ABSTRACT
A number of distinctions are made between “management” and “leadership,” including the widely accepted perspective that people are led, while things are managed (Anderson, Gisborne, and Holliday 2006; Bass 1990). Authors and experts describe the importance of developing leadership skills for those who supervise and lead people, as compared to management skills for those who oversee projects, budgets, and materials (Northouse 2007; Yukl 2002). ‚is simplistic approach makes sense, but it does not capture some of the nuances of the overall leadership of organizations. Many things related to human assets need “management,” such as time management, prioritization of work e˜orts, evaluation of progress, and the wide-ranging aspects of managing the human resources functions in organizations.
