, democratic and laissez-faire.

    • The role of a leader and the activity of leadership

    Roles
    1. Create a vision
    2. Inspire trust
    3. Enable each person
    4. Have discipline and be able to manage strategy

    Activities
    1. Decision making
    2. Mentoring others
    3. Communicating effectively
    4. Challenging employees to be more innovative
    5. Building positive momentum

    Roles of a manager
    1. Manage tasks and activities
    2. Planning and organising daily tasks
    3. Directing and controlling others to complete tasks

    Activities of a manager – According to Peter Drucker

    1. Setting objectives for a team


    2. Creating the group of people to carry out the work
    3. Dividing work into activities
    4. Establishing appropriate targets and monitoring performance of the work
    5. Developing the individual employee

    • The importance of leadership

    1. Helps organisation achieve business goals


    2. Increases productivity by inspiring internal stakeholders
    3. Improve coordination and collaboration
    4. Leads to better resource utilisation.

    • The difference between management and leadership

    1. Leadership have followers while managers have people who work for them
    2. Leaders concentrate on people while managers concentrate on tasks, systems
    3. Leaders on innovation while managers focus on administration
    4. Leaders inspire trust while managers control people
    5. Leaders have a long-term view while managers have a short-term view

    Management styles
    There is no right or wrong management style. The style depends on the organisation, the people and
    the culture.

    ○ Directive/autocratic/coercive
    ○ Authoritative/visionary
    ○ Affliative/people-focused
    ○ participative/democratic
    ○ Coaching/Developmental

    • Situational leadership

    - Hersey and Blanchard situational leadership model


    - Cultural and generation differences that informs the model

    1. Direction
    2. Supporting
    3. coaching
    4. Delegating

    • The continuum of leadership behavior


    - Tannentaum and Schmidts

    1. Tells
    2. Sells
    3. Suggests
    4. Consults
    5. Joins
    6. Delegates
    7. Abdicates

    • The forces in deciding the type of leadership


    Tannenbaum and Schidmits -factors that affect leadership style

    1. Forces in the manager


    2. Forces in the subordinates
    3. Forces in the environment

    -Blake and Mouton managerial grid – Page 40


    This functional approach examines how the leader’s behaviour affects and is affected by the group of
    followers.

    -Mc Gregor’s management Theory X and Y – Page 47


    According to Theory X, subordinates are unmotivated, do not like work, avoid responsibility, need
    punishment/reward, need supervision.

    According to Theory X, subordinates likes working with the manager and like work.
    • Transformational and inspirational leadership

    The ability of a leader to inspire and motivated others, which leads to increased morale and
    confidence in the teams.

    Traits of an inspiration leader

    1. They have q clear vision for the future


    2. They not only have a clear vision but know how to achieve it
    3. They are passionate and enthusiastic
    4. They are trusted by colleagues
    5. They see the positive side of situations
    6. They turn challenges into opportunities
    7. They show appreciation for their team and employees
    8. They are effective communicators and active listeners.

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