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Leadership management: Principles, models and theories

Manoj Kumar Sharma, Shilpa Jain

Global Journal of Management and Business Studies 3 (3), 309-318, 2013

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:(a) The manager administers; the leader innovates.(b) The manager is a copy; the leader is an original.

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The leadership/management conundrum: innovation or risk management?

Karen Borgelt, Ian Falk

Leadership & Organization Development Journal, 2007

Purpose

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The purpose of this paper is to present a data‐driven discussion about whether effective leadership and innovation are being stifled in a contemporary organizational environment of continuous change.

Design/methodology/approach

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The elaboration and discussion are based on one component of comprehensive research that uses a qualitative and case study methodology involving interviews with 60 leaders and managers in three large organizations.

Findings

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The key finding is that the accurate application of, and interaction between leadership and management releases the social capital, along with related identity and knowledge resources that helps address the tension between risk management and innovation.

Research limitations/implications

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The paper reports only on one component of the original study. The findings and implications reported here are regarded as tentative.

Practical implications

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Based on the data and ensuing discussion, the implications for practice.

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