One of my favorite management quotes says, "Management is efficiency in climbing the ladder of success, leadership determines whether the ladder is leaning against the right wall." My ideas about leadership and management have been shaped by personal experiences in both the military and private sectors. While there are good and bad leaders in both worlds, the military adds an interesting twist in the requirement to follow orders from the chain of command and the fact that aspects of management are performed at different stages of that chain. In the military, “leadership” is imposed as you earn rank. In contrast, in the private sector, leadership is earned or demonstrated to achieve “rank.” I find myself torn between these alternative visions of leadership and management as I think about the answers to the assigned questions. If I were the CEO of a company, would I hire managers or leaders for my supervisory positions? My answer to this question depends on my company. As the CEO of a cutting-edge start-up in my market segment, I would ensure that the majority of my supervisors have the vision and skills needed to ensure success and future growth opportunities. However, not all business functions would require a high level of foresight, so having managers would also be important. As the book states, having leaders with an entrepreneurial worldview would be an advantage during the development phase of the business, but they may be overwhelmed by bureaucracy as the business matures. I think it's important to note that “leader” is listed as one of the 8 identifiable functions of managers. From a military perspective, as an admiral, I would expect my senior officers to be leaders with an eye on the center of the card... it also translates to greater efficiency. Works Cited Babcock-Roberson, M ., & Strickland, O. (2010). The relationship between charismatic leadership, work commitment and organizational citizenship behaviors. Journal of Psychology, 144(3), 313-326. Retrieved from Academic Search Complete database.Covey, S. (1990). The 7 habits of highly effective people. New York: Fireside. Kreitner R. (2009). Management. Canada: Houghton Mifflin Hardcourt.Sterry, T., Reiter-Purtill, J., Gartstein, M., Gerhardt, C., Vannatta, K., & Noll, R. (2010). Temperament and peer acceptance: The mediating role of social behavior. Merrill-Palmer Quarterly, 56(2), 189-219. Retrieved from the Comprehensive Academic Research Database.Zweig, D. (2010). The advice that he couldn't think straight. Conference Board Review v. 47 n. 1 (Winter 2010) page. 40-7. Retrieved from the comprehensive academic research database.