Management and Leadership As a naval officer I have had the opportunity to experience both leadership and management. Today's Navy operates with fewer people and resources than before. Therefore, leadership and management are more important than ever. Very early in my career I was taught leadership and as I advanced through the ranks I experimented with management. There are numerous distinctions between management and leadership. Good managers are sometimes leaders; good leaders are sometimes managers. The distinction is primarily between action and enablement. I see management as a function. Examples of management include planning, budgeting, evaluation, and facilitation. Examples of leadership include relationship, talent selection, motivation, coaching, and building. Fenton (1990) stated, "Leaders are attentive and sensitive people. They know their team and develop mutual trust within it." Management Management is the brain of a company. It is where someone ultimately has the authority and responsibility for the task but is not necessarily the person performing the task. Management distributes the task to other team members and acts as a consultant and facilitator. They establish systems, create operating rules and procedures, and implement incentive programs. Management is about business, not always about people. People are important to get the job done. Leadership is the heart of a company. Leaders are active in most tasks. They are usually the first to act. The leader has vision, determination and enthusiasm. The essence of leadership means inspiring a group to come together for a common goal. Leaders motivate, counsel, and work with people to keep them connected and eager to move forward. That…half of the paper…from a letter of appreciation from the manager, a day off, or verbal recognition from managers. Another recommendation for creating and maintaining a healthy organizational culture is that managers and direct supervisor also conduct performance counseling regularly. There are many situations in which an individual thinks he or she is doing a great job, only to discover during the annual performance evaluation that his or her manager and/or direct supervisor thinks otherwise. I believe that written advice should be provided at least quarterly so that people can know exactly what their supervisor and manager think of their performance and this gives them room to improve performance if necessary. This consulting session also gives managers a way to communicate their opinions about work experience and expectations, and subordinates an opportunity to share their opinions about the company.