In fifteen pages managers and leaders and management and leadership are contrasted in order to distinguish the differences between them. Twenty two sources are cited in the bibliography and there is also the inclusion of one table.
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time, someone will begin making suggestions on how to go about the task. Another person will take notes and bring up issues, like rules or examples of what was done
in another case. The leader and the manager have automatically emerged from the group. The leader will look at different ways to solve the problem. It is possible that another
stronger leader will emerge and take the place of the first one. The leader is clearly identifiable - the others in the group look to her for guidance and vision.
Consider a crisis has emerged. A fire has broken out in a building filled with people. Immediately, someone will begin shouting orders and directing the people out, keeping them
in order. This person has taken the role of leader. Now, if we consider that the "people" in these groups are ten years old, it is clear they have an
innate ability to lead. They did not necessarily learn how to take control, solve a problem, and get other people to follow them. The person in the first group
who wanted to look for the rules and who started recording the discussion would most likely be a manager-type. Leaders and managers are both needed in any situation where
there is a problem or changes are to be made. But what is the difference between the two. More often than not, individuals are identified as leaders because they hold
a top-level executive position in a company or a high political position in a country. Individuals are identified as managers because they hold a position that says they are managers.
Positions do not tell us anything about the nature of leadership or the nature of management. In 1933, Mary Follett said: "Power is not a preexisting thing which can be