If you're trying to make a large change, how to handle it can be tricky.

Depending on the type of

change, you may be focused on managing the process or implementing the change using
leadership. Both strategies have their benefits, but they have some differences. Change
leadership is characterized by a more urgent sense of urgency and the empowerment of lots of
people to take part in the process. It is often associated with changes that have a big impact, but
it can also be used to create smaller, less drastic changes.
The goal of leadership is to guide change, whereas managers are primarily concerned with
coordinating activities and achieving organizational goals. While they both focus on people and
aligning them to the organization's vision, they also use the collective interpretive process to
create a sense of shared meaning (Mansaray, 2019). Leaders and managers both use cognitive
means, but there are significant differences in how they approach constructing a new vision and
communicating it to others. When it comes to communication, knowing your audience is a
crucial step. However, when it comes to explaining change, patience is often the key.
The concept of leadership and management are commonly considered to have overlapping
functions. However, both are necessary to perform well in a complex environment. A leader's
role is to inspire others to follow, while a manager's role is to manage a group to accomplish
organizational goals. Both functions have a range of potential pitfalls. The "dark side" of
leadership involves harmful behaviors that affect employees in negative ways. Studies have
examined destructive forms of leadership at various levels (Marques-Quinteiro et al., 2019). For
example, negative behavior increases deviance and burnout, and decreases job satisfaction. But,
while these behaviors are harmful to the organization, the effects can be offset by supporting the
leadership team. If an organization can find a way to minimize such behaviors, the outcomes for
the organization will be positive.
According to classic leadership theory, leaders' behaviors are people-oriented. People-oriented
leaders demonstrate care for their subordinates' needs, interpersonal factors, and group
maintenance. In contrast, goal-oriented leaders focus more on task achievement. Goal-oriented
HLBs also have a negative correlation with initiating structure and consideration.
References
Mansaray, H. E. (2019). The role of leadership style in organisational change management: a
literature review. Journal of Human Resource Management, 7(1), 18-31.
Marques-Quinteiro, P., Vargas, R., Eifler, N., & Curral, L. (2019). Employee adaptive
performance and job satisfaction during organizational crisis: the role of self-leadership.
European Journal of Work and Organizational Psychology, 28(1), 85-100.