Leadership Versus Management

Leadership Development:

Allio, Robert J. (2005). Teaching versus learning Management Decision, Vol. 43, Issue: 7-8 pp. 1071-1077

The purpose of the article is to elucidate the limitations of contemporary approaches to developing leaders to present alternative approaches.

Companies send their people to schools and seminars to produce better leaders. There is very little evidence that this kind of training makes a person a better leader. The author tells about how training programs can change the way people think and how they work with problems. They think these programs can change how a persons behaves. They think these classes can change leaders into top notch managers. The authors study suggests that leader’s failures come from what each individual believes he or she is required to do, not what they have been book trained and taught in a classroom to do.

I think these programs cannot teach a person to become a leader. If you take the initiative to naturally take control of a problem and help others and you also take your job very serious you can and will be a good leader and role model. Hands on experience makes a good leader along with book smarts, but on –the-job-training is the way to go.

What happened to leadership?

Kersley, Mike. (2005) Vol. 37, Issue: 5, Industrial and Commercial Training, Vol. 37, pp. 264-267.

The purpose of this paper is to provide a summary of ideas with regard to leadership and management with the author’s interpretation of these and some of the issues these raise.

There use to be implemented programs to develop new leaders, now there are not as many corporations using this. The reason the author thinks this way is because of the difference between a leader and a manager. A manager’s position seems to be that of a person who sets the rules for others to follow. A manager takes control of a process that has been put in place and expects his followers to do the procedure as written in the process. The manager does things correct and in order. A leader works with the people helping the people learn to do the process that is ordered in the procedure. The leader tends to do things correctly, but possibly not in the specified order. The study done by this author was all men, therefore there was allot of sexism. The problem that was found during this study was that it was almost impossible to find a person within the company with enough knowledge, desire, and the know how to become a leader of their fellow workers. The same goes with trying to find a worker with managerial qualities. Not many leaders or managers would be able to know rather a person is up to the task of becoming a manager or a leader. Rather a worker is ideal to quality for a management or leadership position depends upon the individual’s experiences in life. Most companies don’t want a leader that is trained directly out of a book; they are looking in other directions. Most bosses want to train someone who they know will be able to move forward and take a position in their company that would enable the company to continue to prosper without some kind of loss.

The main idea of this article was to tell why certain people are better able to become a leader and/or manager than others. Also it tells how the Human Resources of a company cannot provide the company with top a quality leader or manager from with-in the organization. I believe that there are leaders, managers and then there are workers within any system. From with-in a company it would be very hard to pull out a good manager or a good leader, but it can be done. I do believe the author put forth a good article that presented good reasons and evidence that leaders and managers are very unlikely to be found within the organization of a company.

Hammett, Pete. (2002), the paradox of gifted leadership developing the generation of leaders. Vol. 40, Issue: 1, PP. 3-9. Industrial and Commercial Training.

The purpose of the author’s writings was to tell that men and women who do a excellent job of leading their companies, may not be able to find future leaders from within their own companies.

According to the author you can take a perfectly wonderful player who can play the game better than anyone on the field. You cannot take this person who is so good at the sport and make him into a number one coach or trainer. The author used this example in his paragraphs, “Here is a trivia question – name a superstar, hall-of-fame athlete that went on to be the head coach of a winning team?” The answer is very few if any. This question was being brought up to make a point. The point is can great senior leaders make great coaches?