Leadership Leveraging for Maximum Business Success Name University Professor Course

A leader takes over the role of guiding other people in activities which lead to achieving organizational goals and objectives. leadership defines the relationship of ones influence to the behavior or actions of other people. Leadership cannot be therefore separated from the activities of groups and with effective team building.

How Leadership differs from Management It does not follow that every leader must be a manager, therefore some distinct variations occur between management and leadership. Management involves getting things done through other people to achieve the stated organizational objectives, solving problems, etc. Leadership termed as an interpersonal behavior in a broader context

Cont. Leadership does not necessarily take place within the hierarchical structure of the organization. Leaders have roles which are not very clearly established like the managers do. The attitude of management is more passive while leadership roles towards goals are more active.

Cont. In terms of emotional involvement, the management must create balance to handle conflicting ideas Leadership creates excitement in workplace to create choices that excite people. While Management maintains a low level of emotional involvement in relationship with other people,, leadership empathizes with other people giving attention to what events and actions may translate to.

Cont. Leadership gives more focus on people and works on innovation, as a contrast, management is a unit of administration. Leadership bestows trust on workers Management seeks to control the welfare of its employees, more on regulating the activities to identify rewarding opportunities, a leader does not need to be a member of the organization it his roles.

How an organization benefits from managers leadership skills Some of the benefits that the organization derives from management leadership include; Time management due to supervision of workers. Organizational growth as more goals are achieved. Effective decision making. Innovation to the organization

Cont. Ease of progress due to better management of conflicts. Increase in yield (productive work force) Effective leaders are champions of change, making the organization more flexible t address the employees’ needs and welfare. Effective leadership makes the link between the organization and the external world easier.

Setting Effective Expectations for Employees to increase Performance The plans and objectives of the organization require proper planning. The employees must be focused in the implementation processes of their plans and understand what needs to be done to achieve. Employees can take active roles of planning given the opportunity by managers to understand their goals.

Cont. Training is an effective way since it sharpens employees, making them valuable assets in an organization, full potential must be realized though A scheme of according employees incentives and bonuses should be put in place for effective employee performances as well as promotions.

Cont. Employees kill boredom and equally gain skills by moving from one point to another, say departmental shifts. Performance can be improved by regular feedbacks by managers to employees on their jobs ratings on continuous periods of time. A realizable degree of flexibility advanced to employees can create freedom, working without strict supervision.

Organizational culture Organizational culture is the personality of the organization. Culture is compiled assumptions, values, norms and tangible signs of organization members and their behavior.

How applying leadership principles can contribute to a healthy organizational culture Leadership creates mutual trust, consideration within the organization Recognizing employees by equitable rewards and justly makes them work harder, to the benefit of the organization. Integrating employees goals creates smooth environment to work since they can raise their views

Managerial control It focuses on performance measurement through standard setting The mechanisms used in managerial control are: Mutual adjustment Direct supervision Work process standardization

Leveraging Diversity Incorporates proper management of cultural practices to yield positive impact in the organization These practices include, among others, attending festivals, watching movies, travelling, exposing own self to different cultures and travelling Such practices provide opportunities of exploring diversified cultures and may bring more productivity to an organization through morale boosting.

Cont. A good control requires the accord of limited freedom of employees, ensuring no deviation from the rules. Proper goal setting and giving achievable goals can ensure minimal mistakes by employees, nevertheless, this control too is subject to changes, unlike the process standardization where there are definite procedures.

References Algahtani, A. (2014). Are Leadership and Management Different? A Review.Journal of Management, 2(3), Davila, T., Epstein, M., & Shelton, R. (2012). Making innovation work: How to manage it, measure it, and profit from it. FT Press. Hughes, C., & Stephens, D. (2012). Leveraging workforce diversity through a career development paradigm shift. Handbook of research on workforce diversity in a global society: Technologies and concepts,

Cont. Lunenburg, F. C. (2011). Leadership versus management: a key distinction–at least in theory. International Journal of Management, Business, and Administration, 14(1), 1-4. Mone, E. M., & London, M. (2014). Employee engagement through effective performance management: A practical guide for managers. Routledge.

Cont. Rantakari, H. (2012). Employee initiative and managerial control. American Economic Journal: Microeconomics, 4(3), Robbins, S., Judge, T. A., Millett, B., & Boyle, M. (2013). Organisational behaviour. Pearson Higher Education AU. Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2012). Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1),