Leadership vs Management: Motivating Employees.

rise of modern business entities in highly competitive and chaotic environments, it is deemed necessary to exercise authority, control, and eventually establish order in complex work environments. These efforts have been successful in regulating and controlling operations, resulting in increased productivity (Kotterman, 2006). Conversely, leadership as a phenomenon has been the subject of research for centuries.

Research has extensively delved into the study of both constructs, but it is crucial to differentiate between them to avoid confusion in their definition, measurement, testing, and observation. It is important to address any ambiguity since both constructs play a fundamental role in the effective functioning of modern organizations (Kotterman, 2006). While Zaleznik (1998 in Kotterman, 2006) notes similarities in their respective processes, such as providing direction, aligning resources, and maintaining employee motivation, there are also differences between the two constructs that must be recognized.

Ibrahim ; Cordes (1996) outline the key differences between leaders and managers in terms of their distinctive qualities (refer to Table 1) to provide a clearer direction for subordinates. A leader is more focused on visioning and providing clear direction, while a manager places greater emphasis on budgeting and performance planning. Managers also prioritize budget allocation, resource planning, and critical procedures. Both leaders and managers hold deadlines in high regard.

Moreover, it appears that the members of the organization have limited engagement with its goals and objectives. Conversely, leaders prioritize visioning and devising strategies that are aligned with these goals, demonstrating a contagious passion for achieving them (Kotterman, 2006). Additionally, Keller (1995) suggests that transformational leaders possess the ability to articulate and disseminate a strong sense of mission and purpose. The process of setting goals and

objectives highlights the distinctions between the two.

While leaders prioritize the realignment of organizational strategies and embrace setting new goals and objectives, managers are focused on maintaining control and allocating resources to carry out subprocesses. Specifically, when developing action plans, leaders place greater emphasis on inspiring and motivating subordinates by setting clear directions for the organization in a broad sense (Kotterman, 2006).

According to Kotterman (2006), while managers focus on details such as budget, timelines, and point persons to reach a goal, leaders prioritize their team's morale and motivation. When faced with a problem, leaders assess their team's feelings and its impact on morale, whereas managers may prioritize processes and procedures that affect the problem but overlook the people factor (Mason, 1992). Effective leaders have the ability to persuade and influence their subordinates, giving them power and authority.

The manager's ability to persuade others enables them to turn change into tangible results for the enterprise and maintain high morale and satisfaction, contributing to the achievement of organizational goals (Ibrahim & Cordes, 1996). Conversely, a manager's authority is derived from their position and technical proficiency rather than their persuasive or influential abilities (Ibrahim ; Cordes, 1996). According to Cohen (1992), a leader delegates tasks and allows their subordinates to learn from mistakes when given accountability.

According to Cohen (1992, p. 18), great leaders empower their employees by giving them the “latitude to learn”, while only providing direction and parameters. Managers, on the other hand, delegate tasks but often give their subordinates full autonomy to manage performance. However, this approach can be perceived as a lack of trust for some (Cohen, 1992).

According to Ibrahim and Cordes (1996),

the leader's vision must be appealing, strategically formulated, and effectively communicated in order to gain workforce commitment. Contrastingly, the manager focuses on daily efforts that contribute to the larger goals of the organization.

According to Kotterman (2006), managers tend to focus on processes and procedures rather than the organization's vision, becoming detached from it. However, leaders prioritize teambuilding as crucial for empowering individuals and fostering teamwork. They emphasize the formation of teams and encourage collaboration beyond department boundaries to enhance synergy and cooperation.

Conversely, the process of achieving goals may be a manager's top concern, disregarding team formation and cross-functional support (DeMent, 1996). Although managers attempt to attain staff commitment before making decisions, they typically engage in various tasks involving customer, process, and people. They remain impartial when making decisions and may not display emotions while adhering to policy and protocol. Leaders, in contrast, prioritize empowering their staff and keeping morale high.

According to Ibrahim & Cordes (1996), effective leaders are devoted to both their people and the vision of their organization, and thus seek input from their staff before making final decisions. Recently, decision-making models have become a crucial factor in determining the success or failure of business organizations. Dependable job performance, creative suggestions, and self-training are all necessary behaviors for employees, as emphasized by Katz (1998). However, companies cannot expect employees to exhibit these qualities simply by hiring them.

To attain sustainment or an increase in employee productivity, it is crucial to establish the right match between leadership style and motivational programs. This involves empowering staff to participate in decision making, and implementing other motivational programs for increased retention. Managers prioritize organizational structure and staffing through

systematic selection and training practices. They delegate accountability and authority among subordinates, and ensure that organizational goals are achieved through policy implementation.

While leaders are centered on strategic alignment, articulating a group's mission, vision, values, and objectives, and motivating the formation of teams and networks to achieve a vision, they also empower employees by offering more options. On the other hand, those who do not show strong emotions limit their personnel's options. Kotterman (2006) emphasizes the importance of strong affective responses in effective leadership.

Leaders and managers should devise fresh ways of inspiring and involving their staff that enhance their self-worth. This may entail arranging workshops on self-esteem or participating in sensitivity groups which offer employees an understanding of their own capabilities.

Self-esteem training programs have two main approaches to improving employees' self-esteem. The first approach involves positive thinking, identifying positive qualities and sharing them with others (Gerstner, 2002). The second approach is to provide employees with tasks that are easy enough for them to succeed at, which can increase their self-esteem and improve their performance. This method is based on the self-fulfilling prophecy principle that suggests an individual's performance is influenced by their expectations (Gerstner, 2002).

According to Gerstner (2002), an employee's perception of their own intelligence can greatly impact their performance on tests. If they believe themselves to be intelligent, they are more likely to do well, while those who view themselves as unintelligent may struggle. Breaking a cycle of self-doubt and failure requires employees to succeed at tasks. Additionally, employees with high needs for achievement seek out challenging jobs and want control over their work. High achievers set challenging but achievable goals, while those with

minimal needs for achievement prefer less difficult tasks.

According to Gerstner (2002), employees who have a strong desire to achieve want recognition for their accomplishments. Some employees are naturally more motivated than others, with genetics and affectivity playing a role in their level of job satisfaction. However, self-esteem, need for achievement, and intrinsic motivation tendencies are the individual differences most closely linked to work motivation. Additionally, Ridley (1999) notes that men and women have different motivational styles.

According to Gerstner (2002), men tend to motivate with basic needs and tangible rewards, while women may excel in utilizing intangible factors and higher levels of needs. However, all good managers should strive to utilize all available motivational tools regardless of gender, as Sachs (1995) suggests. The individual differences theory posits that personal tendencies can affect job satisfaction regardless of the job type held, which intuitively makes sense.

In modern society, two types of people are commonly recognized- those who complain about their jobs and those who are excited about every task they undertake (Sachs, 1995). Management often prioritizes processes and procedures over personnel issues, even though it is important for valuable employees to feel respected and confident. It is the responsibility of leaders to take into account all of these factors and implement appropriate measures. According to Bennis (in Cohen, 1992), a leader differs from a manager in five aspects- technical expertise, interpersonal skills, conceptual aptitude, decision-making abilities, and character traits (p.). "Coaching & Counseling" fall under these categories.

A leader can be a more effective coach than a manager due to the importance of people skills in coaching. Managers may not excel at providing feedback, listening empathetically to their team,

maintaining or enhancing their esteem, and seeking input on important issues due to their detachment from people. These interpersonal techniques are vital for successful coaching and counseling which result in improved performance. In contrast, managers are responsible for achieving the organization's vision, mission, and strategies within a set timeframe and therefore require a high level of control.

According to Kotterman (2006), managers are responsible for presenting regular reports to top management and enforcing disciplinary measures based on corporate policies. They tend to remain detached and display little emotion while executing plans for achieving organizational goals. In contrast, leaders advocate change, whether it's through introducing new products or improving relationships with the workforce. Leaders prioritize worker motivation and satisfaction and use better judgment when deciding on disciplinary actions.

Although policies, procedures and goal attainment are important factors in making disciplinary decisions, it is vital for a leader to consider other equally crucial aspects. The leader values their individual employees as these workers are the lifeblood of the organization (Kotterman, 2006). The manager prioritizes process control and identifying problems to motivate employees towards achieving the organization's objectives. Additionally, the manager focuses on resolving issues and monitoring outcomes to foster success.

Concern for risk management is important, but the leader's focus is on driving and motivating followers to overcome obstacles for change. Empowerment, morale building, and addressing primary human needs are key. The leader is also willing to take high risks (Kotterman, 2006).

According to Ibrahim ; Cordes (1996), the crucial contrast between a leader and a manager is the effectiveness of their internal relationships within the enterprise. Nebeker and Tatum (in Kotterman 2006), on the other hand, contend that management

primarily focuses on planning, organizing, supervising and controlling resources to accomplish corporate goals. Planning, as defined by Kotterman (2006), involves addressing the client's needs and devising a structured approach to satisfy them.

According to Nanus (1989 in Ibrahim & Cordes, 1996), the leader is responsible for planning, taking charge, bringing dreams to reality, and providing broad direction and input on strategizing. While warming up employees is important, it is not sufficient. The manager must also assist each employee in setting and attaining higher goals.

Goal setting can be an effective tool for motivating employees to reach targets that take them out of their comfort zones, as noted by Hiam (1999). These goals can include achieving certain levels of quality, meeting a set volume of output, or a combination of both. To ensure the best outcomes, goals should possess specific qualities such as being concrete and detailed (Locke, 1969). Additionally, setting smaller subgoals can lead to better performance (Klawsky, 1990). Goals should also be high but achievable, according to Locke & Latham (1990).

According to Ibrahim & Cordes (1996), planning should be handled by managerial staff due to their more hands-on approach in budgeting, controlling, and allocating resources. Motivation is a crucial tool for setting work performance goals and evaluating employee efforts. Positive and negative reinforcement can help managers maintain organizational morale and overcome employee disinterest (Heller, 1998). Organizing involves drafting the corporate structure, rewards, and means of managing employee performance, making it a task best suited for managers who oversee day-to-day operations (Kotterman, 2006).

According to Ibrahim & Cordes (1996), it is the manager's responsibility to oversee the daily operations of the organization, which involves managing both projects

and personnel. As Kotterman (2006) notes, the directing function should be performed by managers rather than leaders. A manager, as defined by Kotterman (2006), is a person who holds a directive position in the organization and is responsible for organizing functions, managing resources, and effectively utilizing staff (Kotterman, p. 14).

According to Locke (1969), providing feedback to employees on their progress in achieving their goals can improve goal-setting effectiveness. Feedback can take various forms, such as verbal feedback, displaying a chart on a wall, or using different colors of light depending on work pace. Positive and informative feedback is more effective in enhancing performance than negative and controlling feedback. Leaders and managers should both practice good feedback giving as part of their directing function. Manufacturing processes are focused on controlling variances and meeting short-term objectives. Managers are responsible for these functions and continuously seek ways to improve them.

Contrary to managers, leadership focuses on globalization and sustainability when developing strategies and plans, taking a long-term and sustainable approach (Kotterman, 2006). While managers aim for stability and order, leaders are more inclined to challenge the status quo and introduce change (Kotterman, 2006). Furthermore, contemporary managers are often seen as "administrative experts" (Ibrahim ; Cordes, 1996, p.).

42). In conclusion, it is rare to come across a person who is an ideal fit for both managerial and leadership roles. Many companies place greater emphasis on developing management skills rather than leadership skills, particularly in those with complex processes. Although organizations often invest resources in providing leadership training for their senior managers, these individuals may still not be able to implement leadership practices or may face restrictions in doing so.

As a

result, these people experience disillusionment and apathy. Effective leadership is crucial for any endeavor within an organization as it provides motivation and guidance. A leader must possess the necessary qualities, abilities, and skills to create an inspiring and productive work atmosphere (Gregersen et al. 1998). Only with such leadership can an organization maintain a committed, sustainable, and thriving workforce.

For employees to maintain membership, they must perceive an ongoing positive relationship between inducements and contributions. The motivation to perform is determined by a complex psychological agreement between the individual and the organization that takes into account perceived options, consequences, and personal goals (March ; Sharipo, 1987). Organizations must provide membership motivation if they want to remain successful. It's essential to have a healthy balance of effective leaders and managers in positions of authority.

Having an abundance of esteemed leaders may cause more confusion than clarity due to conflicting perspectives. Nonetheless, it is crucial to have designated individuals overseeing the team's day-to-day operations. Striking this balance will encourage the department and company as a whole to function optimally. To effectively exhibit leadership skills in either capacity, managers must first comprehend their disparities. This awareness will allow them to make wise decisions when selecting which approach to adopt based on the context and individuals implicated.

The reference cited is from Cohen's (1992) article titled "Leading the way into the 21st century," which was published in Management Review, volume 81, issue 10, pages 16-20.

The article "Managers, leaders, and teams in a team-based environment" written by DeMent in 1996 and published in the Hospital Materiel Management Quarterly, Volume 18, Issue 1, pages 1-5, is cited alongside Gagne's work.

, Deci and Ryan's work

in 2005 titled "Self-determination theory and work motivation" is published by Prentice Hall in NJ.

Gerstner, L. V. Jr.'s book "Who says elephants can't dance?" was published in 2002 by HarperCollins in New York.

Gregersen, H. B., Morrison, A. J., and Black, J.

S. (1998) and Hiam, A. (1999) discuss leadership development for the global frontier in Sloan Management Review, 40(1), 21-32.

Adams published "Streetwise: motivating and rewarding employees" in Holbrook, MA. Additionally, Ibrahim and Cordes authored "Leader or Manager?" in the Journal of Physical Education, Recreation ; Dance, volume 67, issue 1 in 1996.

41-44. Jusela, G. E. (1994).

Developing large-scale learning systems is necessary to meet the worldwide competitive challenge, according to Irwin Katz's 1998 book "The Motivational Basis of Organizational Behavior", which is based in Boston, MA.

The article titled "Transformational Leaders Make a Difference" by Keller (1995) was published in Behavioral Science, volume 9, pages 131-146.

The article titled "Research Technology Management" authored by J.D. Klawsky was published in volume 38, issue 3 and spans pages 41-45.

Kotterman (2006) discusses the impact of subgoals on task performance and commitment in the Proceedings of the 11th Annual Graduate Conference in Industrial/Organizational Psychology and Organizational Behavior.

Locke and Latham discuss the difference between leadership and management in their article "Leadership vs. management: What's the difference?" published in The Journal for Quality and Participation (Vol. 29, No. 2, pp. 13-16).

The text, including and their contents, could beand unified as follows:

P. (1990) wrote about a theory concerning goal setting and task performance in his book published by Prentice Hall located in Englewood Cliffs, NJ. Another author who discussed this topic was March, J.

G. and Sharipo (1987) wrote about managerial

perspectives on risk and risk-taking in their article "Managerial Perspectives on Risk and Risk Taking," which was published in Management Science (33, 1404-1410). Additionally, Porras was also mentioned in the text.

I. and Silvers, R. C. published in 1991.

The topic discussed in Ridley's (1999) article titled "Organization development and transformation" is examined in the Annual Review of Psychology (42).

The book "Genome, the autobiography of a species in 23 chapters" by HarperCollins in New York and the book "Men and women communication styles" by Harper Collins in NJ were authored by Sachs, M. in 1995.

Spreitzer, G. M. and McCall, M. W.

& Mahoney, J. D. (1997) identified the potential of international executives at an early stage.

The publication titled "Journal of Applied Psychology" has a volume of 82 and an issue number of 1.