Do Organizations Need to Prioritize Leadership Over Management?

This literature review examines the critical question of whether organizations need to focus on identifying leadership from management to achieve their overall corporate strategies. It synthesizes various perspectives, including those of Balon (2014), Tourish (2013), and Amanchukwu, Stanley, and Ololube (2015), highlighting the distinct roles of management and leadership. The review emphasizes the importance of leadership in motivating employees, fostering growth, and driving the achievement of corporate objectives. It also discusses the need for training, employee development, and the identification of leadership qualities within the firm. The review concludes that while both managers and leaders are essential, the ability to identify and cultivate leadership is crucial for organizational success, especially in achieving strategic goals and adapting to market dynamics, as supported by various referenced sources.

Literature Review

Topic: “Do organisations need to focus on identifying leadership from management in order to
achieve overall corporate strategies?”
According to the view of Balon, (2014) the organisation which is specifically using and
engage in all types of management and leadership approaches are meant to be the best form of
organisation. In the market and within the organisation if they need to grow and make the correct
decision regarding the overall corporate strategies then they need to follow the path of good and
efficient leadership. Management is that part of organisation which always help them to plan,
organise, control and identification of the key areas of development within industry. As per
Tourish, (2013) organisation not only need a good manager who can make employee work but
they also want to have an efficient leader who can motive them to attain the goal. The motive of
a leader in organisation is very critically reviewed by Amanchukwu, Stanley and Ololube, (2015)
as to grow, develop and motivate the employee so that they can achieve the organisational and
the personal goal of firm.
The corporate strategies are the important goal of the firm which they need to achieve so
that they can get better in industry and rise above the others in market as said by Hechanova and
Cementina-Olpoc, (2013). The organisation will be focusing on the achievement of these set
corporate objective if they can manage all employee in company. The management of employee
will be impossible if they are not satisfied with work which they are doing. Jeon and Kendig,
(2015) also stated that company need to look forward to training and develop their employees so
that they are performing in most efficient manner and they also need to be evaluated on the basis
of the performance done. Identification of good leader and manager in the firm is main task
before applying the approaches which can be done if they are given the opportunity to come
forward and showcase their talent according to Sharma and Jain, (2013).
Mertkan, (2014) also further clarify that the use of correct management and leadership
approaches will only be helping the company and its employees. It is also required to achieve the
corporate goal as this will be leading to increase in number of profit, revenue and sales of the
firm. Arnold, Fletcher and Anderson, (2015) said that managing the employee and their work is
not an easy task as they all need to be analysed on the basis of the ability which they are having.
Management is the job of a well qualified professional who is having the degree in management
to help the company in setting and implementation of the plan. But a leadership quality of a

person is by birth which is giving them the opportunity of self and the growth of people around
them as according to Kyratsis, Armit, Zyada and Lees, (2016). An employee if having the
leadership quality can very easily understand what are needed by the employee and how can they
develop the potential. In bigger organisation which are operating at global level and earning very
huge amount of profit both leader and manager will be required but in a small or medium
enterprise there is lesser requirement of the leader. Williams and Allen, (2014) said that they will
be managing whole of the organisation or can be employed at various level of organisation. As in
case of huge enterprise who are the market leader in economy there are requirement of
management at each and every level of company.
Devlin, (2013) critically reviewed that both manager and leader are playing different role
in organisation but the goal is same to achieve profit or corporate strategies. If there is lack of
knowledge, experience and confidence in management and leader then they will not be able to
solve or even tackle the problem of organisation. As their work is again to solve the problem
which are faced by the employee as there are many kinds of problem which are faced by
employee and company. As per the Yi-Ying, (2016) the problem solving task of manager and
leader will be allowing them to influence the employee and to make them work in the that
problematic situations. Clark, Denham-Vaughan and Chidiac, (2014) said that they can allow a
good source of communication within the company so that there is transparency and platform for
the employee to share their views and suggest. All the organisation whether big or small, public
sector or private sector, multinational or regional need to focus on the identification of present
leadership from management in order to achieve overall corporate strategies as per Fairhurst and
Connaughton, (2014) concluded.

REFERENCES
Books and Journals:
Amanchukwu, R. N., Stanley, G. J. and Ololube, N. P., 2015. A review of leadership theories,
principles and styles and their relevance to educational management. Management. 5(1).
pp.6-14.
Arnold, R., Fletcher, D. and Anderson, R., 2015. Leadership and management in elite sport:
Factors perceived to influence performance. International journal of sports science &
coaching, 10(2-3), pp.285-304.
Balon, R., 2014. Leadership versus management. Academic Psychiatry. 38(6). pp.720-722.
Clark, M., Denham-Vaughan, S. and Chidiac, M. A., 2014. A relational perspective on public
sector leadership and management. The International Journal of Leadership in Public
Services. 10(1). pp.4-16.
Devlin, M., 2013. Effective university leadership and management of learning and teaching
in a widening participation context: Findings from two national Australian studies. Tertiary
Education and Management. 19(3). pp.233-245.
Fairhurst, G. T. and Connaughton, S. L., 2014. Leadership: A communicative perspective.
Leadership. 10(1). pp.7-35.
Hechanova, R. M. and Cementina-Olpoc, R., 2013. Transformational leadership, change
management, and commitment to change: A comparison of academic and business
organizations. The Asia-Pacific Education Researcher. 22(1). pp.11-19.
Jeon, Y. H., and Kendig, H. L., 2015. Cluster randomized controlled trial of an aged care
specific leadership and management program to improve work environment, staff turnover,
and care quality. Journal of the American Medical Directors Association. 16(7). pp.629-
e19.
Kyratsis, Y., Armit, K., Zyada, A. and Lees, P., 2016. Medical leadership and management in
the United Kingdom. Australasian Psychiatry. 24(3). pp.240-242.

Mertkan, S., 2014. In search of leadership: what happened to management?. Educational
management administration & leadership. 42(2). pp.226-242.
Sharma, M. K. and Jain, S., 2013. Leadership management: Principles, models and theories.
Global Journal of Management and Business Studies. 3(3). pp.309-318.
Tourish, D., 2013. The dark side of transformational leadership: A critical perspective.
Development and Learning in Organizations. 28(1).
Williams, P. and Allen, S., 2014. Faculty perspectives on the inclusion of spirituality topics in
nonsectarian leadership and management education programs. The International Journal of
Management Education. 12(3). pp.293-303.
Yi-Ying, C., 2016. Multilevel transformational leadership and management innovation:
intermediate linkage evidence. Leadership & Organization Development Journal. 2. p.265.