Attachment 1Attachment 2Attachment 3Leadership’s relation with management Some commentators link leadership closely with the idea of management. Some regard the two ass3monymous, and others consider management a subset of leadership. If one accepts this premise,one can view leadership as: centralized or decentralized broad or focused decision-oriented or morale-centredintrinsic or derived from some authority Any of the bipolar labels traditionally ascribed to management style could also apply toleadership style. Hersey and Blanchard use this approach: they claim that management merelyconsists of leadership applied to business situations; or in other words: management forms a sub-set of the broader process of leadership. They put it this way: "Leadership occurs any time oneattempts to in?uence the behavior of an individual or group, regardless of the reason. . . .Management is a kind of leadership in which the achievement of organizational goals isparamount." (Hersey, P. and Blanchard, K. : 1982 : page 3) However, a clear distinction between management and leadership may nevertheless prove use?il.This would allow for a reciprocal relationship between leadership and management, implying thatan effective manager should possess leadership skills, and an effective leader should demonstratemanagement skills. One clear distinction could provide the following definition: Management involves power by position. Leadership involves power by in?uence. Abraham Zaleznik (1977), for example, delineated differences between leadership andmanagement. He saw leaders as inspiring visionaries, concerned about substance; while managershe views as planners who have concerns with process. Warren Bennis (1989) further explicated adichotomy between managers and leaders. He drew twelve distinctions between the two groups: Managers administer, leaders innovate Managers ask how and when, leaders ask what and why Managers focus on systems, leaders focus on people Managers do things right, leaders do the right things Managers maintain, leaders develop Managers rely on control, leaders inspire trust Managers have a short-term perspective, leaders have a longer-term perspectiveManagers accept the status-quo, leaders challenge the status-quo Managers have an eye on the bottom line, leaders have an eye on the horizonManagers imitate, leaders originate Managers emulate the classic good soldier, leaders are their own personManagers copy, leaders show originality Paul Birch (1999) also sees a distinction between leadership and management. He observed that,