Leadership and management are both necessary for the success of any organization. These terms are often used interchangeably by some while others see them as separate. Leaders are the inspiration, mentors, praises, and give directions to problems. Leaders may be more open with communication and participative in their encouragements of employing new concepts to help resolve a crisis. Managers are the planners, problem finders and solving, communication with team solving the problems. Managers may be known as having a stronger talent in solving problems and making use of scientific methods to come up with substantial solutions they the team may face every day (Huber, 2014).
I believe that the overlap between leadership and management are necessary for success. As a nurse manager and leader, I see this every day. Our nurse managers are also considered part of the leadership team. Our A-team, administration, would be considered the leaders in regards to this question. We are a rural hospital so we all work every close together and have an open communication among us. An example that I witnessed lately in the overlap is the construction on my psychiatry floor. We are in the process of updating our unit. There are construction workers in and out of the unit who does not understand that psychiatry is locked down for a reason. As a manager, I have spoken with them and explained the rationale; I have spoken with their supervisors and explained the rationale. They all state they understand but I continue to witness the misbehavior entering and exiting the unit on the cameras in my office. I then go to my administration for guidance and help with the outside contractors. I experience guidance, open communication, and the administration goes to “manage” the construction crew.
The leader focuses on people of the company and the managers focus on getting tasks accomplished. The area in which they overlap is directing people toward a goal. Leaders are typically chosen informally and may be a part of the direct team. The followers are voluntary in the case of the leader. A manager is hired to work that position and the employees are mandated to follow (Huber, 2014). The manager, if not also functioning as a leader, dictates the movements toward a goal rather than including explanation and guidance.
I have found that an informal leader can impact change more readily than a manager at times. As a leader I would try to experience the change along with the other staff and note the difficulties within the change. I would explain the change to the other staff, acknowledge fears and frustrations of change and encourage a three month trial before feelings of resistance toward it. I always like to tell the nurses I work with that we should give it three months before we “complain” about the change because every new process is hard and messes up your flow. After three months if the process is beneficial it will be the new norm, if it isn’t beneficial we should look at where the problem lies.