The differences among leadership, management, and followership

delegating tasks, and monitoring progress. Followership is when an individual follows the directions set by a leader. At times, these roles can overlap in any given situation depending on the context and circumstances; however each role has distinct characteristics that define them while also allowing for some level of crossover. The leadership role is primarily focused around inspiring those within an organization or team towards achieving desired outcomes whilst maintaining morale throughout the process. A leader typically provides clear direction but allows their team members some degree of autonomy when it comes to decisions related to implementation strategies. They make sure that everyone understands why they are moving forward with specific objectives as well as how best to go about accomplishing them efficiently and effectively. The management role involves more hands-on activity than a leadership role does; managers have direct responsibility for organizing teams/resources in order to drive progress in accordance with predetermined expectations. This includes making sure that tasks are delegated properly so that each person’s strengths can be utilized most effectively; setting deadlines for deliverables; providing feedback on performance; resolving conflicts between colleagues; etc… Additionally, managers must often ensure compliance with company policies/procedures across all departments/teams in order to maintain organizational cohesion & productivity levels optimally over time – something that requires good strategic planning skills coupled with strong communication & interpersonal skills too [1]. Followership during this process would involve taking orders from superiors (i.e., leaders & managers) in order to perform duties assigned by them according to instructions provided - essentially being compliant with managerial directives at all times [2]. These individuals take personal accountability for following instructions precisely which helps promote efficiency throughout the organisation as tasks get completed faster since there’s no misinterpretation involved in decision-making processes/deliverables expectations etc… In certain cases (such as nursing), individuals could be expected not only carry out their own duties but also help oversee others’ too thereby occupying different roles concurrently – i.e., leading particular groups while managing others’ workloads simultaneously where needed [3]. It is very common for two of the three capacities – leadership & management –to overlap due to synergies between these two roles bringing clarity into how projects should be executed within organisations/teams alike [4]. For example: A nurse might act both as a manager overseeing patient care operations while simultaneously providing inspirational guidance on necessary changes required therein either directly via communication (if a senior nurse) or indirectly by motivating junior nurses indirectly whenever possible through words of encouragement etc... Barack Obama's political career exemplifies such duality perfectly: He was able lead his party successfully during both presidential races he ran whereas he had earlier managed various campaigns prior consequently gathering priceless experience along way strengthened his overall performance once elected president subsequently[5] . Similarly his followers were mostly loyal democrats who believed strongly enough in him thus motivating themselves further work hard garner support cause ultimately resulted him being twice elected 44th President United States America[6]. Overall, although there may exist overlaps between responsibilities associated with leaders, managers & followers within same scenario yet each capacity shall always remain distinct its essential qualities respect whether deemed suitable assign any person(s) accordingly based upon suitability requirements situation at hand respectively [7]. References: 1. Leadership vs Management – What’s the Difference? (nd). Retrieved from http://www.mindtools.com/pages/article/leadership-vs-management.htm 2. Followership: A Core Competency for Leaders and Managers in Nursing Organizations (2017). Journal of Nursing Administration, 47(3), 146–151. https://doi.org/10.1097/NNA.0000000000000397 3. Shafeeq, M., Saju, G., & Kuttiyil, VJ (2015). Leadership and management styles in nursing practice: An integrative review of the literature . International Journal Of Caring Sciences , 8(2), 439–447 4. Bennis, W., & Thomas JB (2002). Crucibles of leadership . Harvard Business Review , 80(9), 39–45 5 Obama’s 2008 Campaign : BarackObama2008 | The American Presidency Project [online] Available at: http://www.presidency.ucsb