A theoretical perspective on the difference between leadership and management
- Liphadzi, M., Aigbavboa, C. O., Thwala, Wellington Didibhuku
- Authors: Liphadzi, M. , Aigbavboa, C. O. , Thwala, Wellington Didibhuku
- Date: 2017
- Subjects: Leadership , Management , Organization
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/259194 , uj:27266 , Citation: Liphadzi, M., Aigbavboa, C.O. & Thwala, W.D. 2017. A theoretical perspective on the difference between leadership and management. Creative Construction Conference 2017, CCC 2017, 19-22 June 2017, Primosten, Croatia. doi: 10.1016/j.proeng.2017.07.227
- Description: Abstract: There are numerous overlaps in terms of relating the differences between leadership and management. Jarad (2012) viewed leadership as a subset of management and that both are important to facilitate organizatio0nal performance. However, the construction industry is well defined with the inclusion of both these roles. It is to this end that the study presents a theoretical framework relating to the difference between leadership and management. Design/methodology/approach: The study is conducted with reference to existing theoretical literature on leadership requirements for the construction industry. Findings: Literature findings revealed that, leadership includes social influence and the leader's role in setting a purpose or vision of change, whereas management associates with fulfilling organizational goals and processes. Originality/value: The study explores the difference leadership and management. The study further gives findings relating to management and leadership, thus adding value to the body of leadership and management knowledge.
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- Authors: Liphadzi, M. , Aigbavboa, C. O. , Thwala, Wellington Didibhuku
- Date: 2017
- Subjects: Leadership , Management , Organization
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/259194 , uj:27266 , Citation: Liphadzi, M., Aigbavboa, C.O. & Thwala, W.D. 2017. A theoretical perspective on the difference between leadership and management. Creative Construction Conference 2017, CCC 2017, 19-22 June 2017, Primosten, Croatia. doi: 10.1016/j.proeng.2017.07.227
- Description: Abstract: There are numerous overlaps in terms of relating the differences between leadership and management. Jarad (2012) viewed leadership as a subset of management and that both are important to facilitate organizatio0nal performance. However, the construction industry is well defined with the inclusion of both these roles. It is to this end that the study presents a theoretical framework relating to the difference between leadership and management. Design/methodology/approach: The study is conducted with reference to existing theoretical literature on leadership requirements for the construction industry. Findings: Literature findings revealed that, leadership includes social influence and the leader's role in setting a purpose or vision of change, whereas management associates with fulfilling organizational goals and processes. Originality/value: The study explores the difference leadership and management. The study further gives findings relating to management and leadership, thus adding value to the body of leadership and management knowledge.
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The role of mental models in enhancing effective leadership behaviour
- Authors: Johnson, Andrew Joseph
- Date: 2013-05-01
- Subjects: Leadership , Organizational change , Management , Executive ability
- Type: Thesis
- Identifier: uj:7504 , http://hdl.handle.net/10210/8361
- Description: Ph.D. (Industrial Psychology) , As a key on-going concern for modern organisations, effective leadership is the focus of this study. Effective leadership is probably the primary factor in how well organisations deal with on-going change. This creates successful organisational cultures that are conducive to employee engagement in order to achieve outcomes of great customer service, which in turn will have desired business results. Leadership effectiveness is defined as the extent to which a leader achieves the consequences intended. In other words, that which I as a leader envisaged as an outcome of my actions has been achieved. In reality, one finds big mismatches between what leaders intend and the outcomes of their actions. This has perplexed me, even in cases of well-meaning leaders who did aspire to making themselves and their organisations more effective. This ineffectiveness has remained, notwithstanding a myriad of leadership advice on what constitutes “good” leadership, and how to implement such advice. The advice and its implementation have a poor record. At a very minimum, this advice fails because it is not actionable, and simply represents that which somebody else espouses, but cannot enact. These mismatches between what leaders say and what they actually do in practice lead to leaders being ineffective. The study endeavours to assist the executives who participated in this study in becoming aware of the root causes of this ineffectiveness. In particular, this study proposes a theory of action (Action Science) approach to explain why there is a gap between the espoused values of leaders and their actions. A theory of action asserts that human action is not accidental, it is deliberately planned, i.e., all human beings have a particular picture, model or belief of how to view the world in their minds, and go about executing a particular task within the constraints of this model.
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- Authors: Johnson, Andrew Joseph
- Date: 2013-05-01
- Subjects: Leadership , Organizational change , Management , Executive ability
- Type: Thesis
- Identifier: uj:7504 , http://hdl.handle.net/10210/8361
- Description: Ph.D. (Industrial Psychology) , As a key on-going concern for modern organisations, effective leadership is the focus of this study. Effective leadership is probably the primary factor in how well organisations deal with on-going change. This creates successful organisational cultures that are conducive to employee engagement in order to achieve outcomes of great customer service, which in turn will have desired business results. Leadership effectiveness is defined as the extent to which a leader achieves the consequences intended. In other words, that which I as a leader envisaged as an outcome of my actions has been achieved. In reality, one finds big mismatches between what leaders intend and the outcomes of their actions. This has perplexed me, even in cases of well-meaning leaders who did aspire to making themselves and their organisations more effective. This ineffectiveness has remained, notwithstanding a myriad of leadership advice on what constitutes “good” leadership, and how to implement such advice. The advice and its implementation have a poor record. At a very minimum, this advice fails because it is not actionable, and simply represents that which somebody else espouses, but cannot enact. These mismatches between what leaders say and what they actually do in practice lead to leaders being ineffective. The study endeavours to assist the executives who participated in this study in becoming aware of the root causes of this ineffectiveness. In particular, this study proposes a theory of action (Action Science) approach to explain why there is a gap between the espoused values of leaders and their actions. A theory of action asserts that human action is not accidental, it is deliberately planned, i.e., all human beings have a particular picture, model or belief of how to view the world in their minds, and go about executing a particular task within the constraints of this model.
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The contribution of emotional leadership to personal and professional effectiveness of managers in the corporate environment
- Authors: Dobie, Susara Gertruida
- Date: 2012-02-06
- Subjects: Leadership , Emotional maturity , Self-perception , Management
- Type: Thesis
- Identifier: uj:2020 , http://hdl.handle.net/10210/4372
- Description: M.Phil. , The major socio-political, technical and global changes in the world have placed increased demands on managers in the corporate environment to develop people orientated skills. In this study emotional leadership was offered as a possible solution to this problem. This essay researched the problem from a personal and professional leadership perspective with the aim to: • investigate the nature of emotional leadership; • investigate the role and contribution of emotional leadership in the corporate workplace; and • identify ways in which managers can apply emotional leadership in the workplace to enhance their effectiveness as managers. In chapter two a word and concept analysis was done and it was found that emotional leadership is the ability to think logically with emotion in four areas: to perceive emotion; to integrate it in thought; to understand it; and to manage it. This ability begins with the self and evolves to include others. Emotional leadership implies to be aware of the messages emotions are conveying, and to manage them effectively, instead of being controlled by emotions. Furthermore it was found that emotional leadership is an ability consisting of hierarchical building blocks with every level bringing together and building on the capabilities of all the preceding ones. In order of hierarchical importance, emotional leadership can be interpreted as: • self-awareness or the ability to monitor the self, observe self in action, and to influence personal actions; • the ability to manage own emotions to personal benefit; • the ability to read, recognise, and discern the emotions of others, and to respond appropriately; and • the ability to assist others to manage their emotions and to respond effectively; It was also found that emotional leadership is not the sole predictor of workplace success. There is, however, agreement and evidence to conclude that emotional leadership can assist with workplace effectiveness and can be effectively used to improve individual, as well as organisational performance. There is also widespread agreement that with the correct training and experiences, managers in the corporate environment can improve their knowledge on emotions and how to manage it effectively, and thus enhance personal effectiveness. It is thus recommended that organisations, in developing people skills, should ensure that an effective balance exists between emotional leadership training and functional skills training. The training should focus on the lymbic system, which facilitates effective emotional leadership development. To ensure holistic training of managers, the training should include all aspects of personal development, as well as interpersonal effectiveness.
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- Authors: Dobie, Susara Gertruida
- Date: 2012-02-06
- Subjects: Leadership , Emotional maturity , Self-perception , Management
- Type: Thesis
- Identifier: uj:2020 , http://hdl.handle.net/10210/4372
- Description: M.Phil. , The major socio-political, technical and global changes in the world have placed increased demands on managers in the corporate environment to develop people orientated skills. In this study emotional leadership was offered as a possible solution to this problem. This essay researched the problem from a personal and professional leadership perspective with the aim to: • investigate the nature of emotional leadership; • investigate the role and contribution of emotional leadership in the corporate workplace; and • identify ways in which managers can apply emotional leadership in the workplace to enhance their effectiveness as managers. In chapter two a word and concept analysis was done and it was found that emotional leadership is the ability to think logically with emotion in four areas: to perceive emotion; to integrate it in thought; to understand it; and to manage it. This ability begins with the self and evolves to include others. Emotional leadership implies to be aware of the messages emotions are conveying, and to manage them effectively, instead of being controlled by emotions. Furthermore it was found that emotional leadership is an ability consisting of hierarchical building blocks with every level bringing together and building on the capabilities of all the preceding ones. In order of hierarchical importance, emotional leadership can be interpreted as: • self-awareness or the ability to monitor the self, observe self in action, and to influence personal actions; • the ability to manage own emotions to personal benefit; • the ability to read, recognise, and discern the emotions of others, and to respond appropriately; and • the ability to assist others to manage their emotions and to respond effectively; It was also found that emotional leadership is not the sole predictor of workplace success. There is, however, agreement and evidence to conclude that emotional leadership can assist with workplace effectiveness and can be effectively used to improve individual, as well as organisational performance. There is also widespread agreement that with the correct training and experiences, managers in the corporate environment can improve their knowledge on emotions and how to manage it effectively, and thus enhance personal effectiveness. It is thus recommended that organisations, in developing people skills, should ensure that an effective balance exists between emotional leadership training and functional skills training. The training should focus on the lymbic system, which facilitates effective emotional leadership development. To ensure holistic training of managers, the training should include all aspects of personal development, as well as interpersonal effectiveness.
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Leadership challenges associated with the management of Generation Y employees : a proposed theoretical model
- Hewitt, L. M. M., Ukpere, Wilfred I.
- Authors: Hewitt, L. M. M. , Ukpere, Wilfred I.
- Date: 2012
- Subjects: Management , Leadership , Generation Y , Gen-Yers , Motivation , Entrepreneurial orientation
- Type: Article
- Identifier: uj:5861 , ISSN 1993-8233 , http://hdl.handle.net/10210/7958
- Description: This paper acknowledges that Generation Y (Gen-Yers), who have grown up in a world of convenience and easy access to information, are more complex to lead and to understand than generations before them. Gen-Yers have entered the labour market at a time when the current labour force is aging in the world and in South Africa. Gen-Yers are working with forty to sixty-year-olds and in some cases supervising employees old enough to be their parents. If unhappy with work circumstances Gen-Yers change careers fast, thus creating frustration for employers struggling to retain and recruit talented high-performers. According to the report for the Future of Small Business Management (2007) issued by the Institute for the Future (IFTF) based in California which has forecasted emerging trends affecting the global marketplace for 40 years, Gen-Yers, will emerge as the most entrepreneurial generation ever in the next decade. These highly independent individuals will rather be small business owners or freelancers and will choose not to work for large corporations. What are the leadership challenges facing South African companies when they engage with Gen-Yers? Firstly, this paper explores the concept Gen-Yers, as discussed in the theory. Secondly the paper further explores possible conflicting areas between current leadership practices and Gen-Yers. The paper concludes by supporting the value that Gen-Yers can bring to companies and suggests some practices that can be adopted by leadership to engage and motivate them and at the same time ensure that their companies stay ahead of competitors by keeping Gen-Yers motivated to stay in their employment. A theoretical model is suggested for testing Gen-Yers tenure of employment relationship.
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- Authors: Hewitt, L. M. M. , Ukpere, Wilfred I.
- Date: 2012
- Subjects: Management , Leadership , Generation Y , Gen-Yers , Motivation , Entrepreneurial orientation
- Type: Article
- Identifier: uj:5861 , ISSN 1993-8233 , http://hdl.handle.net/10210/7958
- Description: This paper acknowledges that Generation Y (Gen-Yers), who have grown up in a world of convenience and easy access to information, are more complex to lead and to understand than generations before them. Gen-Yers have entered the labour market at a time when the current labour force is aging in the world and in South Africa. Gen-Yers are working with forty to sixty-year-olds and in some cases supervising employees old enough to be their parents. If unhappy with work circumstances Gen-Yers change careers fast, thus creating frustration for employers struggling to retain and recruit talented high-performers. According to the report for the Future of Small Business Management (2007) issued by the Institute for the Future (IFTF) based in California which has forecasted emerging trends affecting the global marketplace for 40 years, Gen-Yers, will emerge as the most entrepreneurial generation ever in the next decade. These highly independent individuals will rather be small business owners or freelancers and will choose not to work for large corporations. What are the leadership challenges facing South African companies when they engage with Gen-Yers? Firstly, this paper explores the concept Gen-Yers, as discussed in the theory. Secondly the paper further explores possible conflicting areas between current leadership practices and Gen-Yers. The paper concludes by supporting the value that Gen-Yers can bring to companies and suggests some practices that can be adopted by leadership to engage and motivate them and at the same time ensure that their companies stay ahead of competitors by keeping Gen-Yers motivated to stay in their employment. A theoretical model is suggested for testing Gen-Yers tenure of employment relationship.
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