DISCUSSION REPLY ASSIGNMENT INSTRUCTIONS The student REPLY with at least ( 250-300) words . Student is asked to support their assertions with at least (1) scholarly citation in (APA) format. Any sources cited must have been published within the last (five) years

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REPLY TO THE POST BELOW MADE BY "PFeat"

Discussion Thread: Leadership and Management

The first module's reading revolves around the concepts of management and leadership. The author discussed the differences between them in application, with follow on discussion on the theories that contribute to management of resources. Much of the author's effort was spent on identifying and describing the attributes that are associated with both leaders and followers as well as the execution styles of leaders and managers. Several of the concepts stood out as important to the reading and solicited further research and discussion.

Concept 1: Management vs. Leadership

In the military there are few topics discussed more than leadership, both at the operational and strategic levels. A recurring theme in those discussions is that resources are managed, and people are led, highlighting that there is indeed a difference between the two concepts. Satterlee (2019) describes management as planning, organizing and controlling, while describing leadership the ability and act of influencing others in either a transactional or transformational manner. Skilled leaders are not always effective managers, and effective managers are not necessarily skilled in the art of leadership.

Cloud and Leturmy (2023) agree with Satterlee in terms of management defined, the planning, organizing, staffing, leading and controlling to accomplish a goal. Management is a necessary function of business and establishes the organization required for efficiency in execution and planning. In the same vein, leadership is necessary in teams greater than one and administrators must develop and utilize both skills in order to conduct business (Cloud & Leturmy, 2023). Identifying the differences in the concepts and then training and refining each of them as individual, but related, skillsets can provide a better path to success than attempting to focus on one or the other.

Concept 2: Managerial Career Development

Despite managerial career development being a key heading in the chapter, Satterlee (2019) immediately identifies the variety of considerations to be taken when aspiring to management positions. Introspection, personal accountability and responsibility, networking and personal growth all make the list of things aspiring managers should consider as they evaluate their career paths and seek career development (Satterlee, 2019). Each of these considerations start with the aspiring manager themselves but can be amplified or accelerated using resources at their disposal. For instance, many companies facilitate personal growth through incentive programs such as tuition assistance and professional development tracks within the organization.

As mentioned by Satterlee (2019), networking can enhance the career development of aspiring managers. Managers and leaders within an organization can provide excellent guidance for those that aspire to build careers in management and are seeking perspective and mentorship (Ferro et al., 2024). Reaching out to these existing resources create relationships that benefit the employee, manager and organization in different ways. The employee gets the benefit of receiving coaching from an established manager in the organization with the assumption that the manager understands the intricacies of navigating the paths required to achieve the employee's desired station. The manager benefits from enlightened employees within the organization that better understand the challenges and burdens of leadership within the organization and the efforts taken to provide a positive working environment (Ferro et al., 2024). Finally, the organization benefits through the development of the next generation of leadership, producing viable candidates who have organic experience within the organization that can help build growth and efficiency. Studies show that employee developmental outcomes are greatly impacted by the quality of mentorship they receive within their organization (Ekonen & Heilmann, 2021).

Concept 3: Systems Approach to Management

The systems approach to management is extremely interesting, taking the organization and their metrics and then expanding the lens that the organization is viewed through to include both internal and external relationships (Satterlee, 2019). This perspective helps to better define the organization as an actor within their environment rather than a standalone entity within an industry. Clegg et al. (2023) give several perspectives that are revealed by the systems approach to management to include the rational or economic, in which metrics are king, the natural or stakeholder perspective in which relationships internal to the organization are evaluated, and the open or social contracts and social mission perspectives in which external relationships are evaluated with the organization. The organization within their environment can be viewed with their dependencies upon resource providers as well as their relationships within the community. Severing either of those relationships could lead to negative outcomes for the organization. Understanding how the organization works and thrives as a system is essential to identifying courses of action in both crisis and opportunity.

Biblical Integration

The Bible describes in depth and throughout the Scripture the type of leaders that Christians should model themselves to be. "For whether is greater, he that sitteth at meat, or he that serveth? is not he that sitteth at meat? but I am among you as he that serveth (King James Bible, 1769/2017, Luke 22:27)" Jesus presented himself to his disciples as a servant leader, literally serving those who followed Him on many occasions, including the one described in Luke at what is now known as the last supper. In the same manner, managers should be prepared to serve those who follow them, helping to develop, mentor and provide resources to those who make up the teams, departments, organizations and networks that allow them to have the opportunities to lead.

References

Clegg, S., Cunha, M. P. e., Rego, A., & Santos, F. (2021). 'Open purpose': Embracing organizations as expressive systems.Organization Theory, 2(4), 263178772110548. https://doi.org/10.1177/26317877211054860

Cloud, K., & Leturmy, A. (2023). Management vs. leadership: Would you rather?College and University, 98(1), 75-80.

Ekonen, M., & Heilmann, P. (2021). The role of developmental networks in building a managerial career.Journal of Career Development (48)6, 1003-1018.https://doi.org/10.1177/0894845319900280Links to an external site.

Ferro, A. L., Swiger, P. A., & Yoder, L. H. (2024). The relationship between managerial coaching and role ambiguity among nurses in the military health system. Nursing Outlook, 72(3), 102149. https://doi.org/10.1016/j.outlook.2024.102149

King James bible (2017). King James Bible Online. https://www.kingjamesbibleonline.org/ (Original work published 1769)

Satterlee, A. (2019).Principles of Management and Leadership: A Christian Perspective. Raleigh, NC. Synergistics International.