Republic of the Philippines

SURIGAO DEL SUR STATE UNIVERSITY

Lianga Campus
Lianga, Surigao del Sur

IN PARTIAL FULFILLMENT
OF THE COURSE
MAED 204

Submitted to :
SDSSU- Lianga Campus

Submitted by :
MARISSA B. MIRANDA
 CASE STUDY ON LEADERSHIP & MANAGEMENT

CHAPTER I – INTRODUCTION

Often the problem of the organization of an effective work and creation of a

cooperative team united by common objectives and ideas is quite a difficult task,
especially if such an organization is supposed to be created in the region with a
different socio-cultural background and in the situation of the lack of well-qualified
leaders that are ready to work in such environment. In fact, many of the institutions
like in our school face a problem of the organization on effective leaders . This is
actually the case of St. Christine National High School. Obviously, problems
caused by the lack of characteristics and qualities of a good leader.
John Maxwell has defined leadership as “Influence, nothing more, nothing
less.” If you don’t have influence, you don’t have leadership. This has something to
do with our Leader in the organization. As a leader he needs to search himself and
discover why he is not having influence. Is it a lack of empathy? Or is it not
listening to his team? Whatever it is, he needs to find it and change paths. Begin
fixing what’s wrong and regain the influence he needs to lead effectively.
He failed to communicate clearly in which communication is essential to
quality leadership. It helps make the vision plain. It helps draw his team together. It
helps distribute the information needed to do what needs to be done. When you fail
to communicate, everything begins to falter. People begin to seek out a leader who
will communicate, and this person may not have had the title of leader bestowed
upon them by the organization. Instead it’s by his or her coworkers. Examine your
leadership and see if this is an issue. Once you’ve pinpointed this as an issue, work
to correct it. Take the leap into Toast Masters, find a mentor who’s a great
communicator, or practice communicating in front of a mirror. Whatever you do,
improve your communication.
He failed to cast a clear vision: Vision, next to influence, is one of the most
important tasks of a leader. You need to lay out a clear vision of where you want
your organization to go and have a plan to get there. Without the clear vision, your
team begins to wander. Frustration eventually builds. Leading to unhappy coworkers
and a mass exodus of employees. He needs to change course today and begin
laying out a firm foundation. Begin crafting a vision for the team to latch onto. Give
them a clear focus and help them move towards the goal.
He failed to listen to his team: Do you ever watch the TV show Undercover
Boss? It’s not a show I catch often but when I do, I really enjoy it. The premise is a
boss goes undercover and works with his employees. Along the way he learns
what’s really going on in the company. One of the major complaints from team
members has to be leadership doesn’t listen to those on the ground floor, in the
action zone. Instead, leadership makes decisions from a top level view with little
input from those who are dealing with the real issues. Let’s begin to change this
attitude. Begin searching for those workers who are active and productive. Ask them
into the inner circle and let them give their opinion. You’ll be surprised on the insights
you’ll gain from listening to those employees.
He failed to do what he says: You’ve heard the saying before: “Do as I say,
not as I do.” This probably came from your mother or father. As leaders, we tend to
carry on this tradition. The truth is it’s killing your effectiveness as a leader. Leaders
should be following through with their requests. They should also be willing to take
on the tasks they’re asking their employees to do. When you’re unwilling to do a
task, your team knows it. They can sense it in the way you’re asking or, even,
demanding the job be done. Become someone who leads by example. Show your
team the way and your level of effectiveness will rise. These are all the reasons why
leadership is ineffective according to Joseph Lalonde, and these are also common
problems existing in our organization lack of renewal and growth of a leader results
in stale and mediocrity in the team. Without the element of progression in the leader-
those who are following grow weary and bored. The body can only go where the
head takes then.

As a leader you should in the first place the difference between leadership &
management and so with knowledge and skills of a good one.
The purpose of this study was to examine changes and evaluate results if the
leader possesses the traits and behaviors of a good leader, its effect to his people
and in an organization as well.
 CHAPTER II

Is a good manager automatically a good leader? What is the difference

between leadership and management? The main difference between leaders and
managers is that leaders have people follow them while managers have people who
work for them. There is an essential difference between leadership and management which
is captured in these definitions:
 Leadership is setting a new direction or vision for a group that they follow, ie:
a leader is the spearhead for that new direction.
 Management controls or directs people/resources in a group according to
principles or values that have been established.
There is much more to these definitions than may at first appear. Albert Einstein
said that everything should be made as simple as possible but no simpler. However,
it is an oversimplification to think that leaders lead and followers follow, because the
relationship between leadership, management, and followers is a complex one. Also,
leadership and management are often part of the same role because there is a
continual adjustment of the direction (leadership) and controlling resources to
achieve that direction (management). We can see the difference more clearly by
looking at some examples - of leadership without management, and management
without leadership. Leadership involves establishing a clear vision, sharing that
vision with others so that they will follow willingly, providing the information,
knowledge and methods to realize that vision, and coordinating and balancing the
conflicting interests of all members and stakeholders.
A leader steps up in times of crisis, and is able to think and act creatively in
difficult situations. Unlike management, leadership cannot be taught, although it may
be learned and enhanced through coaching or mentoring. Someone with great
leadership skills today is Bill Gates who, despite early failures, with continued
passion and innovation has driven Microsoft and the software industry to success.
The act of inspiring subordinants to perform and engage in achieving a goal.

LEADERSHIP

Most dictionaries suggest leadership and management are quite similar -

guiding or controlling a group of people to achieve a goal. Most web articles suggest
that leadership and management are different, but offer contradictory reasons, such
as: leadership inspires, management plans; leaders praise, managers find fault;
leaders ask questions, managers give directions; etc. However, the qualities often
ascribed to leadership can also apply to managers. There can be good and bad
leaders, and there can be good and bad managers.
For leaders and managers to understand what they have to do, and to achieve
excellence in doing it, they need to understand the essence of the difference
between them. This is a matter of definition - understanding how the roles are
different and how they might overlap.
Most people are actually somewhere between being a good leader and a bad leader,
with the majority uncertain of the connection between their leadership and
performance. A deeper knowledge of what good (or great) leadership is will then
enable you to break-through and affect change in the performance of your team,
organization or company like never before. Leadership denotes the sending of value
standard messages that most people then use to conduct their work.
Leadership in the workplace applies to managing people, not to managing things.
And as I have previously defined leadership in the workplace, (watch and read here),
leadership denotes the sending of value standard messages that most people then
use to conduct their work. This means how industriously, cooperatively, openly,
respectfully, caringly, honestly, neatly, cleanly, and the like to perform their work.
Thus, we say that employees have been led in the direction of those standards.
(Ben Simonton) said, How does an employee experience leadership? They
experience it through the support provided by management and the quality of this
support dictates the quality of their work. The support an employee uses comes in
two forms: tangible and intangible. Tangible support consists of training, tools,
material, parts, discipline, direction, procedures, rules, technical advice,
documentation, information, planning, etc. Intangible support consists of feelings like
confidence, morale, trust, respect, relatedness (or purpose), autonomy, ownership,
engagement and empowerment. Providing that support may or may not be clear to
you, as the boss, but it is clear to whomever you manage, the majority of whom are
followers. What this means to you, the boss, is that leadership happens inexorably
every minute of every day because the vast majority of people are following the lead
of the boss, with some following more than others.

MANAGEMENT

According to the management guru Peter Drucker (1909-2005), the basic

task of management includes both marketing and innovation. Practice of modern
management originates from the 16th century study of low-efficiency and failures of
certain enterprises, conducted by the English statesman Sir Thomas More (1478-
1535).
Management consists of the interlocking functions of creating corporate policy
and organizing, planning, controlling, and directing an organization's resources in
order to achieve the objectives of that policy. The directors and managers who have
the power and responsibility to make decisions and oversee an enterprise. The size
of management can range from one person in a small organization to hundreds or
thousands of managers in multinational companies. In large organizations, the board
of directors defines the policy which is then carried out by the chief executive officer,
or CEO. Some people agree that in order to evaluate a company's current and future
worth, the most important factors are the quality and experience of the managers.
 Management can mean taking control of something or using it with more care,
as in ‘time management’. It can also be a collective noun for managers or
administrators.
Managers are people who are paid to manage something – manage meaning to be
in charge of or handle with skill. This can mean other people, finances, press, a
group of other managers, or any other thing. In short, managers are paid to make
sure everything is running smoothly with whatever they are in put in charge of.
The kinds of managers that people are most familiar with – and who are most
comparable to leaders – are the ones who manage other employees. Anyone who’s
been employed by a company has likely had a manager at some point. These
managers are expected to coordinate their employees, make sure that everyone is
performing well and deal with it if they aren’t, and to make sure that their employees
get paid and get any other benefits that they should receive. Sometimes, managers
don’t do all of this, but the title refers more to their position in their company than it
does their skills.
Management is a job title, while leadership is a description of qualities.
Because of this, it’s entirely possible to be both at the same time. If a manager is
good at inspiring other people to do their best and to follow their company’s ideals,
then that manager is also a leader.

Different experts have classified functions of management. According to

George & Jerry, “There are four fundamental functions of management i.e.
planning, organizing, actuating and controlling”. According to Henry Fayol, “To
manage is to forecast and plan, to organize, to command, & to control”. Whereas
Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O
for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting &
B for Budgeting. But the most widely accepted are functions of management given
by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and
Controlling.
Planning - It is the basic function of management. It deals with chalking out a
future course of action & deciding in advance the most appropriate course of actions
for achievement of pre-determined goals. According to KOONTZ, “Planning is
deciding in advance - what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be”. A plan is a future course of actions. It is an
exercise in problem solving & decision making. Planning is determination of courses
of action to achieve desired goals. Thus, planning is a systematic thinking about
ways & means for accomplishment of pre-determined goals. Planning is necessary
to ensure proper utilization of human & non-human resources. It is all pervasive, it is
an intellectual activity and it also helps in avoiding confusion, uncertainties, risks,
wastages etc.

Organizing - It is the process of bringing together physical, financial and human

resources and developing productive relationship amongst them for achievement of
organizational goals. According to Henry Fayol, “To organize a business is to provide
it with everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”. To organize a business involves determining & providing human and
non-human resources to the organizational structure. Organizing as a process
involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
Staffing - It is the function of manning the organization structure and keeping
it manned. Staffing has assumed greater importance in the recent years due to
advancement of technology, increase in size of business, complexity of human
behavior etc. The main purpose o staffing is to put right man on right job i.e. square
pegs in square holes and round pegs in round holes. According to Kootz & O’Donell,
“Managerial function of staffing involves manning the organization structure through
proper and effective selection, appraisal & development of personnel to fill the roles
designed un the structure”. Staffing involves:
 Manpower Planning (estimating man power in terms of searching,
choose the person and giving the right place).
 Recruitment, Selection & Placement.
 Training & Development.
 Remuneration.
 Performance Appraisal.
 Promotions & Transfer.
Directing - It is that part of managerial function which actuates the
organizational methods to work efficiently for achievement of organizational
purposes. It is considered life-spark of the enterprise which sets it in motion the
action of people because planning, organizing and staffing are the mere preparations
for doing the work. Direction is that inert-personnel aspect of management which
deals directly with influencing, guiding, supervising, motivating sub-ordinate for the
achievement of organizational goals. Direction has following elements:
 Supervision
 Motivation
 Leadership
 Communication
Supervision- implies overseeing the work of subordinates by their superiors. It is the
act of watching & directing work & workers.
Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal
to work. Positive, negative, monetary, non-monetary incentives may be used for this
purpose.
Leadership- may be defined as a process by which manager guides and influences
the work of subordinates in desired direction.
Communications- is the process of passing information, experience, opinion etc
from one person to another. It is a bridge of understanding.
Controlling - It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure achievement of organizational
goals. The purpose of controlling is to ensure that everything occurs in conformities
with the standards. An efficient system of control helps to predict deviations before
they actually occur. According to Theo Haimann, “Controlling is the process of
checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”. According to Koontz &
O’Donell “Controlling is the measurement & correction of performance activities of
subordinates in order to make sure that the enterprise objectives and plans desired
to obtain them as being accomplished”. Therefore controlling has following steps:
Establishment of standard performance, Measurement of actual performance,
Comparison of actual performance with the standards and finding out deviation if
any, Corrective action.
 CHAPTER – III

DISCUSSION

Leadership and management must go hand in hand. Workers need their

managers not just to assign tasks but to define purpose. Managers must organize
workers, not just to maximize efficiency, but to nurture skills, develop talent and
inspire results.

Adapted from “The Wall Street Journal Guide to Management” by Alan Murray,
published by Harper Business. Leadership and management must go hand in hand.
They are not the same thing. But they are necessarily linked, and complementary.
Any effort to separate the two is likely to cause more problems than it solves.

Still, much ink has been spent delineating the differences. The manager’s job is to
plan, organize and coordinate. The leader’s job is to inspire and motivate. In his
1989 book “On Becoming a Leader,” Warren Bennis composed a list of the
differences:

– The manager administers; the leader innovates.

– The manager is a copy; the leader is an original.

– The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people.

– The manager relies on control; the leader inspires trust.

– The manager has a short-range view; the leader has a long-range perspective.

– The manager asks how and when; the leader asks what and why.

– The manager has his or her eye always on the bottom line; the leader’s eye is on
the horizon.

– The manager imitates; the leader originates.

– The manager accepts the status quo; the leader challenges it.

– The manager is the classic good soldier; the leader is his or her own person.

– The manager does things right; the leader does the right thing.

Perhaps there was a time when the calling of the manager and that of the leader
could be separated. A foreman in an industrial-era factory probably didn’t have to
give much thought to what he was producing or to the people who were producing it.
His or her job was to follow orders, organize the work, assign the right people to the
necessary tasks, coordinate the results, and ensure the job got done as ordered.
The focus was on efficiency.

But in the new economy, where value comes increasingly from the knowledge of
people, and where workers are no longer undifferentiated cogs in an industrial
machine, management and leadership are not easily separated. People look to their
managers, not just to assign them a task, but to define for them a purpose. And
managers must organize workers, not just to maximize efficiency, but to nurture
skills, develop talent and inspire results.

The late management guru Peter Drucker was one of the first to recognize this
truth, as he was to recognize so many other management truths. He identified the
emergence of the “knowledge worker,” and the profound differences that would
cause in the way business was organized.

With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker
wrote. “The task is to lead people. And the goal is to make productive the specific
strengths and knowledge of every individual.”

In management, authority differs from power. Authority - is the right given

to a manager to achieve the objectives of the organization. It is a right to get the
things done through others. It is a right to take decisions. It is a right to give orders to
the subordinates and to get obedience from them. A manager cannot do his work
without authority. A manager gets his authority from his position or post. He gets his
authority from the higher authorities. The lower and middle-level managers get their
authority from the top-level managers. The top-level managers get their authority
from the shareholders. Authority always flows downwards. It is delegated from the
top to the bottom.

According to Henri Fayol, "Authority is the right to give orders and power to
exact (get) obedience." Power - is a broader concept than authority. Power is the
ability of a person or a group to influence the beliefs and actions of other people. It is
the ability to influence events. Power can be personal power. A person gets his
personal power from his personality or from his expert knowledge. Doctors, Lawyers,
Engineers, Programmers, etc. get their power from their expertise and professional
knowledge. Power can also be legitimate or official power. This power comes from a
higher authority.

 leadership is actually indefinable in any precise or comprehensive manner.

it is a complex mixture of qualities and cuts across almost all modern disciplines
such as philosophy (goals and their morality), political science (sources of authority
and uses of power), sociology and psychology (influence and motivation), etc. 
broadly defined, however, leadership (or leading) is equivalent to management
(or managing); i.e. getting one's goals accomplished through other people.
 The topic of leadership and management always receives a lot of attention
in the literature and a lot of previous studies were dedicated to distinguishing these
two notions. It is not a new hypothesis, but the strongest and most obvious
difference between leader and manager is the nature of this quality. Manager is the
capability that can be developed through personal experience and theoretical
education, while leadership is a talent that is either given to a particular individual or
not. Numerous programs, methods and technologies were developed in order to
facilitate management skills, but what can be done to improve leadership skills?

Leadership cannot be taught, as any other talent that we get from the
beginning of our life. Still, leadership could be further developed and transformed
into something more controllable and consistent. What is required from a successful
leader? We strongly believe that to become a successful leader it is important to
understand your advantages and disadvantages and use this knowledge to motivate
and lead people. One of the most complicated tasks of the leader is to obtain
management skills that would potentially add discipline and structure in the leading
process and communication between the leader and his followers.
 REFERENCES

Read more:
http://www.businessdictionary.com/definition/management.html#ixzz432Fzq2D
g

Read more:
http://www.businessdictionary.com/definition/leadership.html#ixzz432G3yITm

Read more: Difference Between Leadership and Management | Difference

Between | Leadership vs Management
http://www.differencebetween.net/business/difference-between-leadership-
and-management/#ixzz432MwcVDN