- Question: Rewrite these paragraphs, spin the sentences, using your own words, not online rewrite tools.

Leadership is different from management; many just know it intuitively but have not been able to understand this difference clearly. These are two entirely different functions based on their underlying philosophies, functions, and outcomes. Similarly, leaders and managers are not the same people. They apply different conceptualizations and approaches to work, exercise different ways of problem-solving, undertake different functions in the organizations, and exhibit different behaviors owing to their different intrinsic and extrinsic motivations. Although discretely different, the terms manager and leader are often confused and used interchangeably. This research attempts to address this issue at various levels. It is argued that in order to be competitive, future organizations need to develop as many leaders as possible, but that these leaders should also have sufficient management knowledge and capabilities. Organizations also need effective managers who possess adequate leadership skills for better problem solving and overall functioning in the teams.

Despite the different timing of their evolution and the different contexts in which these concepts developed, leadership and management are widely used interchangeably. Although many scholars have attempted to provide a distinction; there is a common confusion that leadership is similar to management and leaders are similar to managers (Kotter 1990, 2006; Zaleznik 1977, 1998; Bennis and Nanus 1985). Cogliser and Brigham (2004) highlighted the growing interest of scholars in differentiating leadership from other related phenomena such as entrepreneurship and management. Some scholars argue that leadership and management are two opposing styles of employee supervision that are both popular, and are still being used in the business world (Kumle and Kelly 2000). Others believe that they are two sides of the same coin (Bryman 1992) and complementary systems of action, each with its own function and characteristic activities (Gokenbach 2003).

Mangham and Pye (1991, p. 13) go even further, saying, It results in nothing more than a vague feeling that managing is something rather mundane, looking after the nuts and bolts of the enterprise and leading is something special and precious undertaken by the really important people in the enterprise. However, the majority of literary arguments support the fact that leadership and management are completely different from each other whilst leaders are distinct from managers (Zaleznik 1977; Kumle and Kelly 1999; Kotter 2006; Perloff 2004). Mowson (2001) believes that leaders may not excel at management and, what is more often the case, managers do not necessarily make great leaders. In practice, many managers perform the leadership role, and many leaders do manage. Therefore, the debate continues and the misunderstanding over the two terms persists.