Running a successful, best-performing business implies possessing particular personal aptitudes and characteristics. Company executives might have leadership makings, management orientations to lead a company and its members into a top competitive position at a vast expanse of rival firms. These two performance components are indispensable parts of a business administration. There are notions which can differentiate the term of leadership from the definition of management.
Leadership implies personal and informal relationship between a company executive and their subordinates. Gradinarova (2021) states that leadership is “a result of interaction between group members, in the performance of an overall activity, a person climbs a ladder to organize the group in solving a specific task” (p. 155). It is evident that a leader cannot be chosen and appointed formally. Leaders acquire spontaneously, as this is a case of employees’ internal evaluation of a company executive’s efficiency, that might fluctuate as a former leader cannot tailor employees’ needs and anticipations.
The term leadership comes from the phenomenon of a micro-working environment, where the position of a leader is unstable, as it does not manifest its facilities in the formal working environment. As to a management term, “it refers to the organization of the overall activity of the group, to the process of its management” (Gradinarova, 2021, p. 155). A manager is a person who operates the general company mechanisms; this position is appointed formally, focusing on the manager’s possibilities and performances to conduct the working process. Management is a case of formal interaction with employees, as the major aim is to achieve goals a company has set in the long run. A formal manager is in charge of resolving risk management crises, planning, organizing activities, and staff control. It has little to do with personal relationships as it orients the overall organizing processes in a macro working environment. Being a manager and a leader means being flexible and persistent in achieving company goals, and paying attention to employees’ emotional well-being.
As for my current boss, he combines two leadership styles, such as servant and transformational ones. He is a person who encourages his employees, soaring their level of optimism and eradicating all possible frustrations. As a transformational leader, he hardly pays attention to his personal needs because his number-one priority is achieving group goals and providing a positive working environment for all members. He is a mature, competent, and qualified expert in physiological issues that anyone might counsel him and follow. Rabiul and Yean (2021) stated that transformational leaders focus on “organizational goals by expanding and uplifting employees’ self-interest” (p. 1). My boss has tapped into this philosophy promptly and, as a result, is held with high esteem on staff behalf. He is a mentor and a coach to some extent, able to motivate and stimulate company participants’ motivation, creativity, and enthusiasm. When it comes to his performance as a servant leader, he aims at enhancing employees’ moral and ethical development, highlighting more self-empowerment rather than centering around organizational interests.
My boss is a person who manages to set personal positive behavioral patterns between him and his subordinates by developing and refining employees’ emotional well-being. He is the embodiment of a leader who uses and incorporates two leadership styles to a company’s advantage. By setting personal contacts with his subordinates, he has got an internal endorsement of his management policy. The role model he has imposed on is a beneficial formula for fruitful and productive interaction with his team.
References
Gradinarova, N. (2021). Leadership vs management: Understanding the key differences and similarities. Knowledge International Journal, 46(1), 155-161.
Rabiul, M. K., & Yean, T. F. (2021). Leadership styles, motivating language, and work engagement: An empirical investigation of the hotel industry. International Journal of Hospitality Management, 92(1), 1-10.