Differences between Management and Leadership (A) Management Management is coping with complexity. .

. . Good management brings about order and consistency by drawing formal plans, designing rigid organization structures, and monitoring results against the plans. , , !"#$%&'(). Managers use the authority inherent in their designated formal rank to obtain compliance from organizational members. *+,-./0123456789:;. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems. <=>?#@ABCDE, FGHI9JK, LMNOP1QRS.

(B) Leadership Leaders establish direction by developing a vision of the future then they align people by communicating this vision and inspiring them to overcome hurdles. TUV5WBUXFYZ[\] ^_, -.`V[UX[abcd, e T-.fg#hijk.
Activity lm 1. Vision UXno Manager * !nterpret and execute vision. pqrUX 2. Objectives uv 3. Attitude towards goals xuvyz "xecute action plans. qr !mpersonal goals - out of necessity. {|Iuv % }# ~ 4. Power acquiring 674 "ntrusted power. 4 #ecide ob$ectives. wAuv &ersonal ' active goals - out of desires. |Imuv % %[#~. (ot necessarily to have legitimate power. ~} 4. 5. Attitude yz )sing performance checking. +,.. 6. As a proble solver +eactive problem solver. mpwRS. *uild up trust. Z &roactive problem solver. mpwRS.
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Leader Generate vision. stUX

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$. Proble

solving

,oordinate and balance all concerns. GH\ +Q.

&ractical approaches. >\5.

approac#es pwRS\

%. Perspective UX

-ocus on micro picture.

.ee macro picture.

&. 'raining

/rainable. 7i

(o known ways - greatly by chance. }A\ % O-.

1(. )or* concept P

0iew as enabling process. )se flexible tactics of reward and punishment in interaction. P (. mF8 P.

1ork from high risk positions. .eek out risk and danger. P. a L`.

11. +elation wit# ot#ers -IQ

&refer to work with people. 2void solitary activity. +econciling differences. .eeking compromises with balance of power. IP. rm, Hp, 45G.

,oncern with ideas. +elated to intuitive and empathetic way. Q. \]}Q.

12. ,ecision

a*ing wD

2ccording to his role. 0iew as conversion issue. FwD. P.

2ttract strong feelings of identity and differences. |I . ,oncerning innovation. Q. 4utstanding communication skills are the base to success. d8. .eparated from environment and people. I.

13. -nnovation

2ct on initiative. [T

14. .o

unication s*ills

(eed high 3uality of communication skills. ~ d.

15. /enses o0 sel0

2s conservators 5 regulators of existing orders. Prz cc.

!anage ent versus "eaders#ip

16. Overview

1ow things get done6 #o things rig#t6 6 V7Y6

)#at things to be done6 #o the rig#t things. 6 Y. .tyle depends on the leader, followers and the situation. [ , abc# .

1$. 200ectiveness

2lso playing leadership role irrespective of leadership 3uality. , F[ Q.

Managers need more leadership 3ualities than leaders need management 3ualities to be effective. }, *#~~.

!anage ent versus "eaders#ip