Leadership and Strategic Management

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The distinction between management and leadership has become a subject of increasing concern among scholars of organisational behaviour. Leadership is broadly viewed as the ability to influence people to willingly pursue a certain course of action. Management, on the other hand, is, generally, the co-ordination of resources to achieve a desired end (Cooper, 2005).

Theorists of both management and leadership agree that both are equally important in an organisation but differ in the extent to which each is important (Nolan, 2013). Management without leadership is seen to be autocratic and demotivating, mainly focusing on short-term. Leadership without management, on the other hand, is seen to be populist and not capable of controlling. A merger of the two brings about the holistic growth of an organisation (Nolan, 2013).


Leadership is the ability to enlist the support of other people for the attainment of an objective. I suppose leadership, at one time, was inclined to possession of physical muscle, but, today, it means getting along with people. During the industrial age, leadership could be autocratic, but, today, it is mostly participative/democratic (Kouzes and Posner, 2009).


It is the act of controlling and making decisions of an organisation, business, or a department, etc. Management can be organisation and co-ordination of the activities of a business enterprise, a department, or a team in order to achieve defined aims and objectives. A function coordinates the abilities of people and available resources to accomplish a given task.


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