Management & Leadership

As a Naval Officer I had the opportunity to experience both leadership and management. Today’s Navy operates with fewer people and resources than before. Therefore, leadership and management are more important than ever. Very early in my career I was taught leadership and as I advanced through the ranks I experienced management. There are numerous distinctions between management and leadership. Good managers are sometimes leaders; good leaders are sometimes managers. The distinction is primarily between action and enabling. I see management as a function.

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Examples of management include, landing, budgeting, evaluating, and facilitating. Examples of leadership include, a relationship, selecting talent, motivating, coaching, and building. Fenton (1990) said, “Leaders are observant and sensitive people. They know their team and develop mutual confidence within it”. Management Management is the brains of a business. It is where someone has ultimately authority and responsibility for the task but is not necessarily the person executing the task. Management distributes the task to others in the team and act as advisor and facilitator.

They establish systems, create rules and operating reoccurred, and put into place incentive programs. Management is about the business, not always the people. The people are important as a way of getting the job done. Leadership is the heart of a business. Leaders are active in most tasks. They are usually the first to take action. The leader has vision, drive and enthusiasm. The essence of leadership means inspiring a group to come together for a common goal. Leaders motivate, counsel and work with people to keep them bonded and eager to move forward.

That means setting a direction, communicating it to everyone and keeping people motivated even when times et tough. Leadership Leadership is a facet of management. It is just one of the many assets a successful manager must possess. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this managers must undertake the four functions of management: planning, organization, leading and controlling. In some cases leadership is just one important component of the leading function.

Pretrial (1994) said, “Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others”. In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential. To create and maintain a healthy organizational culture is a trait of an effective leader. To be an effective leader requires certain skills.

I will identify six skills effective leaders have in common. Fellowship, concern for subordinates, development of others, communication, high standards of performance and loyalty to the organization. Navy Leader Development Program (1990) suggest that “To lead you must first be able to follow: For without followers, there can be no leaders”. One thing that is often overlooked concerning successful leaders is they were successful followers before they became leaders. A leadership role and a fellowship role can be, and usually are, performed simultaneously.

In providing guidance for the worker, a supervisor is functioning as a leader. At the same time, a leader must assume a fellowship role. You are a connecting link between the workers and the management. The skills squired of you in a fellowship or leadership role are similar in many ways. For example, whether you are a leader or a follower, you should strive to create harmony, togetherness, and a sense of belonging within your organization. Fellowship and leadership are not opposites. Some people have the idea that fellowship is the reverse or opposite of leadership.

In my opinion that is wrong. For example, if a leader is decisive, the reverse says the follower is indecisive; or if the leader is organized, that the follower is disorganized. The list is unending, but you can see that leadership and fellowship are not opposites. Leaders sometimes perform both roles at the same time. Concern for subordinates is another skill effective leaders possess. Great leaders know that concern for your people is important. In most workplace there are subordinates who have problems, whether it be professional, family, personal problems etc.

Effective leaders understand their people and work with them to resolve their problems. If subordinates have unresolved problem, they will not work to full potential. Helping your people resolve their problems will result in an organization that will operate smoothly and be highly productive. The great leaders know what resources are available to help overcome their problems. In return, personnel will look up to you with respect and ask for your advice because you show interest in their welfare. An effective leader actively supports subordinates and shows concern.

They express positive expectations and take actions required to provide rewards, recognition, and time off to help subordinates overcome there problems. Effective leaders believe and trust in a subordinates basic worth and ability to perform and approaches subordinates with positive concern for their growth and development. While trusting in there basic worth and ability to perform is important. Leaders are careful not to set up subordinates for failure by expecting too much. They usually know their subordinates limitations. Another skill effective leaders have is development of others.

They use routine tasks to train their personnel to function effectively in there absence. Effective leaders give enough guidance to subordinates to allow him or her to complete delegated task proficiently. Develop the performance of subordinates by making training opportunities and giving different jobs. Effective leaders know how to communicate. They provide and receive information to help all levels in the organization understand task related issues more easily. They keep others informed, give clear directions and listen to suggestions from subordinates. Effective leaders set high standards of performance.

They believe anything worth doing is worth doing right. They know a lack of high performance standards results in sloppy work, which cost the organization time, money, and materials. Loyalty to the organization is a must if you’re to be an effective leader. Great leaders know they cannot expect loyalty from subordinates without being loyal to tooth subordinates and superiors. Fellowship, concern for subordinates, development of others, communication, high standards of performance, and loyalty to the organization are some roles and responsibilities leaders must have in creating and maintaining a healthy organizational culture.

Two recommendations I have to create and maintain a healthy organizational culture is rewarding above average performance and written personnel counseling on performance from their direct supervisor and at times the manager. As a Navy officer attached to Navy Recruiting Tampa, Florida I get to personally see mom very hardworking and outstanding enlisted recruiters not get recognized for their above average performance. For example, a recruiter is goal with accessing two person a month into the United States Navy.

That recruiter on a regular basis will access in four person a month and not get rewarded. Rewards can range from a letter of appreciation from the manager, a day off, or verbal recognition from managers. Another recommendation to create and maintain a healthy organizational culture is too have managers and direct supervisor conduct performance counseling on a regular basis. They are many situations in which an individual thinks he’s doing a great job, only to find out during his yearly performance evaluation that his manager and or direct supervisor think otherwise.

I feel written counseling should be done at least quarterly so individuals can know exactly what their supervisor and manager thinks about their performance and that give them room to improve on performance if needed. This counseling session also gives managers a way to communicate their opinions on work experience and expectations and subordinates the opportunity to share their opinions on the company.