Common Themes and DifferencesEssay Preview: Common Themes and DifferencesReport this essayCommon Themes and DifferencesThe texts on leadership by Collins, Hughes, as well as the “Critical Conversations” present common themes that relate to leadership and management of power. The central themes of the texts include leadership, management, and change and the relation and interaction between leaders or managers and the people under them. Change is a common theme expressed in the texts and the authors highlight how it can be brought out in people through leadership. The text by Hughes differs from the critical conversation on the views on how a leader is established. Hughes, et al (2008) states that leadership and leaders can be developed through education. According to Dr. Skot Beazley states that a leader is born as a leader-thus implying that one is either born a leader or not (Capella University Multimedia 2007). However, the texts hold consistent views with favour to the fact that a leader is indeed more of an inspirational force rather than a control tool. Also embraces the view that leadership is based on consultative platforms whereas, management is more of decision-making and as such it involves critical analysis of choices by a few individuals thus making it a less democratic process (Hughes, et al, 2008)
Leadership versus ManagementManagement can be defined as a function and leadership as a relation. Leaders are more worried with establishing relations that create trust, coaching others and motivating their actions and decision-making. On the other hand, managers take roles in actions such as planning, budgeting and making of evaluations, thus making their roles to have more of a functional nature (Maccoby, 2000). Although leadership and management are necessary ingredients to creating actualized organizations. In order for any type of organization to succeed organizations need both good management and quality leaders. Using both management functions and leadership skills can create a system that motivates employees, does not over manage, and most importantly create an enthusiastic working environment.
The organizational process of managing an organization can be seen in terms of the number of tasks and responsibilities that managers have to complete. As the majority of these tasks are performed by people who have the unique skill sets of a CEO, managers may be able to manage or manage at a much younger scale in the management of an organization.
While the above concept is well-founded to help organizations have the capability and resources to succeed, the above concept does not apply to organization in general to where management, organizational relationships, management process and culture are concerned.
Communicated Risk Management. Management, along with organizational communication, is a process that often involves communication with the organization (Klein and McAnulty, 1991). By design decisions or communication with a group is a crucial part of an effective process: the individual, team, organizational team or organization is expected to know, understand, take risks and be prepared when needed. While this is a very important aspect of management at scale, there is much more to it than simply a general sense of responsibility (Klein and McAnulty, 1991). As the organization grows it becomes more and more complicated to find effective processes in place.
Communication. At the very core of effective processes are team communication, which is the collaborative communication between people working together to accomplish a task. Because communication is critical in effective management, it is often utilized in a team setting as a way to communicate that communication. It is also important that the communication channel is an effective conduit for communicating the team and management values. A good communication channel that provides an ability to discuss both the work being done and what to work on are the two best ways to achieve these objectives. This communication channel can be a very successful way of meeting people who need to be heard and to create a lasting relationship. Also the information can be shared and used in some way so that there can be an agreement that the shared information can be shared together with the other people. Communication issues have the potential to have tremendous impact on organizational success.
To understand communications and effective leadership, let’s set aside the idea that an effective communication channel provides us with common values (Schulman, 1990). Instead of being an individual we should expect to be a team leader. For a successful management, communication is the process of sharing information, working on ideas, developing solutions, creating leadership teams and generally making decisions accordingly. It also plays a role in building relationships with one another. When a team leader learns something or a group of people share their project ideas and ideas are used in a coordinated fashion as the team progresses, the trust in them can take root, and leaders can increase the visibility of the ideas and solutions they plan to release to the broader community. The organization can also find shared interest and enthusiasm in the effort itself.
Integrating Leadership. Organizations need to communicate quickly and effectively to other people, so communication with the general public (often those from higher levels of organization) cannot be limited to just those that do not follow the current policies. The only way to help organizations overcome lack of communication will be to have both good communication for others as well as good leadership for themselves by making sure everyone participates fully in the work. As an example, the only way to do that is to help promote a certain culture of communication within an organization, so that those