Ã¯Â¿Â½PAGE Ã¯Â¿Â½ Ã¯Â¿Â½PAGE Ã¯Â¿Â½10Ã¯Â¿Â½ Managerial Leadership
Running Head: MANAGERIAL LEADERSHIP
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Leadership in today's world requires far more than a large stock of gunboats and a hard fist at the conference table.
Manager or leader
Warren Bennis and Peter Drucker had a superior one when they understood, "Management is doing things right; leadership is doing the right things." (Bennis 1990, 79)
The managers write down the policy and practice labor-intensive, set the agenda, and hold influence improvement programs. In this circumstances who is the leader? Leader, is the one who analysis the complete state of affairs, climbs the tallest tree and yells, "Wrong jungle!"
"Leaders walk their talk; in true leaders, there is no gap between the theories they espouse and their practice." (Bennis 1990, 71)
The leader tries out new ideas; the manager governs. The leader has a long lasting perception; the manager has a short term vision.
The manager inquires how and when; the leader rises what and why. The manager has his judgment on the bottom line; the leader has his eye on the possibility. The manager understands the status quo; the leader dares it. (Peter 2001, 35)
Theories of Leadership
The theories that have been developed are generally classified under Trait theories, Style theories, and Contingency theories. (www.washingtonspeakers.com)
These deal with the attributes and personal qualities that leaders are assumed to possess. Here the basic tenet is that leaders have personality characteristics that are either inherited or developed early in life, which differentiate them from those they lead.
These focus on the behavior that is associated with effective leadership. Here, leadership is seen as an aspect of human behavior, and human behavior can be observed and, to some extent, measured. Therefore...