This Week We Look At Leadership From The Managers Perspective And Ex This Week We Look At Leadership From The Managers Perspective And Ex This week, we look at leadership from the manager’s perspective and explore the differences looking at leadership from a leader’s perspective. Managers focus on process, procedure, and implementation of the organization’s purpose. A manager's perspective is about getting the job done and keeping stability. In a recent virtual management meeting, the Heads of the various marketing departments of Biotech met to discuss the recent decline in sales of food supplements since Nestlé and General Mills entered the market. In a meeting to get direction on how to fix the drop in sales, the question came up about who should handle the matter—the marketing managers or the owners. One manager said, “A problem like this should have a solution from the top.” Another manager responded, “I do not agree. We have dips in sales all the time, and we go out and fix them using our own ideas and talent.” “I agree, managers are leaders too,” another voice added. Maximillian Barney sat back in the Yonkers conference room, away from the camera, noting that the Americans wanted to move on their own, the Europeans held back but signaled agreement with the Americans. The rest remained quiet. Maximillian pondered, “How do I see my managers—are they leaders too?” Looking back at week one theorists and our readings this week, how should Maximillian answer this question?
Paper For Above instruction Leadership from a managerial perspective is often viewed through the lens of achieving organizational stability, implementing processes, and executing strategic goals effectively. Managers are fundamentally concerned with planning, organizing, directing, and controlling resources to meet organizational objectives (Fayol, 1916). As observed in the scenario involving the Biotech marketing team, managers tend to focus on problem-solving within their scope without necessarily engaging in transformational influence over their teams or organizations. This differentiation underscores the classical distinction between managerial authority and leadership qualities, although the two roles often overlap in practice (Kotter, 1990). From the perspective of leadership theory, particularly classical and contemporary models, managers can embody leadership qualities. For example, transformational leadership emphasizes inspiring, motivating, and fostering innovation—traits traditionally associated with leaders (Bass & Avolio, 1994). A manager who employs transformational tactics may influence their team to view challenges, such as declining sales, as opportunities for creative problem-solving rather than purely as stability threats (Burns, 1978).