What is the Difference Between Leadership and Management

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The success of any organization whether it is a small manufacturer or a big company is closely tied to the standard of its workers, which, in turn, is closely tied to its talent acquisition method. that’s why it’s said that recruiting, hiring, and holding talented people is vital to an organization’s success. It is estimated that U.S. employers spent $140 billion on accomplishment activities in 2012.

Not to confuse, there is a distinction between recruitment and talent procurement. Enrollment or recruitment is just about filling any opening or headcount needs in an association. While talent securing is tied in with relating the HR systems for discovering pioneers, skilled officials, or masters who can get hands-on a beneficial job in an organization’s future victories. Talent management of proficient employees is of utmost importance in today’s dynamic and uncertain environment for gaining a competitive edge.

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 There is a difference between leadership and management. Future leadership development must concentrate on supporting the networks of individuals who are practicing leadership throughout and at each level of the organization, instead of entirely on people who occupy formally recognized leadership positions. We are supposed to empower and develop those workers who acknowledge and think about themselves as leaders, not essentially by their role. In this way, they would see what must be modified or improved and area unit ready to figure with and influence others to form those changes and reinforce the beneficial change. Although Systems leadership theory perceives that conventional limits in small and medium companies and between the jobs of key people, at all dimensions, are ending up discrete, as responsibilities are declined and further segregated into more sectors. So, a culture of an organization makes the talented worker grow if the company is willing to be open to learning and adopting new changes in the global environment. In most famous and huge organizations these days, HR is taking on a bigger role. Indeed, HR is changing into a required competence for leadership, functional and operational decision making, and strategic decisions. HR leaders use tools that speak the language of business, so they can easily relate to the issues that need attention to achieve the organizational goals. Leadership is mainly concerned with establishing and articulating a transparent and compelling vision for the long run in this dynamic environment, the way individuals admit what’s doable. Whereas everybody needs personal and skill development in one type or another so that people can stand out as demonstrating high levels of talent (with talent outlined as being the merchandise of current performance and potential). To learn from this latent resource, the organization should have strategies that acknowledge the talent and support people in achieving their potential in a systematic and timely method. Effective talent and career development are critical for the sustained motivation and retention of workers, despite their level within the organization, and should be a key leadership thought.

At first, a proper assessment needs to be done within the organization to see what kind of employees wants, because there is a difference between leadership and management. Now the question that arises is what to assess? Who to assess and how to assess? The proper assessment can be done through work sample tests, peer ratings, performance appraisals, etc. Once we know in which area we need employees, we can target the talent (people) who can contribute to the success of the company. Then we would need to make a strategy to attract the attention of those individuals by marketing a strong employment brand. An employment brand reflects an organization’s reputation—its values, culture, how it treats employees, and their levels of engagement. For chasing passive candidates, social recruitment and niche job boards can be used. As a talent acquisition person, job knowledge tests, employment interviews, conscientiousness tests, integrity tests, training, and experience behavioral consistency methods are supposed to be used for hiring the right person.

Finally, a company is meant to draw in, identify, develop and retain leadership capability of the best quality for succeeding. This can be the rationale why people demonstrate systematically high performance, matched with high potential, and demonstrate the organization’s core values. Such a workforce is supposed to be proactively supported in their development in an exceedingly and timely manner. Also, the talent can be transformed if there is a culture that supports empowerment and change. Transformational leaders work with followers, staff, or groups to spot the required changes and build a vision. Their role is to guide them through the changes by motivating and executing the changes in tandem with the efficient workers of the different teams.


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