Materials for the course developed by the OSCE Mission in Kosovo
For centuries management and leadership have existed in either formal structures through military approaches or informal networks where persons within groups have naturally established some form of order and authority. This can be seen in all aspects of life e.g. football coaching, teachers in schools and clearly the security services like the police.
Over recent years, using an enormous source of materials on management and leadership organisations have tried to standardize management practices placing greater emphasis upon control, discipline and directed activity. Whilst this can easily be judged to be successful consistency rarely occurs. A wealth of academic research and literature, whilst academically sound in content often does not take account of the complexities of management and leadership; how elements under this essential function are inter-related and whilst each element can be focused upon separately a greater chance of success occurs where they are inter-linked.
Contemporary management as a ‘soft’ skill involves dealing with people who are not robots and all have differing considerations if success is to be maximized. It is accepted that whilst control is an essential element empowerment and self-analysis are just as important. Therefore, from that statement it is not just about you managing others and the processes and requirements that go with that but also understanding who you are (managers) and how your actions can support, enhance or even damage personal relations and organisational success.