The_Differences_Between_Leadership_and_Management

The Differences Between Leadership and Management Managing Criminal Justice Organizations: CJ444-01 Management is the process of working with people and resources to accomplish organizational goals. Good managers do theses things both effectively and efficiently. To be effective is to achieve organizational goals; to be efficient is to achieve organizational goals and minimal waste of resources that is to make the best possible use of money time, materials and people. Some managers fail both criteria, or focus on one at the expense of another. The best managers maintain a clear focus on both ‘E’s”. Great managers not only adapt to changing conditions but also apply fundamental management principles, planning, organizing and controlling Planning is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals. Planning activities include analyzing current situations, anticipating the future; plans set the stage for action and mayjor achievements. Organanizating coordinates and assembles the human, financial and physical information and other resources needed to achieve goals. Planning, organization does not guarantee success. Controlling, monitors performance and implements necessary changes. By controlling, managers make sure any organization’s resources are being used as planned and the organization is meeting its goals for quality and safety. When managers implement their plans, they often find thingings are not working out as planned. The controlling function makes sure that goals are met. Effective managers are not necessarily true leader, many administrators and supervisors perform their responsibilities successfully without being great leaders. But these positions afford an opportunity for leadership. The ability to lead effectively, then, sets the excellent mangers apart from the average ones. Management must deal with the ongoing, day to day complex organization, but true leadership includes effectively orchestrating important change. While managing requires planning and budgeting routines, leading includes setting the directions creating a vision for law enforcement. Management requires structuring the organization, staffing it with capable people, and monitoring activities; leadership goes beyond theses functions by inspringing people to attain the vision. Great leaders keep people focused on moving a law enforcement organization toward its ideal future, motivating them overcome any obstacles. It is important to be clear that management and leadership are both vitally important. To highlight the need for more leadership is not to minimize the importance of management or managers. But leadership involves unique processes(). Also the requirement for the different processes does not necessarily call for separate people. The same individual may manage and lead effectively or may not. I have been in many management positions this is what I have learned: Characteristics of leaders Organization. Subordinates like leaders who plan and are well organized. They should follow the chain of command in issuing instructions. They should also delegate authority as necessary. Fearlessness. Leaders should not be afraid for their positions, or afraid of their superiors, the toughness of a job, colleagues or the honest mistakes of their staff. Respect for the work of others. Leaders should recognize that the work of their teammates is as important as their own work, and deserves equal recognition. While they should be excited about their own work, leaders should simultaneously cultivate the right climate so that their teammates can also be enthused about their work. Satisfaction. Leaders should have a feeling of satisfaction and gratification when a teammate achieves something which they themselves thought would be impossible. Promotion of the interests of subordinates. If leaders believe that their subordinates are right, they should fight for them no matter what the odds and the situation. Frankness. Leaders should talk to subordinates directly and inform and explain without losing tempers or creating stress. They should be candid and criticize constructively. Respect for the individual. Subordinates prefer leaders who respect an individual's identity and experience. Leaders should never show bias. Knowledge. Subordinates want leaders who are knowledgeable and know most of the answers. At the same time, leaders should admit ignorance when they do not know the answer to a problem, and be willing to seek help from other sources. They should also be willing to learn from others. In fact, they should never stop learning. Predictability. Leaders should be predictable, usually the same all the time and not enigmatic. Tolerance. Leaders should be tolerant of small mistakes which teammates may occasionally make. Understanding. Subordinates should perceive their leaders to be humane and understanding, and should not be afraid to go to them if they have committed a foolish mistake, are ashamed or are proud and satisfied. Leaders should create confidence and should be neither hasty nor rude. Honesty and transparency. Subordinates want leaders who are transparent in their dealings and cannot be bribed by anyone. Leaders should be able to see through perfidious designs in any form, and should cultivate strong moral fiber and earn the respect of their teammates. Leaders should always be committed to good moral principles. Accessibility. Leaders should be easily approachable when needed, and subordinates should be able to get away from their leader when their business is settled. Providing opportunities. Leaders should be willing to provide new opportunities and chance for work even if it is something new and the subordinate may not have experience in that work. Guidance. Leaders should lead by training others. They should be able to show their subordinates how to do a job, but, in doing so, they must not show off. Subordinates like people who grow out of their own job to become leaders. Leaders should try to match people and jobs. Willingness to listen. Leaders should be willing to listen when a subordinate has something to say, but should be able to end the conversation gracefully if necessary. Genuineness. Subordinates should believe that their leaders sincerely wants them to succeed and will be proud of them when they do. Discretion. Leaders should respect the privacy of their teammates. They should not admonish them in the presence of others, nor gossip about them. At the same time, leaders should give credit to and acclaim their people publicly when appropriate. Informed. Leaders should be well informed about what is happening around them. They should not give credence to gossip. Grace. Leaders should neither denigrate nor undermine a teammate for any reason. Authority. Leaders should have authority to mete out rewards and punishment as necessary. People orientation. Leaders should like people, be cooperative and inspire their teammates. Positive personality. Subordinates like leaders who are active, humble, gracious, thoughtful and confident. Leaders should be firm but fair to everybody and, if necessary, should be able to compromise, but should not placate. Good communication. Subordinates like to be informed of the actions of their leader and the reasons for them. Good leaders have to be good communicators and should not cover themselves in an unnecessary veil of secrecy.