The Difference Between Leadership and Management (pdf)

Running head: MANAGEMENT AND LEADERSHIP
1
Management and Leadership
Student’s Name
Institutional Affiliation

MANAGEMENT AND LEADERSHIP 2
Introduction
Management and leadership comprise various skills such as decision making, delegation,
meeting management, problem-solving, individual management, as well as communications. The
outlined skills are seen as a foundation where managers and leaders develop improved skills.
Management and leadership are two different concepts but they cannot be separated (Schedlitzki,
Case & Knights, 2017). For instance, a leader engages in innovation while a manager
administers. Therefore, this paper analyzes ways of leading the non-Anglophone contexts where
expressing, enacting, and representing takes place in the English-speaking nations focusing on
food and beverage industry. Anglo-centricity is analyzed in the context of leadership and also the
impacts on the non-English speaking languages are examined.
Food and Beverage Industry
In defining food and beverage industry, is entails companies which engage in
manufacturing beverages and food. These companies within food and beverage industry process
raw materials and convert them into food and beverage products after which they distribute them
using various channels (Śliwa & Johansson, 2014). The food and beverages are demanded by
individuals for personal consumption and also for commercial purposes. Anglo-centricity is
critiqued in relation to the food and beverage industry is among those industries that persons
cannot ignore and as a result, it is developing very fast. The main reason is that food is a basic
need that people cannot live without while beverages quest their thirst.
Description

MANAGEMENT AND LEADERSHIP 3
In describing the food and beverage industry in terms of size, it estimates over 5650
billion US dollars. This industry extends into market segments which include the alcoholic and
non-alcoholic drinks, tobacco, meat, grain products, pet food, seafood, vegetable, dairy, poultry,
and others (Odunlami & Matthew, 2014). Moreover, the food and beverage industry has shifted
to making natural ingredients which attracts a large number of customers. Most of the producers
and manufacturers in the food and beverage industry have minimized use of flavors and artificial
colors. Also, the food and beverage industry is highly complex as it integrates various activities.
For instance, it encompasses farming and agriculture, research and development, processing,
manufacturing, marketing, financial services, and regulation (Labassi, 2009). Clearly, the size
and complexity of this industry is associated with specific challenges which may be addressed
using technology. In regard to leadership context, food and beverage industry require good and
effective leadership to attain sustainability (Nicolae, 2016). Sustainability in this industry means
that consumer engagement increases day by day. Consumers focus on the organizations which
have good leadership who facilitates sustainability efforts in the organization. For instance, the
leaders ensures communications and initiatives are achieved (Dopson & Hayes, 2015). In
addition, leaders participate in enhancing corporate social responsibility in the companies within
food and beverage industry. In addition, good leaders ensures behaviors and attitudes that
facilitate consumer satisfaction are achieved.
Leadership in non-Anglophone contexts
Leadership in non-Anglophone contexts guides, governs, conducts, and directs
institutions as the are enacted and understood across other languages other than English.
Therefore, leadership in non-Anglophone contexts examines the cultural, political, and historical

MANAGEMENT AND LEADERSHIP 4
roots of leadership within food and beverage industry helps in setting a pace to achieve the
common goals (Jung & Yoon, 2012). Leaders in this industry help in outperforming the
competition as well as inspiring other individuals to perform well. Leaders provide the right
direction, implements strategies, and motivate people. Moreover, they focus on increasing
customer satisfaction to increase their loyalty. This industry is adopting effective marketing
trends which keep it going.
Implications of Leadership in non-Anglophone Contexts
Leadership in non-Anglophone contexts has various implications on food and beverage
industry. For instance, leadership ensures there are new innovations, proper packaging, and
application of solutions which help to explore new market as the non-English speaking
individuals are helped to understand (Jean-Marie, 2013). Also, efficiency, profitability, and
reliabili8ty are facilitated through leadership to ensure product quality is enhanced. Finally,
leadership helps in acquiri8ng and upholding full government compliance by ensuring the
regulations in the food and beverage industry are followed as well as worker safety.
Impacts of Leadership in non-Anglophone contexts
The impacts of leadership in non-Anglophone contexts and non-English speaking persons
affect the food and beverage industry is that it has developed and extended technologies in the
financial systems. Moreover, the technologies help in running operations within the food and
beverage industry (Zopiatis & Constanti, 2012). Also, the food and beverage industry has
changed to combined supply chains, complex organizations, as well as multinational export and

MANAGEMENT AND LEADERSHIP 5
import networks (Harrison & Jackson, 2013). Finally, companies within the food and beverage
industry will encounter challenges to solve problems related to customer services.
Conclusion
To summarize, the food and beverage industry is developing fast based on the individual
model lifestyles. This industry is discussed in terms of size, complexity, as well as leadership
context. Leadership in Anglophone contexts brings various implications on food and beverage
industry such as new innovations, proper packaging, and application of solutions. Also,
leadership in Anglophone contexts has various impacts on this industry such as development of
technologies as explained in this paper.
Article Description
Schedlitzki, D., Case, P., & Knights, D.
(2017). Ways of leading in non-Anglophone
contexts: Representing, expressing and
enacting authority beyond the English-
speaking world.
This article talks about the leadership in the
non-Anglophone contexts.
Śliwa, M., & Johansson, M. (2014). How
non-native English-speaking staff are
evaluated in linguistically diverse
organizations: A sociolinguistic
perspective. Journal of International Business
Studies, 45(9), 1133-1151.
This article focuses on the non-native English
employees are examined in different linguistic
institutions.
Odunlami, I. B., & Matthew, A. O. (2014). This article outlines the employee

MANAGEMENT AND LEADERSHIP 6
Compensation Management and Employees
Performance in the Manufacturing Sector, A
Case Study of a Reputable Organization in the
Food and Beverage Industry. International
Journal of Managerial Studies and Research
(IJMSR), 108-117.
performance as well as compensation in the
food and beverage industry.
Labassi, T. (2009). Periphery Non‐
Anglophone Scholarship in English‐only
Journals: Conditions of a Better
Visibility. Changing English, 16(2), 247-254.
This article talks about the margin of non-
Anglophone contexts and the English
scholarships.
Nicolae, M. (2016). Study Programs in
English in Non-Anglophone Countries:
Looking at Impacts and Challenges from a
Romanian Perspective. In Challenges,
Performances and Tendencies in
Organisation Management (pp. 97-106).
This article outlines about the learning
programs which are found in the non-
Anglophone coumtries.
Dopson, L. R., & Hayes, D. K. (2015). Food
and beverage cost control. John Wiley &
Sons.
This article talks about cost control in the
food and beverage industry.
Jung, H. S., & Yoon, H. H. (2012). The
effects of emotional intelligence on
counterproductive work behaviors and
organizational citizen behaviors among food
This article focuses on good leadership and
how it impacts behaviors of employees in the
food and beverage industry.

MANAGEMENT AND LEADERSHIP 7
and beverage employees in a deluxe
hotel. International Journal of Hospitality
Management, 31(2), 369-378.
Jean-Marie, M. C. B. G.2013 The challenges
to and the need for international research in
educational leadership.
This article outlines the issues connected to
the research conducted internationally in the
context of educational leadership.
Harrison, P., & Jackson, M. (2013).
Integrated marketing communications and
power imbalance: the strategic nature of
marketing to children and adolescents by food
and beverage companies. In Advances in
communication research to reduce childhood
obesity (pp. 33-76). Springer, New York, NY.
This article explores the nature of marketing
to children based on food and beverage.
Zopiatis, A., &Constanti, P. (2012).
Extraversion, openness and
conscientiousness: The route to
transformational leadership in the hotel
industry. Leadership & Organization
Development Journal, 33(1), 86-104.
This article talks about impacts of
transformational leadership on hotel industry.
References
Dopson, L. R., & Hayes, D. K. (2015). Food and beverage cost control. John Wiley & Sons.

MANAGEMENT AND LEADERSHIP 8
Harrison, P., & Jackson, M. (2013). Integrated marketing communications and power imbalance:
the strategic nature of marketing to children and adolescents by food and beverage
companies. In Advances in communication research to reduce childhood obesity (pp.
33-76). Springer, New York, NY.
Jean-Marie, M. C. B. G.(2013) The challenges to and the need for international research in
educational leadership.
Jung, H. S., & Yoon, H. H. (2012). The effects of emotional intelligence on counterproductive
work behaviors and organizational citizen behaviors among food and beverage
employees in a deluxe hotel. International Journal of Hospitality Management, 31(2),
369-378.
Labassi, T. (2009). Periphery Non‐Anglophone Scholarship in English‐only Journals:
Conditions of a Better Visibility. Changing English, 16(2), 247-254.
Nicolae, M. (2016). Study Programs in English in Non-Anglophone Countries: Looking at
Impacts and Challenges from a Romanian Perspective. In Challenges, Performances
and Tendencies in Organisation Management (pp. 97-106).
Odunlami, I. B., & Matthew, A. O. (2014). Compensation Management and Employees
Performance in the Manufacturing Sector, A Case Study of a Reputable Organization
in the Food and Beverage Industry. International Journal of Managerial Studies and
Research (IJMSR), 108-117.
Schedlitzki, D., Case, P., & Knights, D. (2017). Ways of leading in non-Anglophone contexts:
Representing, expressing and enacting authority beyond the English-speaking world.