The concepts of “leadership” and “management” are not always identical, but most people don’t understand the essence of their differences

The concepts of “leadership” and “management” are not always identical, but most people don’t understand the essence of their differences. In leadership, there is nothing mystical and mysterious. This is not the privilege of a narrow circle of the elect. Leadership is not necessarily more important than management, and one does not replace another.
In fact, leadership and management in a company are two separate, complementary systems of action. Each has its own function and characteristic of its activities. For the company’s success in today’s business world, an increasingly complex and rapidly changing, you need to master both.
Leadership is an addition to management, rather than replace it. However, in developing the ability to lead to employees, business leaders must not forget that a strong leader, but a weak manager – no better (or worse) than vice versa. Indeed, this is not an easy task – to combine leadership with competent management, and use them as two complementary forces.
Of course, not everyone is able to simultaneously be a cool leader and competent manager. Some people have a real talent for managerial jobs, but lacks leadership qualities. Others clearly have the makings of a leader, but for different reasons, are not able to become effective managers. If the manager is smart enough, then in his company will be valued both managers and leaders, and will try to make these talented people to become part of the team.
But when it comes to training for senior positions, heads of companies openly ignore the warnings of psychologists that people can not be both manager and leader. They are trying to educate leaders and managers in one person. And they have reasonable reasons for that. But is this possible? Managers and leaders are people of completely different types. And to really be able to prepare such giants, companies must understand the fundamental difference between leadership and management.
If the organization wants to survive, and to succeed in today’s conditions, it needs both managers and leaders. However, large corporations today seem bewitched only by the “secrets of effective management”. This interest leads to an increasing spread of managerial personality type – those who value and seeks to maintain formal, stable circuit manufacturing processes. Rules of conduct among managers require giving preference to collective leadership, and the risk should be avoided.
To create the most favorable conditions for the “leadership” personality type, we must first ensure that potential leaders have the opportunity for a closer contact with mentors. However, in large organizations with complex hierarchical structure of such relationships are discouraged.
Companies need to find a way to train competent managers and simultaneously to bring up talented leaders. Without a solid organizational structure, even the leaders with the most brilliant ideas will be out of business. They will work in vain, only to deceive the expectations of colleagues and not achieving any tangible results. But there is another important premise: the entrepreneurial culture, which is formed when the booster of organization have a true leader. If not, then even the companies with the most impeccable management structure are facing stagnation and loss of competitiveness.

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