Leadership and management (management), but different reasons are not the same as most people. Leaders are neither mysterious, it doesn't matter with "super charm" or other exotic personality characteristics. Leaders are not a few patents. Leaders may not be better than management, and may not be replaced. Specifically, leadership and management is two kinds of behavioral systems that are not the same, and each other, each has its own function and characteristics. Both of these are a must-have condition for successful business environments. The real challenge is to combine strong leadership and strong management capabilities and make both of them. Management is related to complexity. The practice and procedures of management are mainly one of the most important development of the 20th century - a reactive response of large organizations. If there is no good management, complex businesses may messy, facing the survival crisis. Good management gives a certain order and coherence of key indicators such as the quality of the product and profitability. In contrast, leadership is related to respondents. Part of the reason why leaders in recent years has become, and now the business world competition is more intense and causing incompetent. It is necessary to compete in this new environment and effectively compete, and major changes have become increasingly necessary. More changes often require more leadership. Handling complex situations and dealing with changes in different functions, forming a feature of management behavior and leadership behavior. Both behavior systems involve: what is needed to do, establish the employee and relationship network required to complete a plan, and strive to ensure that these employees do their job. However, the methods of leadership and management completed these three tasks are different. The first step in management complexity is to do planning and budget - setting metrics or targets for future (usually next month or next year), formulate specific steps to complete these goals, and then assign resources to complete the plan. In contrast to this, leading an organization's constructive change begins with the vision of the determination direction - developing future (usually distant future), and develops corresponding strategies for all the changes required to achieve vision. It is an inherent to do planning to create an orderly result, not a change. The determination direction is more induced, and the leader has widely collected data from which the model, relationship, and association that can be explained will be explained. Managing the ability to develop completed programs through organizational and equipped staff, the specific practice is: create a series of jobs in accordance with the requirements of the program; to provide a competent personnel for these jobs; communication with these people; Decentralization allows employees to implement plans; and design the monitoring system for implementing the plan. However, the actions corresponding to the leadership are the coordination of employees (Aligning People), which is to create the alliance and make these alliances understand and commit their employees to achieve this vision, understand the new direction. Finally, manage the completion of the plan by controlling and solving problems - in formal or informal forms, such as reporting, conferences, and other means, more specific than planning the results, then identifying the results and plans The deviation, finally solve the problem by plans and organizations. However, for leadership, achieving a vision requires motivation and encouragement employees - by resorting to basic but often unused humans need, values and emotions, making employees, even if they encounter huge obstacles, they can be correct when they meet huge obstacles. Direction advancement. Source: Harvard Business Review
