rocess of achieving organizational goals by engaging in the four major functions of planning, organizing, leading, and controlling” (5). On the other hand, the author describes leading as the process of “Influencing others to engage in the work behaviors necessary to reach organizational goals” (7). Therefore, by analyzing Bartol’s definition of management, it becomes clear that leading is a management function. Even though there is an interrelation between leadership and management, leaders and managers are not the same. Leaders consider their goals personal, and they motivate others by creating ambitious goals. Job titles and organizational standings are not an issue for leaders, for they search for self-achievement and self-satisfaction through the accomplishment of goals and the sense of power (Georgiades 97). On the other hand, managers do not consider their goals as personal; it is more of a monetary based goal in which they can govern others, and achieve the end result of uniting the members subordinate to them to function in a productive manner. They organize the subordinates and resources in order to achieve the previously determined organizational goals. They also relate to other people according to job titles and organizational standings, therefore search for high organizational standings (Georgiades 97). In the book “Leadership for Competitive Advantage,” the author explains James MacGregor-Burns’ comparison of managers and leaders; Burns is the author of Leadership, in which he clearly distinguishes the differences between leaders and managers. The differences that were stated can be summarized as follows:EmotionalinvolvementLeadersManagersEmotionally involved with ideals and visions.Involved with tasks and people associated with the tasks.Personal lifeWork and private life are indistinguishable and merge with each other.Attempt to maintain boundaries seeing a proper time f...
