Leading and managing may often be presumed as identical, but they have two apparent distinctions which set them apart. The responsibility of providing direction is the function of the leading person. Whereas, the manager is responsible for managing situations and operational functions, with the commitment of bringing about organizational attainment and achievement of targeted goals and benchmarks. The overall emphasis remains understanding the standoff of leadership versus management, comprehension of the differences between both, and changing the individual mindset regarding two seemingly similar; yet uniquely different roles.

While the positions and functioning of both appear dissimilar, they are comparable in likeness. In essence, they rely on one another to achieve agency effectiveness. Kotterman, (2006) personal viewpoint raised awareness and thought to this ongoing perplexing, and controversial issue. Confusion of separating the two could be found in the ability to determine whether any differences of the two exist. Historical perspective attempts to convince professionals that management’s role is to maintain order within the workplace (Kotterman, 2006). However, with the expectation of enforcing regulations. Whereas, leadership is believed to be a pre-modernized preoccupation (Kotterman, 2006); perhaps this is the reason for definitive definition confusion.

Furthermore, the distinction between leadership and management remains a mystery to even senior managers. Understanding the difference between management and leadership is interrelated to the individual assessment; e.g. experience of both. For instance, management is often regarded as selected individuals whom shift the organizational culture in a negative direction by their presenting behavior. Primarily this is correlated to their micro-managing, authoritative tones, and often times lack of regard for innovative feedback from supervised subordinates (Maccoby, 2000).

Personal experiences with my current place of employment, majority of the directives given by the immediate supervisor are confusing and lack logic. Whenever team members attempt to give feedback; e.g. input it’s rejected. This often results in stagnation of clinic operations, and restructuring of the original directive. The major differences in leadership and management is, function and relationship. Management responsibility is planning, budgeting, evaluating, and facilitating (Maccoby, 2000). The organization and coordination of institution goals, objectives, policies, and procedures is the focus of these managing individuals.

Leadership responsibility is the act of selection (hiring) competent and innovative individuals, motivating all team members, coaching, and most importantly, building a trusting relationship; e.g. work environment for all staff members (Maccoby, 2000). In a time of increasingly growing global change, any person in position to lead must contemplate how they seek to change what others think, feel, believe, and do (anonymous, 2011). Shifting our mindset regarding management and leadership can be promoted by understanding the differences. The only difference that truly separates these two roles from each other is simple. How the individual motivate people and encourage them to follow.

Authoritarian, transactional style managing; e.g. leadership will always receive low morale and poor results, and the resistance of subordinates will create undesired internal chaos if ignored. However, leading with kindness and compassion is more of a transformational style. Because of the compassion and level of leader enthusiasm, team members; e.g. person (s) are likely to follow. It’s human nature to desire a connection with another human being, this is why cohesion is important to establish in any relationship.

Although I do not believe any specific area is more suited for either of the functions, I do believe that application of each should be situational.

Personally speaking, control, competition, stability, empowerment, collaboration, and diversity are characteristics in which overlap with both roles. However, good leaders and managers will opt to integrate the use of stability, empowerment, collaboration, and diversity. But depending upon presenting situations, the use of competition and control might be warranted. For example, a hostile work environment whereas team members continuously sabotage the company’s success efforts would be fitting for the use of control, as to maintain order and stability. Effective leaders and managers know when to assert their authority, and when to operate with empathy.

While the characteristics of both vary, the desire to continuously research remain emergent (Kotterman, 2006). Both positions and assigned duties require a clear and well managed method, one that can be evaluated and measured for progress, positive outcomes; e.g. weaknesses. The reality is simply, leaders and managers exchange roles from time to time. In spite of this, leaders are required to have future optimum vision, as opposed to managers who focus on the “here and now” (Kotterman, 2006). But again, this doesn’t mean that person will be the one to implement the necessary change to meet the needs of a particular consumer; e.g. population.

Understanding the complex role assignments of each upon reading the textbook and journal articles, the differentiation between both is value, competence, attitude, functioning style, and technique. While all companies, learning institutions, and other organizations need good leaders and managers to promote efficient function and energy (Maccoby, 2000), sometimes the surprise is found in one multi-faceted individual verses several.