DBA 2 CEV – CASE STUDY – Northouse, P. G. (2016). Leadership: Theory and practice

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Reading Resources:

1. Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.
· Chapter 1, “Introduction” (pp. 1–18)
· Chapter 2, “Trait Approach” (pp. 19–42)
· Chapter 3, “Skills Approach” (pp. 43–70)
· Chapter 4, “Behavioral Approach” (pp. 71–92)
· Chapter 12, “Psychodynamic Approach” (pp. 295–328)
2. Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85–96. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/72358314/72358320/dd9d9c5fcdd8e7c691884dc61399f0d0
3. Latham, J. R. (2013). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 12–33.
4. Saxena, S. (2014). Are transformational leaders creative and creative leaders transformational? An attempted synthesis through the Big Five Factor Model of personality lens. Aweshkar Research Journal, 18(2), 30–51.

Consider the two individuals in the following scenario:
Individual 1:
Roger works for a business software firm and is passionate about his work. He is committed to delivering high-quality software solutions on schedule. He maintains a precise and accurate project schedule with meticulously detailed documentation of product design specifications and processes. Roger’s subordinates never have to guess about expectations. When the rigorous quality assurance process uncovers a problem, Roger can proceed largely unfazed. He knows the capabilities of the developers on his team so well that he knows exactly who to assign to fix the issue. He is quick to offer encouragement and guidance when needed. Roger’s team is productive and happy.
Individual 2:
Linda works at the same company as Roger. She closely monitors industry trends. She is watching the rapid rise of mobile computing and sees competitors introducing new mobile applications with rapid speed. The company has yet to attempt to design software for a mobile platform, but she knows that the company can be competitive in the industry if it makes changes quickly. She is working hard to gain support from members of the executive board and is planning a kickoff meeting for the employees to announce the company’s entry into the new market. She wants to make certain the employees see the change as a great opportunity and know that training will be available. She already has the company’s first mobile project and an ideal timetable in mind. She is anxious to hit the ground running.
What are the roles of the individuals in the above scenarios? Are they managers, leaders, or both? What distinguishes management from leadership and managers from leaders? The nature of the relationship between leadership and management remains a topic of debate among scholars. The debate provides insight into the definition of leadership and offers a suitable avenue for beginning an in-depth exploration of the topic of leadership.

Submit a 3- to the 4-page analysis of the differences between leadership and management. In your analysis, do the following:

• Evaluate the two scenarios by answering the following questions:
o What are the roles of the individuals in the scenarios?
o Are they managers, leaders, or both?
o What distinguishes management from leadership and managers from leaders?
• Analyze the similarities and differences between leadership and management.

• Support your work with a minimum of two specific citations per page from this week’s Learning Resources and additional scholarly sources. These may include specific media examples of leadership behavior and other relevant organizational information.

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