Core Differences Of Leadership And Management One might infer that there is a plethora of differences between leadership and management. Speaking speculatively, differences between the two topics align to a few common core differences provided by Gupta (2009). Gupta (2009) explained that core differences between leadership and management are:
Leadership is Synthesis and Management is Analysis
Leadership has long-term impact and management has short-term goals
Leadership climbs to the next level and management executes the plan efficiently
Speaking in speculation, managers often report significant amounts of information vertically through the leadership chain. As information progresses to the top, details of the information reported on is scaled back and synthesized to ensure on the most pertinent information reaches leadership. One might infer that this is an example of how management and leadership differences align to the first core difference provided earlier in this paper. Gupta (2009) explained that leaders also use the details of reports provided by managers to develop vision statements and purpose for executing tasks. Speaking speculatively, the leader synthesis and manager analysis is a recurring cycle. The figure provided below by Gupta (2009) illustrates this concept.
Hughes, Ginnett and Curphy (2012) explained in the text that several leadership programs provided in corporate organizations have a focus towards strategic planning. The Army (2006) explained how strategic planning related to transformation efforts to create a more modular force demonstrates strategic planning with a long lasting impact as to how the Army operates in peace time and war time environments. One might infer that this is another example of how leadership and management differences align to the core differences provided by Gupta (2009). Hughes, Ginnett and Curphy (2012) provided several discussion points related to the third core concept provided by Gupta (2009). In summary, the third concept explained that leaders seek improvement to reach the next level and managers execute current processes as is. The explanation provided by Hughes, Ginnett and Curphy (2012) is very consistent as discussion points in the text pointed to the fact that managers accept the status quo and leaders challenge it. Speaking in speculation, effective managers organize tasks extremely well and may or may not question how tasks tie into the big picture.
Leaders look at things a bit more holistically and use the big picture to show subordinates how tasks tie into the overall mission. One might infer that the connection of the tasks to the big picture determined by a leader is used to motivate subordinates in order to get to the next level.
Using Management and Leadership Interchangeably Kotter (2013) explained that