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MANAGEMENT AND LEADESHIP
Management and Leadership
Dawn Singleton
MGT/330 Management: Theory, Practice, and Application
Roxanne Cox
October 3, 2005
Abstract
This paper discusses the differentiation between management and leadership and examines
the roles and responsibilities of leaders and managers in creating and maintaining a healthy
organizational culture.
Management and Leadership
Take a moment to name some managers or leaders. One may think of people like Winston
Churchill, George Washington, Robert E. Lee, Abraham Lincoln, and Mother Theresa or,
maybe the names of your bosses, teachers, or family members come to mind. But, would
one think of his or her own name? Probably not. Usually, when we think of managers or
leaders, we consider larger-than-life historical figures or important people who shaped our
own lives, and we do not include ourselves. One may not be leading large armies or
nations, but one is leading organization, project, and crews. The real question is how can
one differentiate between management and leadership? What can help both managers and
leaders to maintain a healthy organizational culture?
Management is the creative and systematic pursuit of practical results, (including the result
of more knowledge), by identifying and using available human and knowledge resources
in a concerted and reinforcing way.
Ones own integrity determines a persons character, wisdom, knowledge, time,
temperament, words, and acts. The first and paramount responsibility is to manage ones
self. It is a complex, incredibly difficult and oft-shunned task. Managing ones self takes up
at least a third of the time, ability and energy. As for the second responsibility, it is to
manage those who have authority over employees such as bosses, directors, investors, and
regulators. Without their consent or support, how can one follow conviction, exercise
judgment or create an environment in which others can achieve? Managing superiors takes
up at least a quarter of ones time ability and energy. The third responsibility is to manage
ones peers; those who have power over us can make our lives miserable and ruin our
attempts to achieve. In this category, one must include associates, competitors, customers
and suppliers, the entire environment if you will. Managing peers should require no less
than another quarter of our efforts. The fourth responsibility is then obvious, for there is
nothing else left. It is to manage those whom one has authority over. This responsibility
takes up most of ones time with managing self, superiors and peers, and leaving no time to
control subordinates. A concept of this is to employ good people and introduce them to the
