Estructura Organizacional

Leadership and management cannot be separated. Regardless of whether it is a country or a province, a city or a village, a factory or a school, or an organization, one can find that people with leadership rights must have management rights. A leadership process must include management, and a management process must contain leadership. So, leadership cannot be separated from management, and management cannot go without leadership. There is no leadership without management and also no management without leadership.

In Management Practice by Peter Drucker (1954), the father of modern management, leadership and management are described as an integral whole. He believes that leadership and management have a strong composition and compatibility. Leadership is management, and management is leadership. In real life, leadership activities are never separate from management activities. A person engaged in administrative work is also responsible for the leadership. So we cannot say that the leader does not involve management, and that the manager does not lead.

Leadership has two lexical meanings. On the one hand, it is related to the word “leader,” on the other hand, it is the noun attribute that is an abbreviation of “leadership behavior,” referring to the activities engaged in by the leaders.

Management actually means that on the basis of an objective subject, social activities with common goals are achieved through decision- making, planning, organizing, directing and controlling the efficient use of human, financial and material resources. The vector of management is organization. Organizations include enterprises, institutions, state organs, political parties, social groups, and religious organizations.

Leadership is the process of organizing, commanding, leading and encouraging subordinates to make efforts to attain a goal. Therefore, leaders must have three elements. Firstly, the leader must have followers; secondly, the leader should have his position and power conferred on him by the organization, which also includes the influence of other individual leaders; thirdly, leadership behavior must have a clear purpose. The organizational goals can be achieved through the influence of the organization and leaders’ behavior. The leader plays a role of command, coordination, inspection, punishment, reward and motivation.

From the point of view of behavior, both leadership and management are a process of achieving organizational goals through influencing and

directing others’ coordinated activities within an organization. From the perspective of power, both are related to the positions at different levels within an organization. From the point of view of social practice, leadership and management are inter-connected, and are indispensable to each other.

Leadership and management are complementary to each other in the management of an organization. The leadership’s function is mainly concerned with the correct direction, importance and value of an organization’s activities, while the management’s functions are mainly concerned with the stability and efficiency of an organization’s actitivities. The mission of the leadership’s functions is to ensure the right things are done. The mission of the management’s functions is to ensure that things are done correctly. The differentiation of leadership functions from management functions will lead to responsibilities that are so distinct that they may cause a psychology of uncooperativeness and laissez-faire. Leadership functions cannot be separated from management functions in the management practice of an organization; otherwise it will lead to loss of control, and at a micro-level there will be a lack of discipline including phenomena such as orders not being obeyed, prohibitions not followed and a generally sluggish running of the organization as a whole. The consequence is too many leadership functions and not enough management. By the same token, management functions cannot be divorced from leadership functions; otherwise it will lead to disorientation and even the overall collapse of an organization. Only coordination between leadership functions and management functions, as well as leaders and managers, can ensure a correct direction and logical order of an organization’s management at all levels. Leadership should focus on the artistic side of an organization’s operations, whereas management should focus on the scientific side. Their interactions can be better achieved through the unity of science and art within an organization’s management. And this complementarity precisely reflects their unity.

The complementary relationship between leadership and management is dynamic. Only within a dynamic organization does a discussion on this relationship have actual meaning rather than one emphasizing the static strength of one side. This dynamic inherent law of contradiction is first expressed in the primary and secondary relationship of the two functions around an organization’s mission, and the division of functions should remain dynamic within the changing environment of an organization; then it is expressed in their actual practice, which mainly represents the dynamic changes of leadership and management’s attention to both their functions.

Leaders should strengthen the leadership and management functions of an organization as the identity of the organization’s management rather than being just confined to the division of functions of leadership and management. This does not simply mean that one party enters and the other exits. Ineffective leadership cannot come into being simply due to the fact that lax and disordered management cannot be directed by lax leadership. The leaders identify the direction or ensure no deviation from the direction through strengthening management functions. Meanwhile, management as the functioning structure of an organization’s management system should be systematic, refined, standardized, normalized, and routinized, including the institutionalization of the legal system, the rules, the disciplinary normative behavior and the management system. Leading managers develop the structure of an organization’s management systems, and they rely on the management functions of the organization’s system to achieve the responsibility of leadership managers.

The dynamic complementarity between leadership and management helps to optimize the resource allocation of an organization’s management. Only the relationship between the leadership and management in an overall framework can give full play to the overall advantages of the division of labor and cooperation; can fully mobilize the initiative, enthusiasm and creativity of an organization’s managers at each level and other managers relevant to management performance; and can give full play to the value-added role of human resources, thus optimizing the resource allocation of the organization’s management to improve its performance and to lay a solid organizational management foundation for achieving and enhancing the overall performance of the organization.

The dynamic complementarity between leadership and management is in line with a logical system and practical needs. From a logical point of view, the concepts of leadership and management with the same purpose are within the framework of the same concept of an organization’s management. From a practical point of view, an improved combination of leadership and management can play a positive role, so as to avoid falling down to low-level operations. So leadership and management are the two basic functions of an organization’s management. Both leaders and managers are an organization’s directors. Thus, leadership and management are inseparable in theory and practice. From the point of view of a country, the national leaders cannot be said to lead without management, and if not, how is national management actually carried out? In terms of a business, managers can also not be said to be leaders without management, and if not, who will oversee corporate management? Leadership and

management are therefore inseparable and leadership management makes up the whole system. Leaders are managers and managers are leaders.