Leadership is about values, ethics, principles, and making the right choices based on those principles, whereas management is about ensuring your team performs the tasks they are suppose to perform, they way they're suppose to perform them, in the time allotted to perform them. You can be a good leader without being a manager, but you can't be a good manager without being a good leader. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do.
There is a direct relationship between leadership and management. You cannot manage without offering leadership and leadership requires management so as to function properly. Both are the same I think management institute also concern with the leadership also.
The Management job is to plan, organize and coordinate. The Leadership job is to inspire and motivate. The main difference is their functions. Difference between autocratic and democratic form of leadership. Leadership is setting where we are going, while strategic management is smartly overseeing the critical issues of how we get there.
The difference lies in the units being offered. Difference between operational management and strategic control? Difference between social sciences and management sciences. Although similar, there are connotative differences between leadership and administration. Leadership is the "positive" version of the term administration. There is no difference. Explain the difference between "Project Management" and "Delivery Management.
Management is just being in charge of people. Leadership is inspiring those people under you to strive to do their best without them thinking you are 'managing' them. He needed to know not only what they were presently buying but what they would be looking for five, 10, or 20 years down the road. By acquiring as much of his competition as possible, he felt that he could ensure the best response to customers' needs.
Since Chambers had always been more of a salesman than a technocrat, it was important that he had the very best talent in research and development. Rather, he wanted them to integrate the products from acquired companies into Cisco's existing infrastructure.
Though he was always looking toward the future, Chambers knew that gobbling up the ideas of other companies would leave his team more time to sell its products.
Though his strategies certainly paid off in the short run, some critics doubted their long-term effectiveness. In Cisco Unauthorized , Young argued, "The problem is all about a hollowed-out core of a company and an Elmer Gantry at its head who can talk about a city on the hill, but who can't tell you exactly where it will be pitched without consulting his customer. This kind of reactive leadership works fine when none of the competitors have any idea where the market is going either.
But what happens when Cisco hits entirely new technology? Not everything Chambers touched at Cisco turned to gold. The StrataCom deal especially turned off some of the T-shirtand-jeans "geeks" who had come to Cisco because they wanted to work at an innovative, nonconformist company.
With that deal, systems and procedures had to be put into place in order for the companies to mesh; some of Cisco's more free-spirited, brilliant people did not want to even try to fit in with the more buttoned-up, white-collar atmosphere.
They knew that with all of Cisco's acquisitions money, their chances of making their mark in advanced engineering—of contributing something truly unique to the market—were slim. In addition, there was no good reason for them to stay, with start-ups and dot-coms exploding throughout Silicon Valley. If one was looking for excitement and risk, one had to look beyond Cisco.
Still, most of Cisco's employees were looking for security and stability, and they had found it. In the fast-changing Valley, where the average employee turnover rate was more than 40 percent per year, Cisco's turnover rate held steady at between 4 and 6 percent.
Chambers' biggest challenge at Cisco came on July 20, For quite some time telecom and network companies had been overvalued; when the market finally turned against them, many analysts predicted a hard road for Cisco. Cisco at first seemed to ride above the fray, announcing its 14th consecutive very strong quarter in August Chambers stayed the course, continuing with what had worked for him in the past: acquisitions.
Chambers surprised many by leading Cisco to a stronger position than ever, though he cautioned that another tech boom in Silicon Valley might never materialize. With a rebounded Cisco looking healthy in , Chambers was able to look back at a life filled mostly with success.
Asked by the San Francisco Chronicle if his wealth and fame would make him a different person, Chambers replied, "I hope that it does not.
Most of my friends would say it does not. My friends that I had when I moved here to Silicon Valley are still my best friends. It didn't change dramatically. The most important thing to me in my life is my family. Money's never been a primary motivator in my life" February 2, See also entry on Cisco Systems, Inc. Waters, John K. Young, Jeffrey S. Member of the United Nations? Advocacy Group supporting the implementation of the Millennium Development Goals since Ambani has significant experience relevant to our company through building Reliance?
It is building a network of hundreds of stores. At first he exported spices, then entered the yarn trade. Ambani sat in his private box quietly watching the team he owns, the Mumbai Indians. He seemed oblivious to the others around him: his son cheering wildly, his wife draped in diamond jewelry and a smattering of guests anxiously awaiting the briefest opportunity to speak with him. Ambani is sometimes called. Waiters in baggy tuxedoes took turns trying to offer him a snack, but as they drew near became too nervous to speak.
In the last century, Mohandas K. Today, Mr. Ambani is widely regarded as playing that role, though in a very different way. Like Mr. Gandhi, Mr. Ambani belongs to a merchant caste known as the modh banias, is a vegetarian and a teetotaler and is a revolutionary thinker with bold ideas for what India ought to become. Yet Mr. Gandhi was a scrawny ascetic, a champion of the village, a skeptic of modernity and a man focused on spiritual purity. Ambani is a fleshy oligarch, a champion of the city, a burier of the past and a man who deftly — and, some critics say, ruthlessly — wields financial power.
He is the richest person in India, with a fortune estimated in the tens of billions of dollars, and many people here expect that he will be the richest person on earth before long.
Can we make sure that we create a social structure where we remove untouchability? It has also opened a chain of nearly stores selling food and various wares; Mr. Ambani promises that it will funnel money from the flourishing cities into the struggling agricultural heartland. And as Mumbai, Mr. AMBANI, 51, who feuded with his younger brother after their father died six years ago, took control of roughly half of the divided company.
He maintains a low public profile; even those close to him describe him as inscrutable. On one hand, he is seen as a man whose heart bleeds for India. Kamath, the C. It makes them tough, it makes them suspicious, it makes them vindictive at times, and it makes them come out in a hurry. Hundreds of feet tall, it will offer several levels of parking, a multi-tiered gymnasium, a ballroom, a theater, ample living and guest quarters, and a helipad on the roof.
Barodawalla Marg. Neither name has stuck with everyone, but the changes were part of an emerging movement to purge India of its colonial legacy. Such changes accompanied the rise to power of a new class of Indians who want to live and work and raise their children in India, who are tethered to Indian values, food and popular culture and who are unapologetic about their indigenous tastes. MANY other Indian business families have been rich for generations, and their scions don finely cut suits and flaunt fussy tastes.
Vijay Mallya is said to be trailed in his home by a butler holding a silver tray with a cigar and a Scotch. Ambani comports himself quite differently. Among family members, he prefers speaking Gujarati to English, friends say. He may ask colleagues to stop at the temple with him during business trips to partake in a ritual Hindu prayer.
He loathes Western suits, preferring a white short-sleeved shirt, black trousers and black shoes that resemble sneakers cross-bred with office wingtips.
His idea of entertainment is not ballet but Bollywood; he watches as many as three films a week at home in a private theater. He has been known to walk out of fancy restaurants in search of dosas, south Indian crepes sold by the roadside. And he carries those preferences with him when he travels. One evening, when Mr. Ambani, a vegetarian, picked at the fare, finding it bland. At the end of the meal, Mr. Now should we go have dinner?
We can do what we feel like. Nilekani, co-chairman of Infosys Technologies, a leading outsourcing company in India. Ambani was born. The father started the company in a tiny, sparsely furnished trading office in Mumbai, first exporting spices to Yemen, then entering the yarn trade, a business that required special canniness.
At that time, the government was severely restricting large-scale manufacturing, so importing yarn required hard-to-get licenses and creative maneuvering around the bureaucracy. In that house one day, a bathroom door slammed shut and severed half of his left pinky. Times were tight in his youth, and he went without an allowance. Friends say, and Mr. Ambani agrees, that growing up as he did gave him an edge over many business peers: While he would go on to enjoy all the privileges of a second-generation billionaire, his early childhood instilled the combative mentality of an outsider typically found among first-generation entrepreneurs.
Ambani says. But his father, who had never finished high school and worried that his children might grow up too pampered, hired a tutor whose responsibility was to spend three hours a day taking Mukesh, and later his siblings, on working-class field trips: riding public transportation, buying tickets at the rail station. Once a year, the tutor arranged a visit to a village for about two weeks.
Ambani said of the field trips. We went out and learned how to play hockey. Ambani enrolled in an M. He summoned Mr. Ambani home in , halfway through the two-year program, to take charge of a yarn manufacturing project. Working in an Indian village, he won high praise from some of those around him. He slept in a trailer on site and juggled an attention to detail with big dreams. Kamath, a lender to the Ambanis at the time. It is very unusual for any leader that I have dealt with.
In setting up the yarn factory, Mr. Ambani also displayed the first glimmers of his management style. The close friend who had spoken on the condition of anonymity compared Mr. He wants to sit at the till. Venkatesan says. Ambani grew older, Reliance entered a raft of new businesses, gaining more power and placing ever bigger bets on nascent industries. By the time the elder Mr.
The socialist, Gandhian regime he challenged had yielded, beginning in the s, to the kind of bare-knuckles capitalism he had zealously advocated. Arun Shourie, a politician and former cabinet minister who in his younger days as a journalist had publicly crusaded against Reliance and what he considered to be its heavy-handed business practices, acknowledged a year after the elder Mr.
They made a case for reforms. Ambani died, his sons began battling each other for control of Reliance. Mukesh got the portfolio of industrial businesses. Each half now operates independently.
Today, both brothers are respected chief executives, though they are said by friends to speak to each other rarely, if ever.
Neither of the brothers publicly discusses the relationship. Anil Ambani, who friends say struggled to be taken seriously as Mr. Ticking off one Indian problem at a time, Mr. Ambani has proposed for each a Reliance solution.
So he is building a world-class oil refining and petrochemical complex in Jamnagar, in the western state of Gujarat. It is one of the most profitable refineries in the world, and Mr. Ambani plans to double its capacity. Ambani also wants to foment an agricultural revolution. He has begun building a nationwide network of hundreds of Westernstyle supermarkets and other retail outlets, hoping to connect them directly with farmers who have traditionally sold to middlemen, many of whom pay less than market prices and are widely regarded as deceitful and usurious.
Some states, including Uttar Pradesh, have sought to block Reliance from their territory. However these challenges are resolved, some businessmen say Mr. Nilekani, the Infosys co-chairman. Ambani routinely enters the office after 11 a. Employees, eager to follow their leader, usually do the same.
Reliance, like many of its peers, is something of a hierarchical, oldstyle Indian enterprise, despite its accomplishments. They tend to have a layer of courtiers below the ruling family who are valued for loyalty as much as merit. Playful disagreements are tolerated, but the boss is often insulated from actual criticism. Although rumors that it actively engages in bribery swirl around Reliance, Mr.
Ambani says it has never paid a bribe or broken a rule. But he concedes that there are indirect ways for Reliance to curry favor. In interviews, two former Reliance employees and other close associates of Mr. Ambani, all of whom requested anonymity because they were afraid of jeopardizing relationships with him, say the company also routinely engages in political lobbying and covert monitoring to gain a leg up on its rivals.
To be sure, such practices are hardly uncommon in India. Ambani as a friend. Ambani, however, disagrees with at least one element of Mr. And this has been my experience all across. Ambani and his acolytes relish. If someone helpful to Reliance needs an introduction, consider it done. If they need to use the private jet or gain access to a coveted temple to pray, consider it done.
What most distinguishes Reliance from its rivals is what Mr. Ambani said in the interview that all such activities were overseen by his brother before they split, and had since been expunged from his tranche of the company.
A spokesman for Anil Ambani declined to comment. Nonetheless, Reliance, some observers say, still manages to stay very well informed. Talwar says. Both former Reliance executives, who requested anonymity for fear of angering Mr.
Ambani, say the company has actively curried favor with journalists to help it track the progress of negative articles. A prominent Indian editor, formerly of The Times of India, who requested anonymity because of concerns about upsetting Mr.
Ambani, says Reliance maintains good relationships with newspaper owners; editors, in turn, fear investigating it too closely. Ambani and Reliance are rarely the subjects of hard-hitting Indian reporting. Reliance disagrees, regarding itself as the target of relentless media attacks.
So where is the influence? Ambani had anything to tell his father, it was done in the quiet, diplomatic way that an older generation expected. Now a father himself, he has found his own three children blunter. You are in the plastics business.
It pollutes a lot. But Mr. Ambani is indeed thinking beyond his current portfolio. When something needs to be done, and no one is not doing it, then someone might feel motivated to step up and lead.
Share ideas with the group and give roles to the other people. Not Helpful 8 Helpful Be engaged and involved in what the group is doing and don't be afraid to help out. Be outgoing to show the group that you want everyone to be successful. Show leadership qualities, like fairness and creative thinking. Not Helpful 10 Helpful I feel like I'm a natural leader and cause my group mates often depend on me. I'm afraid that because they've gotten used to me being the leader, they think I should lead every time.
What should I do? I have just been chosen as our schools girl leader. I know that I can be a really good leader, but how do I get people to look up to me? Lead with compassion and understanding. Know that everyone in your school is different and has different ideas. Respect their individuality and differing opinions. Not Helpful 9 Helpful Include your email address to get a message when this question is answered.
By using this service, some information may be shared with YouTube. Help your team to achieve both individual and collective goals. Remember, setting individuals up for success is part of getting the group from A to B. Helpful 5 Not Helpful 0. Always practice what you preach. There's no better way to lose your credibility as a leader than to be a hypocrite. If you set a rule, be sure to follow it.
Lead by example and others will follow in your steps. Helpful 4 Not Helpful 1. Helpful 3 Not Helpful 1. Charisma is helpful, but it's more important to be trustworthy than charming.
Sincere kindness will get you farther than phony charm. Helpful 0 Not Helpful 0. As a leader, you're in the limelight, which means your moves are under a microscope. Your morals and values are just as important as your knowledge and skills. Helpful 10 Not Helpful 2. Be mindful when forming close relationships with members of your group. Don't pick favorites or give people preferential treatment.
Helpful 4 Not Helpful 0. Related wikiHows How to. How to. More References 5. About This Article. Co-authored by:.
Archana Ramamoorthy, MS. Co-authors: Updated: August 14, Categories: Featured Articles Leadership. In other languages Italiano: Diventare un Leader. Notify me of new posts via email. This site uses Akismet to reduce spam. Learn how your comment data is processed. Defining Unethical Leadership Our definition must be broad enough and specific enough to define what society considers to be moral behavior. Types of Unethical Leadership Unethical leadership appears in a wide variety of forms and happens for a variety of reasons.
Mitchell, Ethical and Unethical Leadership: Exploring Avenues for Future Research , Business Ethics Quarterly Unethical leadership may also happen when leaders fail to take the time to consider the impact of their choices on the many stakeholders involved.
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