DISCUSSION BOARD: MANAGEMENT AND LEADERSHIP 1
Management and Leadership
Kelly Anderson
Liberty University
BMAL 501- Strategic Leadership and Management
Dr. William Barksdale
November 4, 2020
DISCUSSION BOARD: MANAGEMENT AND LEADERSHIP 2
Management and Leadership
Introduction
The terms leadership and management are often misunderstood and used interchangeably
in the operations of many businesses. While it is essential to have a leadership and management
team to operate successfully, it is equally important to understand the roles and responsibilities of
the two and how they differ as they affect the health of an organization. Managers are
responsible for planning, directing, and ensuring the activity is completed effectively and
efficiently. Managers also use several methods to control the output of their organization. An
understanding of control can be an important input into many management positions (Merchant,
1982). An effective leader has a good understanding of vision, power, influence, and ethics
(Satterlee, 2018). When a leader displays these qualities, an organization has the tools necessary
to succeed, both in monetary terms and employee goodwill (Satterlee, 2018).
Three Concepts
The three concepts that interested me and caught my attention are management, trust, and
followership, all important traits that dramatically affect effective leadership and organizational
health. Managers are integral to an organization's success because they are responsible for using
resources, both financial and human, to increase performance and profits (Satterlee, 2018).
Without managerial leadership, individual employees would be left alone to meet organizational
goals through their individual efforts (Satterlee, 2018).
When we talk about the success of a manager, the term “trust” comes to mind.
There needs to be a strong bond of trust between the leadership, management, and employee
structure. Its been my experience, owning and operating multiple businesses that transparency
establishes trust and, in turn, allows employees to become more engaged and committed to the
DISCUSSION BOARD: MANAGEMENT AND LEADERSHIP 3
successful outcome of the business. The author of the textbook “Organizational Management and
Leadership” Satterlee, states that trust is “the willingness of a party to be vulnerable to the
actions of another party based on the expectation that the other will perform a particular action
important to the trustor, irrespective of the ability to monitor or control the other part as a
positive expectation that another will not act opportunistically” (Satterlee, 2018). Trust is one of
the basic foundations of followership and has been identified as one of the most critical elements
of organizational success. A leader must be able to inspire trust of their followers, which involves
building relationships and identifying the strengths and weaknesses of those followers. At the
2016 annual Strategic Enrollment Management Conference, Mark Hommerding presented a
workshop entitled “Are you happy?” He concluded that happiness not only creates a better you
but that it also undergirds and sustains effective leadership. More than smiles and warm hugs,
happiness is gratitude; it is passion, interaction, vibrancy, mercy-all these and more-that
ultimately crown us in blessedness. Achieving happiness as a leader requires taking deliberate
steps-steps that pick-up speed and race toward service, the reason, and essence of leadership.
Service is not a byproduct; it is the goal. The race is exciting, but it requires change and a
paradigm shift from seeking the trophy to handing it to others (Hawkins, 2017).
The bottom line is to be a leader; one must have followers. Excellent leadership and
followership are needed for successful organizational health. Leadership has traditionally been
seen as a relationship, but research assumes that the leader defines the relationship, which may
be moderated by follower characteristics. The debate on relations between leaders and followers
also focuses on how leaders and followers influence each other and achieve common meanings
through the co-construction of a shared reality (Alvesson, 2017).
DISCUSSION BOARD: MANAGEMENT AND LEADERSHIP 4
References
Alvesson, M. (2017). Leadership: Convergence and divergence in leadership relations. Journal
of Management Inquiry, 28(3), 319-334
Hawkins, M. (2017). Leaders who attract followers. College and University, 92(4), 61-64.
https://exproxy.liberty.eu/login?qurl=http%3A%2F%2Fwww.proquest.com%2Fdocview
%2F1999105278%3Faccountid%3D12085
Merchant, K. A. (1982). The Control Function of Management. Sloan Management Review (Pre-
1986), 23(4), 43. http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest
.com%2Fdocview%F206766218%3Faccountid%3D12085
Satterlee, A. (2018). Organization Management & Leadership: A Christian perspective (3rd ed.)
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