Management is the administration of a business, a non-profit organization, or a government body. The duties of managers in businesses have shifted dramatically during the last few decades. Substantial organizational developments, such as increased use of communication technology, downsizing, flattening of hierarchies, new matrix management structures, and the deployment of cross-functional teams, have had a significant impact on managers' functions.

Leadership is both an Undergraduate Project Topic and a practical skill that refers to a person's, a group's, or an organization's ability to "lead," influence, or guide other people, teams, or the entire company.

As a result, the significance of a once-critical role in the business is now being questioned. Few roles in business have been loathed as much as middle managers, who are typically branded as waste and overhead, as well as risk-averse gatekeepers and controls (Haneberg, 2015). Not only has the number of managers declined over time, but some academics question if the position's importance has reduced as well (Stoker, 2016). Some have hypothesized that the future of managers may be grim as a result of all of this (Stoker, 2016). Many authors, on the other hand, are more optimistic, predicting the emergence of a new role for center- or middle-leaders (Dopson& Stewart, 2010; Floyd & Wooldridge, 2016; McDermott, 2013). According to Yang, Zhang, and Tsui (2010), managers' leadership behaviors have a significantly stronger impact on employees in lower-level occupations than on those in higher-level ones. According to other study, managers are better qualified to lead change projects since they possess the necessary skills (Dopson& Stewart, 2010; Huy, 2018; Kanter, 2017; Sethi, 2014). As a result, boards of directors are increasingly looking to their executives to assume additional leadership roles within the organization (Huy, 2018).
Senior executives aren't the only ones who expect more leadership from their employers; employees also expect more of these attributes from their superiors. Employees expect their managers to lead through setting a vision for the future, improving communication and inclusion in decision-making, coaching and skill development, and empowering them (McDermott, 2013). Managers are advised that they must be leaders, but understanding the difference between leading and managing can be challenging (Carroll & Levy, 2018). As they strive to meet these new leadership criteria, their roles become less process-oriented and more people-oriented. Unfortunately, many managers have yet to develop more people-centered leadership strategies (Stoker, 2016). Managers must first comprehend the numerous skill sets required for good management and leadership if they are to be successful in their function as leaders.

Managers at non-profit organizations may find transitioning to a more central leadership role more difficult than their for-profit counterparts. Nonprofit organizations, on the whole, have struggled to integrate management and leadership skills into their operations. Non-profit organizations used to think management was a bad thing since it was too closely associated with for-profit companies, which they were not (Drucker, 2010). Time and an increasingly dynamic environment, however, have spurred a shift in thinking, and non-profit organizations today appreciate the value of fostering excellent managerial talent, especially when many traditional indicators of growth and success, such as earnings, are no longer available.
Bringing leadership abilities to non-profits has been a similar experience. Until a few decades ago, non-profit leaders who displayed leadership talents did so at their peril. Boards of directors, which are normally made up of strong leaders, were hesitant to hire a strong leader to oversee the company, instead granting them low-level positions such as executive director (Shakely, 2011). Today's non-profits recognize the value of effective leadership and management (Hesselbein, 2011). They also acknowledge that, in the years ahead, leadership practices that encourage a less hierarchical structure and more participation from all employees will be vital to their success: “Future non-profits will need leaders at all levels, as well as employees who can quickly adapt to changing circumstances.” (Green, 32, 2011)
Balancing leadership and management abilities in a non-profit organization has proven tough. Non-profit organizations, particularly those led by founders, have a tendency to be over-led and under-managed, according to Stid and Bradech (2017). This is due in part to non-profits' financial difficulties, which cause them to focus their efforts on operations that provide immediate results, such as fundraising, which requires a visionary, charismatic leader to connect with investors. Furthermore, there is no monetary reward for exhibiting excellent management skills; employees' emotional loyalty to an organization is dependent on its mission, not how well it is run. According to Drucker (2013:276), a focus on management has been hampered by the belief that "good intentions and a pure heart are all that is required." They haven't taken responsibility for their acts or outcomes yet.”
It will be necessary for a non-profit to develop both leadership and management skills in order to establish and maintain success. “Without a doubt, leadership is a wonderfully strong resource,” Ahmed (2015:925) says. However, good leadership alone will not be enough to address all of the challenges that NGOs face; successful management is also required. Bradech and Stid (2017:40) “The tension between leadership and management considerations will persist,” they predict, “so it's vital to be on the lookout for indicators that management activities need to be adapted or renewed.” Maintaining this balance and understanding which skill sets require growth will be easier if you understand the difference between leadership and management.

One of the most important concerns confronting non-profits is the current economic. They've suffered because revenue streams have dried up and service demand has risen. Staff reductions and program activity reductions have taken their toll, and a new survey that questioned non-profit leaders on managing in difficult times suggests that organizations focus on identifying those individuals who are critical to both short- and long-term success (Foster &Perreault, 2017). This conclusion demonstrates that non-profit organizations must have a balance of management and leadership qualities throughout the organization in order to succeed in this environment. “If a nonprofit organization is to succeed, it must have both effective leadership and good administration,” according to Nanus and Dobbs (2014:10). Both are required, but neither is sufficient. Every year, thousands of worthy non-profits fail owing to a lack of one or the other.” Non-profit organizations must clearly embrace strategies that help managers and executives develop especially when developing Project Topics. As a result, the focus of the research is on leadership and management in non-profit organizations.

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