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1、The saying of literature about leadership (Higgs, 2003) create a thinkingall of the aspects of human behavior should not be studied more seriouslytnthe construction. However, there is a more and more demanding need in studyaboonnection in underlyingality and performance, specific abilities(Robertson

2、 et al., 1999, p6). There are some similarities for the leadership andmanagement. There are some authors who get together their thinking of leadership for the construction of management (Conger and Kanungo, 1998)Moreover, there have some common pos, such as performing as an activerole, relying on pe

3、ople and resourto have sucs and others. Thesesimilarities let the link existed for the leadership and management. In addition,management and leadership both have some good or bad, and it iggestedt it is important to know if the good managers are leaders. Therefore, thispr is going to answer the ques

4、tions what is the differenbetnleadership and management and whether all good managers need to be leaders. Moreover, I will use an the leader of Starbucks as an exle todescribe one of a good leader.In 1977, there is a view of management from Abraham Zaleznik for theanizational structure and its prose

5、s.hat time, the most importantthing of management is capacity-building, control, and suitableThis opinion Zaleznik debated, absent motivation, the neer balance.sary leadershipfoundations of idea, and human enthusiasm to drive business sucs. Inmost cases, every managers and leaders has their own opin

6、ion, which is the most obvious difference bet n managers and leaders, in their hearts, of order and chaos. In order to control it better, managers always know the details of the pro s, they also attempt to deal with problems as soon as early,even before they get enough information about the problem.

7、 Compare withleaders, tolerance of confuand didnt own enough structure, andwillingness to put off the time of closure to get a better, comprehensiveunderstanding of the problem. As for this problem, in Zalezniks opinion, thereare more same idea betn leaders and scientists. But manage hold differento

8、pinion. Groups should have both managers and leaders to manage and lead,but theyd bettay more attention to logic and strategic movements to have abetter situation where imagination and creativity are permitted to embrace. 一种管理文化强调合理性和控制。如果它指向的目标、 资源、 组织结构或人，一位经理是否解决问题。经理应该总是问有哪些问题需要解决，和实现结果，人将继续为本组织

9、作出贡献的最佳途径是什么？在这种思维，领导是简单实用的努力直接事务;和要实现的任务，管理器需要很多人在不同级别的地位和责任有效地。它需要既不是天才，也不是，是个经理，而持久性、 坚韧、 勤奋、 智慧，和最重要是善意和宽容。另一种概念的，然而，重视几乎神秘信仰什么是和假定只有伟大的人是值得的权力和政治戏剧。在这里是一部心理剧，在其中一个辉煌，孤独的人必须获得控制的嗨.A managerial culture emphasizes rationality andcontrol. Whether if it is directed toward goals, resour,anizationstru

10、ctures, or people, a manager is a problem solver. The manager shouldalways ask “What problems have to be solved, and what are the best ways toachieve results sot people will continue to contribute to thisanization?”his thinking, leadership is simply a practical effort to direct airs; and toachieve t

11、he task, a manager requirest many people operate efficiently atdifferent levels of sus and responsibility. It takes neither genius nor heroism to be a manager, but rather persistence, tough-mindedness, hard work,elligence, and the most important are goodwill and tolerance. Anotherconception of leade

12、rship, however, attaches almost mystical befs to what aleader is and amest only great people are worthy of the drama oferand politics. Here leadership is a psychodrama in which a brilliant, lonelymust gain control of himself or herself as a precondition for controllingothers. This expecion of leader

13、ship is in sharp contrast to secular, practical,but important concepts: leadership is the real management of work as othersdo.What the main difference betn leaders and managers ist leadersalways have people follow them while managers are to have people who workfor them. The four clusters of Conceptu

14、alizing, Aligning,eracting andCreating Sucs have been shown to predict effective Overall Performance,Leadership and Management. Nevertheless, whilst thepetencyclusters demonstratet a suitable endowed individual can be an effectiveperformer, leader and manager. It is highlightedt leaderships uniqueco

15、ntribution to Overall Performance (Controlling, Calm, Displaying EmotionClearly, Emotionally Resint and Self-aware) relates more to emotionalfactors, a finding which iand discriminant functionpported by the results from the multiple regresyses. In contrast, Managementsuniquecontribution (LDQ Conscie

16、ntiousness) reflects a more imal task focus(Zaleznik, 1977), a finding again supported by the earr multiple regresand discriminant functionyses where Viand Imagination as well asForward Thinking had a significant impact on Management appraisal. Whilsttheyses above provide evidence for the differenti

17、ation of the constructs ofleadership and management, the number of competencies common to bothsuggestst effective performerssess competencies which enable themto demonstrate a balanced combination of leadership and management. Theyalso suggestt certain individuals can be developedo good managersand

18、good leaders, if people cannot manage and lead. This perception of beingleader-likees dysfunctional if looking the part alone is rewarded. Finally,the four characteristics (Criticalysis and Judgement,ersonalSensitivity,Con,Conscientious)whicharerelatedtoOverallPerformance, but not to appraisals of e

19、ither Leadership or Management, maywell constitute some distinpect of effectiveness.Managers prefer to work with people and they avoid solitary activity because it makes them anxious. Several years ago, I directed studies on the psychological aspects of careers. The need to seek out others with whom

20、 to work andcollaborate seemed to stand out as an important characteristic of managers.When asked, for exle, to write imaginative stories in response to a pictureshowing a single figure (a boy contemplating a violin or a man silhouetted in ase of reflection), managers populated their stories with pe

21、ople. This storyillustrates two themest clarify managerial attitudes toward human relations.The, as I have suggested, is to seek out activity with otheople (t is,the football team), and the second is to maain a low level of emotionalinvolvementhose relationships. Low emotional involvement appearshew

22、riters use of conventional metaphors, even clichs, and in the dction ofthe ready transformation of potential two themes may seem paradoxical, managerdoes, including reconciling differeno harmonious decis. Thesebut their coexistence supports what a, seeking compromises, and establishinga balance ofer

23、. The story further demonstratest managers may lackempathy, or the capacity to senseuitively the thoughts and feelings of others.Managers relate to people according to the role they play in a sequence ofevents or in a deci-making pros, while leaders, who are concerned withideas, relateoreuitive and

24、empathetic ways. The distinction is simplybetn a managers attention to how things get done and a leaders to whatthe events and decis mean to participants. In recent years, managers haveadopted from game theory the notiont decimaking events can be one oftwo types: the win-lose situation (or zero-sum

25、game) or the win-win situationin which everybodyhe action comes out ahead. Managers strive to convertwin-losediffereno win-win situations as part of the pros of reconcilinger.among people and maaining balanofManagerstend to adopt imal, if not passive, attitudes toward goals.Managerial goals arise ou

26、t of nesities rathern desires and, therefore, aredeeply embedded in theiranizations history and culture. Frederic G.Donner, chairman and chief executive officer of General Motors from 1958 to 1967, expressed this kind of attitude toward goals in defining GMs ition on product development: “To meet th

27、e challenge of the marketplace, we mustrecognize changes in customer needs and desires far enough ahead to have theright productshe right plaat the right time andhe rightty. “Wemust balance trends in preference against Nowherehis sement is there apart as a result of whatnotiont consumer tastes and p

28、referenarise inmanufacturersdo.Inreality,throughproductdesign,advertising,andpromotion, consumers learn to like what they then say they need. Few wouldarguet people who enjoy taking snapshots need a camerat also developspictures. But in response to a need for novelty, convenience, and a shortererval

29、 betn acting (snapthcture) and gaining pleasure (seeing theshot), the Polaroid camera succeeded in the marketplace. It is inconceivablet Edwin Land responded to impress of consumer need. Instead, hetranslated a technology (polarization of light)o a product, which proliferatedand stimulated consumers

30、 desires. Managers tend to view work as an enablingpros involving some combination of people and ideaseractings alongto byesestablish strategies and make decis. They help the procalculating theerests in opshould surface, and reducing tenition, planning when controversial is. In this enabling pros, m

31、anagerstactics appear flexible: on one hand, they negotiate and bargain; on the other,they use rewards, punishments, and other forms of coercion. Therefore, a good leader must also be a good manager, but good manages not be leaders.Moreover, it iggestedt business leaders have muore in commonwirtists

32、, scientists, and other creative thinkersn they do with managers.In order to get their team on board to follow them towards their viofsucvis. Leadership is about getting people to understand and beve in yourand to work with you to achieve your goals while managing is moreabout administering and maki

33、ng sure the day-to-day things are happening asthey should. By now, most people knowt Schultz is thetome of ae therags-to-richecs story, rising from the Brooklyn projects tobillionaire CEO of Starbucks. But Schultz has proven to be preoccupied withmoren just profits. As the entrepreneurial CEO of Starbucks, HowardSchultzs strategic choihave compley changed thegourmet coffee is the ability tot enhance themarket in which Starbucks operates. Strategic leadershipinf