Are leadership and management different roles, or do they overlap? Look at this list of activities. Are these leadership activities, or management activities, or could they fall into both categories? Use the activities matrix (based on Gillen, 2004) to locate each of those activities depending on whether you feel they are management-oriented, leadershiporiented, or both.

1. Delegate tasks
2. Plan and prioritize steps to achieve task goals
3. Ensure predictability
4. Coordinate effort
5. Provide focus
6. Monitor feelings and morale
7. Follow systems and procedures
8. Provide development opportunities
9. Monitor progress
10. Appeal to rational thinking
11. Act as interface between team and others
12. Motivate staff
13. Inspire people
14. Coordinate resources
15. Give orders and instructions
16. Check task completion
17. Ensure effective induction
18. Unleash potential
19. Look ‘over the horizon’
20. Be a good role model
21. Use analytical data to support recommendations
22. Explain goals, plans, and roles
23. Appeal to people’s emotions
24. Share a vision
25. Guide progress
26. Create a positive team feeling
27. Monitor budgets and tasks
28. Use analytical data to forecast trends
29. Take risks
30. Build teams 

Consider why you placed each of those activities in those categories.
1. What makes an activity a management activity?
2. What is distinctive about leadership activities?
3. If you put some activities in the middle, why did you do that?
4. Are there any current trends and developments which encourage managers to monitor and control rather than to exercise leadership?

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managerially oriented elements of management and leadership leadership oriented