Differences between being a leader and a manager Differences between being a leader and a manager In an article by by William Arruda he mentions 9 differences b

Differences between being a leader and a manager

Differences between being a leader and a manager

In an article by by William Arruda he mentions 9 differences between being a leader and a manager.

Leaders create a vision, managers create goals.

Leaders are change agents, managers maintain the status quo.

Leaders are unique, managers copy.

Leaders take risks, mangers control risk.

Leaders are in it for the long haul, managers think short-term.

Leaders grow personally, managers rely on existing, proven skills.

Leaders build relationships, managers build systems and processes.

Leaders coach, managers direct.

Leaders create fans, managers have employees.

At the end of the day, leaders and managers have an impact on the work ethic of individuals as well as the organizational culture that influences the overall success of the organization.

The Missing Piece of NIMS mentions that though operational periods help NIMS operate in a very linear fashion, from the outset of the event through the response efforts and into recovery it forces the event and response efforts into a sort of organized, chronological timeline. While this looks good on paper, every first responder knows that no event is so neatly or quickly organized. I think back to Dr. Starr and Systems Thinking and how perhaps this could be the framework for first responders to have. Responders are confronted with having to understand this utterly confusing problem and then somehow solve it. In short, first-responding incident commanders arrive to a scene of complete chaos. (Renaud, 2012) Again back to Dr. Starr, Chaotic – Neither knowable nor predictable. When things get too complex, they easily become chaotic. Renaud also mentions that because this is not routinely taught or practiced, first-arriving incident commanders feel a push to end the chaos immediately and if they cannot do so, believe they are ineffective failures. This can result in incident commanders taking action even if they are not quite sure yet what they have or what they should be trying to accomplish. These first actions, taken for the sake of appearing efficient and effective, can lead event response efforts negatively. Systems thinking is a conceptual framework to make the full patterns of the system behavior clearer by seeing the whole structures that underlie complex situations. Systems thinking answers the basic questions (why, what, where, how, who and when) while finding the solution to the problem at hand. The system is interrelated with each other rather than linear cause and effect chains. I think this would be more beneficial as disasters are not linear, things can change that are unexpected and not involved in the initial response plans.

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