Theoretical Framework: Difference Between Leadership And Management

Theoretical framework

Emergent leaders could lead people effectively if they embrace the difference between leadership and management. In essence, management is the aspect of doing things right while leadership is the aspect of doing right things. A leader and a manager play different roles, although people tend to use the two terms interchangeably. For instance, a manager facilitates the success of team members (Mumford, Watts & Partlow, 2015). Further, a manager ensures that members have whatever they require for success. More importantly, they facilitate the success of the team by providing what people need to be productive. They are usually well trained and have minimal hurdles in their line of duty. They are normally being groomed for

Horizontal model of leadership enhances the dynamism that facilitates the action of emergent leaders. According to Luria and Berson (2013), the move to a horizontal model represents significant organizational change. Beyond structure, systems, processes, and culture, the changes extend down to the basic molecular level of organizational life (Luria & Berson, 2013). Employees are usually asked to assume collective and individual responsibility for business results. Resultantly, horizontal approach of leadership encourages team members to become “mini board members” since they have a big say in the progress of the organization. It eliminates the traditional underground conflicts, and enhances a norm of transparency and discussion (Felfe & Schyns, 2014). All employees are geared towards moving the company forward and more towards “we” than “my function”. The old top-down model, with its silo thinking, is swept

The top management is not seized by a sudden urge to shift to horizontal model. Usually, the organization contemplates a drastic strategic change or is faced with a major issue that interrupts the traditional rhythms of management. The top management feels that the traditional ways of leading are out of date and do not harness brainpower and energy of the entire organization (Kellett, Humphrey & Sleeth, 2010). Slowly, a vision appears of what the company could be and it propels the team to thinking about how to realize the vision. Ultimately, the journey towards change of the model from vertical horizontal requires aligning the top management team of the following key