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City of Abingdon O�cials,” by D. Fowlks, August 2, 2007, Argus- Sentinel, 2(31). Copyright © 2007 Argus-Sentinel.

Leadership

Managers are typically considered leaders by many inside and outside of the organization. Managers are charged with leading their subordinates through the task and into completion of the job. However, the manager may or may not be good at leading. Since “leadership can arise in any situation where people have combined their e�orts to accomplish a task” (Ivancevich et al., 1989, p. 296), a leader is not always a manager. In other words, manage‐ ment and leadership are not synonymous. An important task of leadership is to motivate others to accomplish or‐ ganizational goals. Managers may tell subordinates what to do and how to do it, but they might not motivate sub‐ ordinates to actually �nish the job. Leaders inspire others not only to do the work but also to �nish it. Leaders pro‐ mote change, keep an eye on the accomplishment of the job, look at long-term goals, and inspire and motivate; whereas managers maintain the status-quo, monitor the means by which the job is getting done, and solve prob‐ lems as they arise in the organization. Leaders and man‐ agers can actually be at opposition in their approach to the work and accomplishment of organizational goals.

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