• Using a robust range of academic sources, critically examine the core concepts of leadership and management. In doing so, evaluate where there may be crossover between the two concepts highlighting similarities and differences.

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Leadership Concepts

Although leadership is a common term it has many diverse meanings. Scholars have defined leadership according to their individual perspectives and the aspect of the phenomenon of most interest to them. Stogdill concluded that "there are almost as many definitions of leadership as there are persons who have attempted to define the concept".

Great leaders appear to be men and women with outstanding physical and mental fortitude, a wealth of experience, a deep understanding of others, the ability to establish a shared vision and motivate those around them to the highest level, the courage to confront conflict, the skills and determination to triumph, and the wisdom to create resolution. Leadership is a complex multidimensional phenomenon (De Pree, 1989). It is also an essential driving force that helps the organisation to achieve its visions and missions.

The term leadership is also used to describe personality qualities, behaviours, and the roles of individuals and groups. Leadership is defined as a process that includes methods such as knowledge, leadership characteristics, styles, and traits. According to studies, leadership is a process in which members of a group are actively associated with all members while without occupying a position of leadership (Northouse, 2019: 23). The process involves a leader influencing people to work together to achieve the organization's goals. Furthermore, it requires motivating others to pursue a vision within predetermined limitations to the point where it becomes a shared vision, success, and effort. As a result, a leader will use their abilities and knowledge to influence the actions of others.

Maxwell defined leadership as an influence (Maxwell, 1998). Northouse also defined leadership as a process where individuals can influence others to achieve a common desired outcome (Northouse, 2004). Some theorists do believe that leadership is a form of the social influence processes (House, 1997). There are various definitions for leadership, but most are primarily focused on two components. One is to develop a vision and the other is the process of influencing others to work towards a common goal. Leaders set a direction for the rest and help others see what lies ahead. As all human beings have their own way of seeing things and lean towards different solutions, a leader points everyone in the same direction.

Management

Some define management as art whilst others define it as a science. Management is seen as a science as well as an art. When referred to as an art, it is the use of knowledge or skills to achieve the desired outcome(Li, 2007: 78). When looked at as a science, it has universally applied concepts, techniques, and generalizations. As a result, management is a study of a specific discipline.

Managers focus on directing and controlling their assistants, resources, structures, and systems. They aim to reach the goals by improving efficiency. Managers are the organization's executive function, in charge of building and supervising a complete system rather than completing specific tasks. Recognising the role and significance of others is an important part of good management. Kotter defined management as a job which takes care of planning, organizing budgeting, coordinating, and monitoring activities for a group or organisation (Kotter,2001).

Management art of getting things done by others. Katz defined management as exercising the direction of a group or organization through executive, administrative, and supervisory positions (Katz, 1955). According to Northouse, management is a process that uses its resources efficiently to achieve its set objectives (Northouse, 2007). The employees follow the manager's orders and directions in exchange for being paid a salary which is also known as the transactional style (Kotter,2001)

Differences between Leadership and Management Concept

The distinctions between leadership and management are a source of constant debate. Not all managers exercise leadership and not all leaders hold a management position. When it comes to applying various conceptualizations and approaches to work, leaders and managers exercise different ways of problem-solving, undertake different functions within the organisation, and exhibit different behaviours. Although some parts of leadership and management do overlap, some scholars argue that the two activities are not synonymous (Bass, 2010). The overlap between the two is a point of disagreement (Yukl, ref this year and check ebooks). Some scholars see them as extreme opposites, and believe that a good leader cannot be a good manager and vice-versa (Ricketts,2009)

Abraham Zaleznik wrote a landmark article about the differences between management and leadership in 1977. The article mentions that an organisation needs both effective managers and leaders to reach its goals, but Zaleznik argues that leaders and managers have a different contributions. Leaders promote new approaches and work to understand people's beliefs to gain their commitments, managers promote stability by exercising authority to get things accomplished (Zaleznik, 1977).

Managers take care of the structure and system whereas leaders focus on communication, motivation, and shared goals (Watson, 1983). In addition, a 7S strategy (strategy, structure, systems, shared values, skills, and style) can be effective when comparing leaders with managers. As Bennis and Nannus (1985) distinguished the difference between leadership and management over one sentence, "Leaders do the right things, managers do things right". Bennis summarised, "To survive in the twenty-first century, we are going to need a new generation of leaders-leaders, not managers..... leaders conquer the context -the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them- while managers surrender to it."

Leadership goes beyond routine tasks to cope with change, whereas management is a formal responsibility (Kotter, 1987). Kotter stated that "Nor is leadership necessarily better than management or a replacement for it: rather, leadership and management are two distinctive and complementary activities. Both are necessary for success in an increasingly complex and volatile business environment" (Kotter, 1990). Bass (1990) stated that "Leaders manage, and managers lead but two activities are not synonymous. Management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage".

Kotter argued that leadership and management are two distinct, yet complementary systems of action. He also stated that leadership is about coping with changes and management is about coping with complexity. For him leadership process involved, (i) developing a vision, (ii) aligning people with the vision through communication, and (iii) motivating and inspiring people through basic need fulfilment (Kotter, 1987). In contrast, management involves (i) planning and budgeting, (ii) organizing and staffing, and (iii) controlling and problem-solving. House concluded that management comprises implementing the vision and direction provided by leaders, coordinating, and staffing the organization, and handling day to day problems (House, 1997).

Below is a summary of the most well-known historical contrast between leaders and managers.

Leader Characteristics	Manager Characteristics
(Zaleznik, 1977)
Focuses on people Has followers Takes risk Transformational	Focuses on structure and system Has subordinates Minimizes risk Transactional
(Certi,1997)
Soul Visionary Inspiring	Mind Rational Tough-minded
(Northouse, 2007)
Establishing directions Creating a vision Building teams Inspiring and energize	Planning and budgeting Establishing agendas Establishing rules and procedure Developing incentives
(Lunenburg,2011)
Creates change Uses influence Acts decisively	Manages change Uses authority Acts responsibly

Leadership and management do overlap in certain aspects, but they are not the same (Kotterman, 2006). Leadership is a multi-directional influence relation and management is a unidirectional authority relationship (Katz, 1955). Leadership and management both revolve around influence, working with people, and working towards a common goal. Both leaders' and managers' missions are to control and influence other people. Although the main difference between them is their approach to achieving the organizations' goals. Managers utilise formal power to impose control, whereas leaders use their vision and inspiration to motivate their followers.

Zaleznik (2004:76) stated that the goals of managers come from necessities, but the goals of leaders come from a place of active attitudes. The approach proposes that leaders will utilise their energy to inspire people to be innovative in problem-solving, while managers will ensure that the organization's day-to-day business is completed, which may entail telling employees what to do if necessary. A leader has soul, passion, and creativity whereas a manager has the mind, rationale and persistence (Kotter, 2001).

Alan Murray (2009) stated, ".....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". However, in the new era value comes from the knowledge of people. Peter Drucker was the first to recognize and identify the rise of "knowledge workers" and the impact it had on the organization structure. With the rise of the "knowledge worker", Drucker (1998) stated, "The task is to lead people and the goal is to make productive the specific strengths and knowledge of every individual."

Conclusion

An organization's maximum efficiency can only be achieved if it has strong leadership and management. Leaders are needed in today's dynamic workplace to deal with new obstacles and alter organizations to gain a competitive advantage in the marketplace. Organizations also require managers to keep the workplace running smoothly and to make optimal use of resources. Finally, to succeed, a well-balanced organization should contain a mix of leaders and managers. (Kotterman, 2006).

To comprehend the nature of leadership, one must first explore the distinction between leadership and management. Leaders must have followers, and they must be able to influence them(Draft,2003). Managers must embrace procedure and seek control and stability. Leaders, on the other hand, may accept chaos and lack of organisation and are typically prepared to postpone closure to better understand issues.

EFQM Excellence Model

This model is based on 9 criteria. The first five are "Enablers" and the last four are "Results". The "Enablers" covers what an organization does and the "Results" cover what the organization achieves. There are two different approaches to explaining the model. The first is an idea that the results are caused by the "Enablers" and the second is that enablers are improved using feedback from "Results".

Enablers Results People People Results 10% 10% Processes, Customer Leadership Strategy Products & R It Key Results 10% 10% Services I 95" $515% I 15% 109/ Partnership & 0 Resources Society Results 10% 10% Learning, Creativity and innovation