Introduction
Leadership and management are terms often used synonymously, irrespective of the fact that they do not share meaning. Leaders and managers play a central role in organizational development because they oversee initiatives toward achieving goals and objectives. However, the responsibilities and obligations of leaders are different from what is expected from managers at varying levels of an organization, requiring individuals in these positions to familiarize themselves with their duties and know how to contribute according to their positions. Human service organizations are among the most complex institutional environments because they necessitate teamwork and collaboration to achieve results. Subsequently, officials who do not understand their roles can introduce setbacks and conflicts because of overlapping factors and unclearly defined plans of action. Hence, assessing the roles and duties of leaders and managers in human service organizations can help streamline workflows, increase efficiency, and motivate staff toward achieving objectives.
Similarities and Differences of Leadership and Management Roles in Human Service
Organizations can hardly succeed without effective leaders and managers. However, these individuals serve different purposes and are assigned various tasks according to their expertise and positions within the institution. Management in human service organizations is a concept that prioritizes building a favorable and supportive environment to oversee initiatives such as public health service, community development, and cooperation between staff and organizations toward certain outcomes (Obholzer, 2018). On the other hand, leadership is a quality that leverages an individual’s influence and ability to drive teams, groups, and institutions to accomplish goals. Whereas managers must possess effective leadership traits, most leaders do not have management skills (MacKian & Simons, 2021). Even so, achieving set initiatives and ensuring an organization’s sustainability depends on cooperation between managers and leaders.
Managers and leaders in human service organizations share several similarities due to their mission in the organization. Individuals in both positions focus on improving organizational prospects and increasing the value of outcomes. In addition, they are responsible for designing strategies and forecasting future needs to ensure the organization’s security. Moreover, they act as role models, occasionally interact with staff, and are responsible for motivating junior employees and setting good examples as role models (Obholzer, 2018). Managers and leaders are accountable for the day-to-day activities of organizations, business processes, and obtained outputs. Similarly, they have the power to communicate policy changes and make critical decisions within an institution (MacKian & Simons, 2021). Leadership and management require skill, experience, and education. Nevertheless, high-level management requires more intensive knowledge of theoretical concepts and methods to enhance the productivity of staff and the organization.
However, the specific duties and powers of managers and leaders exhibit notable differences. Management is a science that adopts a planned, standard, exact, and logical approach using reasonable theoretical concepts. On the other hand, leadership is an art that requires a particular set of personal traits to perfect. Managers plan, organize, staff, direct, and control organizational initiatives while leaders direct management functions (Liebler & McConnell, 2020). In other words, leaders build relationships, listen to staff members, inspire teamwork, persuade, and motivate individuals to focus on positive contributions. Therefore, while managers prioritize structuring and delegating responsibilities and authority within the organization, leaders develop the overall vision, inform shareholders of what is to be done and inspire achievement.
The Implications of My Understanding of These Roles in My Supervisory Position
Human service management is a demanding occupation because it involves combating critical issues in the environment and initiating changes toward improvements. As a result, its initiatives require significant input from several parties, the cooperation of individuals in different professions, and interactions of people in various career levels (Clifton & Harter, 2019). Misplaced roles or conflicts, especially in the higher levels of the organization, can disrupt processes, erode milestones, and prevent smooth workflows. However, understanding the similarities and differences between managers’ and leaders’ roles puts me in a better position to fulfill my duties in my position and work with others toward achieving personal and organizational goals.
Noting the differences and similarities between the roles of managers and leaders is critical in avoiding unnecessary conflicts within an organization since it promotes accountability. Therefore, knowing when and how to act in different circumstances will allow me to deliver according to my obligations and establish a respectful relationship with other employees. Overstepping one’s authority or interfering with others’ work duties can lead to arguments and confusion within organizations (Liebler & McConnell, 2020). However, taking responsibility for outcomes according to functions can help assess the problematic areas and implement better solutions. Hence, I can avoid conflicts with management by sticking to my duties and delivering my best.
Familiarizing myself with managerial and leadership roles will allow me to collaborate with others in areas that match my jurisdiction and offer support. For example, as a manager, I am expected to work closely with individuals within the organization and partners from the organization’s external environment to deliver better human services. However, rising to a position such as the regional secretary of the human service department will necessitate applying leadership skills to improve cooperation between institutions. Hence, my knowledge of what the position, powers, and authority expect will help me to convince staff members in all institutions and their managers to put in effort toward certain organizational outcomes. Hence, these skills are critical for professional development and tangible achieving results.
Similarities and Differences in How Leaders Analyze and Implement Policies in Human Service Organizations
Effective leadership and management are two organizational strategies that promise tangible results from processes. However, leaders and managers adopt different approaches to execute their orders and achieve goals according to their obligations. Leaders spearhead organizational visions, while managers control the resources and direct the manpower responsible for achieving these inspirations (Clifton & Harter, 2019). Even so, managers and leaders often adopt similar strategies to achieve their shareholders’ desires since an organization’s success lies in employees’ hard work, enthusiasm, understanding, and perseverance. The similarities and differences that exist in how managers and leaders analyze and implement initiatives are based on their duties and authority.
Managers analyze and implement policies by strictly adhering to their functions of planning, controlling, organizing, delegating, and leading. Their assessment involves going through an organization’s records and reports to investigate whether the numbers match what is expected or assess if the organization is advancing in the right direction. A manager’s duties are formally written in job descriptions and obligate them to utilize organizational resources to oversee the intended benefits (MacKian & Simons, 2021). As a result, they are given the authority to recruit, reward, fire, and discipline their employees as they see fit. Nevertheless, they occasionally step out of their official duties to motivate, advise, and interact with staff members. Hence, employees follow the wishes of management because they are obligated to and not because of their will.
Leaders also analyze policies by going through the institution’s records, communicating with staff, and assessing the general prospects of an organization. In addition, they conduct evaluations through briefings on organizational initiatives and feedback from managers and other officers within an organization. On the other hand, they implement them by fostering an environment where all individuals can contribute and cooperate toward the set objectives Obholzer, A. (2018). In addition, they oversee implementation using various techniques, some of which are similar to the ones managers use, including motivation, advising staff, and leading. Moreover, leaders ensure that there are sufficient resources to complete all programs as required (MacKian & Simons, 2021). Thus, though managers and individuals in leadership share several techniques for analyzing and implementing policies in human service, there are notable differences that require adhering to the obligations of one’s position.
Conclusion
Human service organizations are complex because they deal with complicated community issues. Hence, effective leadership and management are critical in the continuous development and sustainability of these organizations’ initiatives. Managers and leaders both work toward achieving set goals. However, managers depend on facts and figures, employ theoretical concepts and techniques, leverage the control given by their positions, and leverage their knowledge and skills to oversee initiatives. On the other hand, leadership is an art that takes time to perfect and depends on a person’s character traits. Leaders use their instincts and power over others to encourage them to achieve the organization’s goals. Understanding the similarities and differences between the roles, duties, and responsibilities of managers and leaders is critical to future health service personnel as it will guide them in minimizing conflicts, cooperating with others, and offering support whenever required without overstepping.
References
Clifton, J., & Harter, J. K. (2019). It’s the Manager: Gallup finds the quality of managers and team leaders is the single biggest factor in your organization’s long-term success. Washington, DC, USA: Gallup Press.
Liebler, J. G., & McConnell, C. R. (2020). Management principles for health professionals. Jones & Bartlett Learning.
MacKian, S., & Simons, J. (Eds.). (2021). Leading, managing, caring: understanding leadership and management in health and social care. Routledge.
Obholzer, A. (2018). The leader, the unconscious, and the management of the organization. In The systems psychodynamics of organizations (pp. 197-216). Routledge.