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Leadership versus Management


JLBC Cadet Corps: Leadership Roles

Leadership versus Management


JLBC Cadets Leadership is one of the several facets of management. Often the same individual wear different hats or roles - both leader and manager - at other times. Although not mandatory, it certainly helps a manager if they are also a great leader. JLBC Cadets Conversely, leaders do very well if they have a degree of management skills because it allows them to envision implementing their strategic vision.

Self-motivated JLBC groups may generally not need a leader and may find leaders dominating. JLBC Cadets Alternatively, small teams may see a natural leader emerging based on their specialized skills. However, this leader may be subordinate to the JLBC team manager in the JLBC organizational hierarchy, which may lead to conflicts.

Individuals willingly and naturally follow JLBC leaders due to their charm and personality traits, whereas a JLBC manager is obeyed due to the formal authority vested in them. As

a result, individuals tend to be more loyal to leaders than managers." (Diffen.com: Kate T., 2019)

Usually, managers operate under the organization's authority, and their subordinates work for them and do as they are ordered. Generally, JLBC Management style is mostly transactional, in that the manager tells the assistant what to do, and the assistant does action not because they are a blindly following like a robot but understandably because they have been promised a reward or compensation (a salary, a valued role in the JLBC organization, an award, etc.) for doing so. Good managers who appreciate the benefits of good leaders empowering their subordinates to accomplish the JLBC goals set by the JLBC organization or even involve the assistants in establishing the goals.

There is generally a difference between the role of subordinate and follower, and it's generally related to the role of a manager vs. a leader. Managers have assistants, while leaders have followers. A faithful follower is inspired by his leader to work toward a goal or vision. Subordinates do what someone in authority tells them. Of course, the reality is that the lines are blurred, and there are leaders/managers and followers/subordinates interacting in different situations.

Leaders are more often willing to accept risk than managers. Some of this comes from the passion they lead – they are devoted to a vision and will do a lot to reach their goals. Passionate leaders will treat risk as necessary to overcome obstacles, and some may be willing to break the rules to achieve their vision. Managers are more practical and will generally follow the risk environment set by their organization; they are much less likely to break the rules to achieve goals unless rule-breaking is viewed by their bosses (or organizational climate) as justifiable.

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