This paper critically examines and articulates
key conceptual and practical differences between leadership and management through an analysis of the differences in the form, function and influence processes which
underpin these complementary
organisational roles. It explores the differing uses of
power and influence within these roles and attempts to show that while management involves a key responsibility for leadership,
effective management also needs to include the skillful application of other power bases which underpin the wider influencing tactics of effective leadership. It concludes that in the final analysis, leadership and management are likely to be different valuations of the same organisational behaviours