Leadership and management have been the focus of study and attention since the dawn of time. Over time leadership and management have been seen as separate entities, but those times have past. It is this paper's intent to prove that good management is incumbent upon the success and quality of the leadership that drives it, and by proxy, so too will poor leadership bring poor management that will lead to poor results, and decreased levels of success.
From the great minds in management theory: Fayol, Taylor, and Weber; homage being paid to Barnard and Mayo, as well as Maslow, Mintzberg, Drucker and Porter; to the great minds in leadership development: Jung, McClelland and Burnham, this paper intends to examine them all and bring them together as is required in this economy and these times.
Much time, effort, and money has been placed into the study of both management and leadership successes. Mintzberg and Drucker have done some of the best and most informative work at bringing management and leadership together; now, with the rising costs of overhead and decreasing profit margins, now is the time to connect the dots, once and for all.
Leadership and management have been the focus of study and attention since the dawn of time. Reference biblical scripture that questions the leadership decisions of King David and the managerial prowess of Moses and his exodus to the "Promised Lands" (Cohen, 2007); Plato helped us to manage the Republic while Machiavelli helped us to formulate our idea of what a Prince should represent (Klosko, 1995); Shakespeare questioned Hamlet's decision making (Augustine & Adelman, 1999) and trumpeted Henry IV's managerial effectiveness (Corrigan, 1999). John Stuart Mill gave us the "shining city upon a hill", while Hegel taught us the "elements of the philosophy of right" and Marx taught us how to manage a people in his overly popularized (and oft misunderstood) manifestos (Klosko, 1995). Thomas Payne rewrote leadership to the basic levels of Common Sense, while Thomas Jefferson acknowledged that in the management of a people, you must remember that "all men are created equal" and that they maintain certain degree of"unalienable Rights". Countless others have come to the surface over the span of time, all promoting a new or improved way to both manage and lead their people. (And hopefully yours, too, if you're willing to pay for it.) However, through it all, one thing has remained constant; people are not autonomous entities that will respond the same to every situation. People are evolving, thinking, emotionally and socially aware of all that is around them; they are motivated through different methods and they are driven by differing levels of success (McClelland & Burnham, 1995). Over time, leadership and management have been seen as separate entities, but no more: it is, therefore, this paper's intent to prove that good management is incumbent upon the success and quality of the leadership that drives it, and by proxy, so too will poor leadership bring poor management that will lead to poor results, and decreased levels of success. In today's fast paced environments, management requires leadership; you cannot have one without the other and still attain the success that you desire.
Reference any management text or publication and you will inevitably come across the obligatory references to the great minds in management theory: Fayol - the first to recognize management as a "discipline" to be studied (Brunsson, 2008), Taylor's scientific management of industrial work and workers (Safferstone, 2006), and Weber's bureaucracy; homage must also be paid to Barnard, Kotter, Bennis, and Mayo, as well as Maslow, Mintzberg, Drucker, and Porter (Lamond, 2005). These great minds have helped to forge the way for the management field and helped to better management teams across the world. The world of "leadership study" carries quite the similar pedigree; ironically, it also carries many of the same names. It is, however, this author's opinion that many of the additions to the pool of knowledge on leadership were not made known until the study of psychology was made more fashionable by the likes of Freud and Jung. Management, it appears, is a tool to better the bottom line and productivity, whereas leadership is one of those studies that is to be improved through the person's ability to be in touch with their personality, traits, motives and effects on the human elements of productivity.
There appears be some coincidence in the timing of the juxtaposition of the terms "management" and "leadership" and the correlation to the fact that most literature post 1950 seems to cross pollinate the two phrases. It is quite possible that this, the historical time for post war boom, is where production was at record highs and management of production was not as key as the management of people Possibly drawn from a social recognition that people were not to be managed, but rather, they were to be valued members of the team, and therefore, to be led - it is speculative, but it appears evident that entering the 1960's, most literature intertwines the "leaders" and the "managers" into the same professional classification.
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