When We Select A Leader For A Political Office Or Organizati

When We Select A Leader For A Political Office Or For An Organization

When we select a leader for a political office or for an organization, we typically look at the person’s track record and assume that if that person has been honest in the past, he or she will be honest in the future. We often assume that we can judge a person’s future moral behavior by his or her past moral behavior. Because leaders are also imperfect humans, they have moral weakness too. Leaders are supposed to model the virtues of their society or organization. It should be said, then, that every virtue causes its possessors to be in a good state and to perform their functions well.

Leadership is the ability to guide and provide direction to the organization. Where management is to supervise and keep things submissive to certain regulations. Management and leadership share similar aspects, however they are used in different ways. Leaders have aspects that include “strong organizational skills, a charismatic personality, an eclectic approach to problem solving a strategic vision for his people, and a person of high moral character”. When you are looking at the management aspect you are not leading the people you are managing them. A manager has the right to manage people, meaning the people already know how to do their job.

Your job as a manager is to supervise them doing the job they already know how to do. People can possess all the qualities that go with both Management and Leadership. It is the way they use these qualities that make them different. A leader can possess the qualities of a manager and a manager can possess the qualities of a leader.

Paper For Above instruction

Situational theories of leadership emphasize the importance of adjusting leadership style based on the readiness and competence of followers and the specifics of the task at hand. These theories include concepts such as the Hersey-Blanchard Situational Leadership Model and Fiedler’s Contingency Model, which focus on matching leadership behavior with contextual factors to optimize effectiveness. To practically apply these theories, leaders must assess followers’ maturity levels—comprising their ability and willingness to perform a task—and then adapt their leadership style accordingly. This approach ensures flexibility and responsiveness, enabling leaders to foster growth, motivation, and productivity within their teams.

For example, a supervisor leading a new team might adopt a more directive approach, providing clear instructions and close supervision to build confidence and competence. As team members become more skilled and self-assured, the supervisor can gradually shift toward a supportive or delegating style, promoting independence and innovation. This progression aligns with the situational theory, which advocates for leadership flexibility based on the followers’ development stage. Such tailored leadership strategies can significantly enhance team performance, motivation, and cohesion by meeting followers where they are in their developmental journey.

Regarding whether a good leader makes a manager more effective, the relationship is complex. Effective leadership qualities—such as emotional intelligence, strategic vision, and excellent communication—can enhance a manager’s ability to motivate and inspire their team, leading to improved performance. However, management expertise requires additional skills in planning, organization, and control that might not necessarily stem solely from leadership qualities. A manager with strong leadership traits may indeed be more effective at motivating staff and communicating goals, but without requisite management skills, their effectiveness could be limited in areas like resource allocation, process optimization, and administrative oversight.

Conversely, a manager who lacks leadership qualities might perform well in administrative tasks but fail to inspire or guide their team effectively. Therefore, while good leadership can contribute to better management outcomes, it does not automatically guarantee a more effective manager. The most successful managers are those who blend effective management techniques with strong leadership qualities, creating an environment conducive to high performance and organizational success.

References

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