Management Vs LeadershipTABLE OF CONTENTS MANAGEMENT VS
LEADERSHIP:..........................................................................................................................2
MANAGEMENT
:...............................................................................................................................................................2
Historical
development...........................................................................................................................................2
19th
century............................................................................................................................................................3
20th
century............................................................................................................................................................3
21st
century.............................................................................................................................................................5
Nature of managerial
work....................................................................................................................................6
MANAGEMENT
FUNCTIONS:...............................................................................................................................................7
Levels of Management
:..........................................................................................................................................7
BASIC ELEMENTS OF
MANAGEMENT......................................................................................................................................8
IF I AM A MANAGER, HOW CAN I MANAGE THE THINGS IN AN
ORGANIZATION:........................................................................10
Different Theories of
Management:......................................................................................................................11
LEADERSHIP
:............................................................................................................................................................12
TYPES OF
LEADERSHIP.....................................................................................................................................................13
Role of Leadership in an Organization
:..............................................................................................................13
Leadership cycles
:...............................................................................................................................................14
What makes Effective Leadership
:......................................................................................................................15
Suggested qualities of
leadership.........................................................................................................................16
Leadership "styles" (per House and
Podsakoff)...................................................................................................19
Leadership and
vision...........................................................................................................................................21
Leadership's relation with
management...............................................................................................................22
Leadership by a
group..........................................................................................................................................25
Co-leadership......................................................................................................................................................26
Divided
leadership................................................................................................................................................26
HISTORICAL VIEWS ON
LEADERSHIP..................................................................................................................................27
Leadership
development.......................................................................................................................................28
Principles of Leadership (Be, Know, Do)
:...........................................................................................................28
Factors Affecting Leadership :
............................................................................................................................29
LEADERSHIP
MODELS.....................................................................................................................................................30
Four Framework Approach
..............................................................................................................................................................................31
Managerial
Grid...................................................................................................................................................32
THE PROCESS OF GREAT
LEADERSHIP...............................................................................................................................35
LEADERSHIP VS MANAGEMENT
:.......................................................................................................................35
MANAGERS HAVE
SUBORDINATES.......................................................................................................................................35
Authoritarian, transactional
style.........................................................................................................................35
Work
focus............................................................................................................................................................36
Seek
comfort.........................................................................................................................................................36
LEADERS HAVE
FOLLOWERS..............................................................................................................................................36
Charismatic, transformational
style.....................................................................................................................36
People
focus..........................................................................................................................................................37
Seek
risk................................................................................................................................................................37
IN
SUMMARY..................................................................................................................................................................37
Why do we differentiate leadership from
management?.......................................................................................41
Group C Assignment
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Management Vs Leadership
Management Vs Leadership:As far as the management is concerned,
it has to do with the power by position where as leadership
involves power by influence. So we would discuss accordingly what
are the similarities and differences between them.
Management :The verb manage comes from the Italian maneggiare
(to handle especially a horse), which in turn derives from the
Latin manus (hand). The French word mesnagement (later mnagement)
influenced the development in meaning of the English word
management in the 17th and 18th centuries.
Management comprises of directing and controlling a group of one
or more people or entities for the purpose of coordinating and
harmonizing them towards accomplishing a goal. Management often
encompasses the deployment and manipulation of human resources,
financial resources, technological resources, and natural
resources. Management can also refer to the person or people who
perform the act(s) of management.
Historical developmentDifficulties arise in tracing the history
of management. Some see it (by definition) as a late modern (in the
sense of late modernity) conceptualization. On those terms it
cannot have a pre-modern history, only harbingers (such as
stewards). Others, however, detect management-like activities in
the pre-modern past. Some writers[Who?]
trace the development of management-thought back to Sumerian
traders and to
the builders of the pyramids of ancient Egypt. Slave-owners
through the centuries faced the problems of exploiting/motivating a
dependent but sometimes unenthusiastic or recalcitrant workforce,
but many pre-industrial enterprises, given their small scale, did
not feel compelled to face the issues of
Group C Assignment
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Management Vs Leadership management systematically. However,
innovations such as the spread of Hindu-Arabic numerals (5th to
15th centuries) and the codification of double-entry book-keeping
(1494) provided tools for management assessment, planning and
control. Given the scale of most commercial operations and the lack
of mechanized record-keeping and recording before the industrial
revolution, it made sense for most owners of enterprises in those
times to carry out management functions by and for themselves. But
with growing size and complexity of organizations, the split
between owners (individuals, industrial dynasties or groups of
shareholders) and day-to-day managers (independent specialists in
planning and control) gradually became more common.
19th centurySome argue [citation needed] that modern management
as a discipline began as an off-shoot of economics in the 19th
century. Classical economists such as Adam Smith (1723 - 1790) and
John Stuart Mill (1806 - 1873) provided a theoretical background to
resource-allocation, production, and pricing issues. About the same
time, innovators like Eli Whitney (1765 - 1825), James Watt (1736 -
1819), and Matthew Boulton (1728 - 1809) developed elements of
technical production such as standardization, quality-control
procedures, cost-accounting, interchangeability of parts, and
work-planning. Many of these aspects of management existed in the
pre-1861 slave-based sector of the US economy. That environment saw
4 million people, as the contemporary usages had it, "managed" in
profitable quasi-mass production. By the late 19th century,
marginal economists Alfred Marshall (1842 - 1924) and Lon Walras
(1834 1910) and others introduced a new layer of complexity to the
theoretical underpinnings of management. Joseph Wharton offered the
first tertiary-level course in management in 1881.
20th centuryBy about 1900 one finds managers trying to place
their theories on what they regarded as a thoroughly scientific
basis (see scientism for perceived limitations of this belief).
Examples include Henry R. Towne's Science of management in the
1890s, Frederick Winslow Taylor's Scientific management (1911),
Frank and Lillian Gilbreth's Applied motion study (1917), and Henry
L. Gantt's charts (1910s). J. Duncan wrote the Group C Assignment
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Management Vs Leadership first college management textbook in
1911. In 1912 Yoichi Ueno introduced Taylorism to Japan and became
first management consultant of the "Japanese-management style". His
son Ichiro Ueno pioneered Japanese quality-assurance.
The first comprehensive theories of management appeared around
1920. The Harvard Business School invented the Master of Business
Administration degree (MBA) in 1921. People like Henri Fayol (1841
1925) and Alexander Church described the various branches of
management and their interrelationships. In the early 20th century,
people like Ordway Tead (1891 - 1973), Walter Scott and J. Mooney
applied the principles of psychology to management, while other
writers, such as Elton Mayo (1880 - 1949), Mary Parker Follett
(1868 - 1933), Chester Barnard (1886 - 1961), Max Weber (1864 -
1920), Rensis Likert (1903 - 1981), and Chris Argyris (1923 - )
approached the phenomenon of management from a sociological
perspective.
Peter Drucker (1909 2005) wrote one of the earliest books on
applied management: Concept of the Corporation (published in 1946).
It resulted from Alfred Sloan (chairman of General Motors until
1956) commissioning a study of the organisation. Drucker went on to
write 39 books, many in the same vein.
H. Dodge, Ronald Fisher (1890 - 1962), and Thornton C. Fry
introduced statistical techniques into management-studies. In the
1940s, Patrick Blackett combined these statistical theories with
microeconomic theory and gave birth to the science of operations
research. Operations research, sometimes known as "management
science" (but distinct from Taylor's scientific management),
attempts to take a scientific approach to solving management
problems, particularly in the areas of logistics and
operations.
Some of the more recent developments include the Theory of
Constraints, management by objectives,
Group C Assignment
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Management Vs Leadership reengineering, and various
information-technology-driven theories such as agile software
development, as well as group management theories such as Cog's
Ladder.
As the general recognition of managers as a class solidified
during the 20th century and gave perceived practitioners of the
art/science of management a certain amount of prestige, so the way
opened for popularised systems of management ideas to peddle their
wares. In this context many management fads may have had more to do
with pop psychology than with scientific theories of management.
Towards the end of the 20th century, business management came to
consist of six separate branches, namely:
Human resource management Operations management or production
management Strategic management Marketing management Financial
management Information technology management responsible for
management information systems
21st centuryIn the 21st century observers find it increasingly
difficult to subdivide management into functional categories in
this way. More and more processes simultaneously involve several
categories. Instead, one tends to think in terms of the various
processes, tasks, and objects subject to management. Branches of
management theory also exist relating to nonprofits and to
government: such as public administration, public management, and
educational management. Further, management programs related to
civil-society organizations have also spawned programs in nonprofit
management and social entrepreneurship.
Group C Assignment
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Management Vs Leadership Note that many of the assumptions made
by management have come under attack from business ethics
viewpoints, critical management studies, and anti-corporate
activism. As one consequence, workplace democracy has become both
more common, and more advocated, in some places distributing all
management functions among the workers, each of whom takes on a
portion of the work. However, these models predate any current
political issue, and may occur more naturally than does a command
hierarchy. All management to some degree embraces democratic
principles in that in the long term workers must give majority
support to management; otherwise they leave to find other work, or
go on strike. Hence management has started to become less based on
the conceptualisation of classical military command-and-control,
and more about facilitation and support of collaborative activity,
utilizing principles such as those of human interaction management
to deal with the complexities of human interaction. Indeed, the
concept of Ubiquitous command-and-control posits such a
transformation for 21st century military management.
Nature of managerial workIn for-profit work, management has as
its primary function the satisfaction of a range of stakeholders.
This typically involves making a profit (for the shareholders),
creating valued products at a reasonable cost (for customers), and
providing rewarding employment opportunities (for employees). In
nonprofit management, add the importance of keeping the faith of
donors. In most models of management/governance, shareholders vote
for the board of directors, and the board then hires senior
management. Some organizations have experimented with other methods
(such as employee-voting models) of selecting or reviewing
managers; but this occurs only very rarely. In the public sector of
countries constituted as representative democracies, voters elect
politicians to public office. Such politicians hire many managers
and administrators, and in some countries like the United States
political appointees lose their jobs on the election of a new
president/governor/mayor. Some 2500 people serve at the pleasure of
the United States Chief Executive, including all of the top US
government executives.
Group C Assignment
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Management Vs Leadership Public, private, and voluntary sectors
place different demands on managers, but all must retain the faith
of those who select them (if they wish to retain their jobs),
retain the faith of those people that fund the organization, and
retain the faith of those who work for the organization. If they
fail to convince employees of the advantages of staying rather than
leaving, they may tip the organization into a downward spiral of
hiring, training, firing, and recruiting. Management also has the
task of innovating and of improving the functioning of
organizations.
Management Functions: Levels of Management :In management, it
has three basic levels Top-level Management Middle-level Management
Lower level Management Top-level management
Top-level managers require an extensive knowledge of management
roles and skills. They have to be very aware of external factors
such as markets. Their decisions are generally of a long-term
nature. They are responsible for strategic decisions. They have to
chalk out the plan and see that plan may be effective in future
Middle management
Mid-level managers have a specialised understanding of certain
managerial tasks. They are responsible for and carrying out the
decisions made by top-level management. They are responsible for
tactical decisions
Group C Assignment
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Management Vs Leadership Lower management
This level of management ensures that the decisions and plans
taken by the other two are carried out. Lower-level managers'
decisions are generally short-term ones.
Basic elements of managementManagement operates through various
functions, often classified as planning, organizing,
leading/motivating and controlling.
Planning: deciding what needs to happen in the future (today,
next week, next month, next year, over the next five years, etc.)
and generating plans for action. Planning is the first tool of the
four functions in the management process. The difference between a
successful and unsuccessful manager lies within the planning
procedure. Planning is the logical thinking through goals and
making the decision as to what needs to be accomplished in order to
reach the organizations objectives. Managers use this process to
plan for the future, like a blueprint to foresee problems, decide
on the actions to evade difficult issues and to beat the
competition. (Bateman, Snell, 2007). Planning is the first step in
management and is essential as it facilitates control, valuable in
decision making and in the avoidance of business ruin. Wyeth has a
global vision to lead the way to better health. Employees at Wyeth
are committed to excellence and through Wyeth s clearly written
Mission and Vision Statement, Wyeth must live by its values which
clarify the companys objectives and goals. Quality in the results
that are achieved and how the results are reached doing what is
right, respect for others, value those that lead and take pride in
all they do, and the value of teamwork to reach common goals. The
continuous use of a plan is imperative as Wyeth has divisions
throughout the world. Planning allows Wyeth to be at the top of the
pharmaceutical industry and a healthcare leader. Organizing: making
optimum use of the resources required to enable the successful
carrying out of plans. In order to reach the objective outlined in
the planning process, structuring the work of the organization
Group C Assignment
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Management Vs Leadership is a vital concern. Organization is a
matter of appointing individuals to assignments or responsibilities
that blend together to develop one purpose, to accomplish the
goals. These goals will be reached in accordance with the companys
values and procedures. A manager must know their subordinates and
what they are capable of in order to organize the most valuable
resources a company has, its employees.This is achieved through
management staffing the work division, setting up the training for
the employees, acquiring resources, and organizing the work group
into a productive team. The manager must then go over the plans
with the team, break the assignments into units that one person can
complete, link related jobs together in an understandable
well-organized style and appoint the jobs to individuals.
Organization is strong at Wyeth with the ability to be flexible,
except change and search for new products, Wyeth s leadership
provides needed direction for staff to achieve personal success
that leads to organizational success. Managers at Wyeth are
responsible for keeping communication lines open between
departments to eliminate any issues from forming. Wyeth would not
be a healthcare leader if there was little or no organization.
Leading/Motivating: exhibiting skills in these areas for getting
others to play an effective part in achieving plans. Organizational
success is determined by the quality of leadership that is
exhibited. "A leader can be a manager, but a manager is not
necessarily a leader," says Gemmy Allen (1998). Leadership is the
power of persuasion of one person over others to inspire actions
towards achieving the goals of the company. Those in the leadership
role must be able to influence/motivate workers to an elevated goal
and direct themselves and to the duties or responsibilities contact
assigned during with the planning process Leadership involves the
interpersonal characteristic of a manager's position that includes
communication close teammembers. Managers at Wyeth are there to
motivate workers to fulfill the goals of the company and
out-perform their competitors. They as leaders have day to day
contact with workers using open communication and are able to give
direction individually as well as within teams, departments and
divisions. Management is there to inspire subordinates to step up
to the plate and find innovative means to solve department
problems. Authorizing staff to have the capability to deal with
situations is a significant part of leading.
Group C Assignment
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Management Vs Leadership Controlling:monitoring-checking
progress against plans, which may need modification based on
feedback.
The process that guarantees plans are being implemented properly
is the controlling process. Gemmy Allen stated that Controlling is
the final link in the functional chain of management activities and
brings the functions of management cycle full circle. This allows
for the performance standard within the group to be set and
communicated. Control allows for ease of delegating tasks to team
members and as managers may be held accountable for the performance
of subordinates, they may be wise to extend timely feedback of
employee accomplishments Department meetings are daily at Wyeth.
Meetings are used to review the daily schedule, prevent problems
and to ascertain when problems do exist in order to address and
solve those that occur as quickly and as efficiently as possible.
Control is the process through which standards for performance of
people and processes are set, communicated, and applied. Controls
are placed on Wyeth employees by requiring the completion of daily
responsibilities and adherence to Wyeths SOPs and guidelines, by
possibly taking disciplinary action when necessary. Managers and
supervisors are given work performance evaluations that are a form
of control as it connects performance assessments to rewards and
corrective actions. Evaluating employees is a continual process
that takes place regularly within the company.
If I am a Manager, how can I manage the things in an
Organization:Management is not seen to be as glamorous as
leadership. Organizations today need to be dynamic, not
mechanistic. Management is said to be mechanistic. But all
organizations need efficiency as much as innovation. Today's
profits are needed to fund tomorrow's growth. It is the manager's
task to invest all resources wisely to obtain the best possible
return and performance. Management is like investment allocating
and nurturing all resources to obtain maximum value in relation to
a given objective. What do I want to do? Perhaps the first thing
you need to do is to figure out what you want your people to
accomplish. A Group C Assignment 10
Management Vs Leadership mission statement is a short document
that tells your people, your customers (internal and external), and
your suppliers what you are about. It makes it easier for everyone
to pull together if everyone knows what the objective is. How to
Draft a Mission Statement lists twelve things you can do to start
drafting a mission statement for your group. How should I set it
up? After you figure out where you are going and you write up your
mission statement, you need to look at whether your organization
supports that objective. If your organization does not support your
objective, you need to change it so it does. When you have
rearranged your organization so it does support your objective, you
need to communicate that organization structure to everyone
involved. This is done through an organization chart, an org chart
for short. How to Build an Org Chart is a quick guideline on how to
draw an org chart for a department. You can easily expand it out
for an entire company. How does this look? If anyone in your
organization deals with the public, you should have a dress code
for all employees. A dress code is a simple document that tells
people in various functions what is appropriate work attire, and
why. How to Set a Dress Code guides you through the steps of
creating a workable dress code for your company.
Different Theories of Management:Scientific theories Scientific,
or classical, approaches to management emerged at the turn of the
20th century and promote hierarchies based on performance and
productivity. The idea is to hire and train employees based on
their unique skills, and to promote their growth within a narrowly
defined job description. Contingency theories A contingency
approach to management, also known as a situational approach, is
designed to be flexible; Group C Assignment 11
Management Vs Leadership different problems are solved using
different strategies and success relies on shared goals and values
rather than power structures. Behavioral theories The behavioral
theory of management, or the human approach, became important
during the Great Depression and proposes that employee job
satisfaction hinges not only on salary, but also on working
conditions and attitudes. Everything from friendly peer groups to
clean office space influences employee happiness and productivity.
Contemporary theories Modern management theories include the
collaborative approach, whereby organizations rely on their
political power and influence to form external alliances; the
systems approach, where managers keep an entire organization in
mind when making management decisions; and chaos theory, which
managers use to find patterns in seeming chaotic business
situations. One of the most widely used management theories is
Total Quality Management. TQM's goal is ever-improving products and
always satisfied customers.
Leadership :The word leadership can refer to The process of
leading, Those entities that perform one or more acts of leading,
The ability to affect human behavior so as to accomplish a mission
designated by the leader. House defines leadership in accordance to
organiations as the ability of an individual to influence,
motivate, and enable others to contribute toward the effectiveness
and success of the organizations of which they are members.
Organizationally, leadership directly impacts the effectiveness of
costs, revenue generation, service, satisfaction, earnings, market
value, share price, social capital, motivation, engagement, and
Group C Assignment 12
Management Vs Leadership sustainability.] Leadership is the
ability of an individual to set rules for others and lead from the
front. It is an attitude that influences the environment around us.
According to Michael Baylor, leadership means promoting new
directions as opposed to managing people. It is shifting from
position to knowledge. Anyone with critical knowledge that could
alter business direction can show leadership. This is thought
leadership. It can be bottom-up as well as topdown. It can even
come from outside. Leadership can be shown between organizations
too as in market leadership. Only management is a formal role.
Leadership is an occasional ACT, like creativity, not a role or
position. Those at the top sometimes lead, sometimes just manage.
Other times they operate as venture capitalists investing in the
best ideas (leadership) emerging from below.
Types of leadershipleadership is a quality a person may have.
One can categorize the exercise of leadership as either actual or
potential:
actual - giving guidance or direction, as in the phrase "the
emperor has provided satisfactory leadership". potential - the
capacity or ability to lade, as in the phrase "she could have
exercised effective leadership"; or in the concept "born to lead".
In both cases, as a result of the constancy of change some people
detect within the late 20th and early 21st centuries, the act of
learning appears fundamental to certain types of leading and
leadership. When learning and leadership coalesce, one could
characterize this as "learnership".
Leadership can have a formal aspect (as in most political or
business leadership) or an informal one (as in most friendships).
Speaking of "leadership" (the abstract term) rather than of
"leading" (the action) usually implies that the entities doing the
leading have some "leadership skills" or competencies.
Role of Leadership in an Organization :According to Timothy
Warneka in Leading People the Black Belt Way, Group C Assignment
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Management Vs Leadership In leadership, as in the martial arts,
your stance is critical to your success. If you have a weak stance,
then every way you lead will be fundamentally flawed. For example,
if you have a weak stance in your emotional life, then you will
have significant difficulties when you attempt to lead other people
relationally. Recalling that we are embodied beings, I do not mean
the word stance to be understood only metaphorically. I am also
using the word stance in the literal sense, in terms of how leaders
actually carry themselves physically when they lead others.
Learning embodied stance will deepen your capacity for experiencing
your own emotions, and better equip you to cope with the emotions
of others, from the lighthearted to the highly conflicted. Your
stance, you will learn, has a very literal, not to mention enormous
impact on your ultimate success as a leader.
Leadership cycles :If a group or an organization wants or
expects identifiable leadership, it will require processes for
appointing/acquiring and replacing leaders. Traditional closed
groups rely on bloodlines or seniority to select leaders and/or
leadership candidates: monarchies, tribal chiefdoms, oligarchies
and aristocratic societies rely on (and often define their
institutions by) such methods. Competence or perceived competence
provides a possible basis for selecting leadership elites from a
broader pool of potential talent. Political lobbying may prove
necessary in electoral systems, but immediately demonstrated skill
and character may secure leadership in smaller groups such as
gangs. Many organizations and groups aim to identify, grow, foster
and promote what they see as leadership potential or ability -
especially among younger members of society. See for example the
Scouting movement. For a specific environment, see leadership
development. The issues of succession planning or of legitimation
become important at times when leadership (particularly individual
leadership) might or must change due to term-expiry, accident or
senescence.
Group C Assignment
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Management Vs Leadership
What makes Effective Leadership :In comparing various leadership
styles in many cultures, academic studies have examined the
patterns in which leadership emerges and then fades, other ways in
which it maintains its effectiveness, sometimes by natural
succession according to established rules, and sometimes by the
imposition of brute force. The simplest way to measure the
effectiveness of leadership involves evaluating the size of the
following that the leader can muster. By this standard, Adolf
Hitler became a very effective leader for a period even if through
delusional promises and coercive techniques. However, this approach
may measure power rather than leadership. To measure leadership
more specifically, one may assess the extent of influence on the
followers, that is, the amount of leading. Within an organizational
context this means financially valuing productivity. Effective
leaders generate higher productivity, lower costs, and more
opportunities than ineffective leaders. Effective leaders create
results, attain goal, realize vision, and other objectives more
quickly and at a higher level of quality than ineffective leaders.
James MacGregor Burns introduced a normative element: an effective
Burnsian leader will unite followers in a shared vision that will
improve an organization and society at large. Burns calls
leadership that delivers "true" value, integrity, and trust
transformational leadership. He distinguishes such leadership from
"mere" transactional leadership that builds power by doing whatever
will get more followers.[6]
But
problems arise in quantifying the transformational quality of
leadership - evaluation of that quality seems more difficult to
quantify than merely counting the followers that the straw man of
transactional leadership James MacGregor Burns has set as a primary
standard for effectiveness. Thus transformational leadership
requires an evaluation of quality, independent of the market demand
that exhibits in the number of followers. Current assessments of
transformational and transactional leadership commonly make use of
the Multifactor Leadership Questionnaire (MLQ), developed by Bass
and Avolio in 1990 and revised in 1995. It measures five dimensions
of transformational leadership: 1. idealized influence -
attributions Group C Assignment 15
Management Vs Leadership 2. idealized influence - behaviors 3.
inspirational motivation 4. individualized consideration 5.
intellectual stimulation The three dimensions of transactional
leadership measured by the MLQ cover: 1. contingent reward 2.
management by exception (active) 3. management by exception
(passive) The functional leadership model conceives leadership as a
set of behaviours that helps a group perform a task, reach their
goal, or perform their function. In this model, effective leaders
encourage functional behaviors and discourage dysfunctional ones.
In the path-goal model of leadership, developed jointly by Martin
Evans and Robert House and based on the "Expectancy Theory of
Motivation", a leader has the function of clearing the path toward
the goal(s) of the group, by meeting the needs of subordinates.
Some commentators use the metaphor of an orchestral conductor to
describe the quality of the leadership process. An effective leader
resembles an orchestra conductor in some ways. He/she has to
somehow get a group of potentially diverse and talented people -
many of whom have strong personalities - to work together toward a
common output. Will the conductor harness and blend all the gifts
his or her players possess? Will the players accept the degree of
creative expression they have? Will the audience enjoy the sound
they make? The conductor may have a clear determining influence on
all of these questions.
Suggested qualities of leadershipStudies of leadership have
suggested qualities that people often associate with leadership.
They include:
Group C Assignment
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Management Vs Leadership
Guiding others through modeling (in the sense of providing a
role model) and through willingness to serve others first (compare
followership) Technical/specific skill at some task at hand
Initiative and entrepreneurial drive Charismatic inspiration -
attractiveness to others and the ability to leverage this esteem to
motivate others Preoccupation with a role - a dedication that
consumes much of leaders' life - service to a cause A clear sense
of purpose (or mission) - clear goals - focus - commitment
Results-orientation - directing every action towards a mission -
prioritizing activities to spend time where results most accrue
Cooperation-work well with others Optimism - very few pessimists
become leaders Rejection of determinism - belief in one's ability
to "make a difference" Ability to encourage and nurture those that
report to them - delegate in such a way as people will grow Role
models - leaders may adopt a persona that encapsulates their
mission and lead by example Self-knowledge (in non-bureaucratic
structures) Self-awareness - the ability to "lead" (as it were)
one's own self prior to leading other selves similarly With regards
to people and to projects, the ability to choose winners -
recognizing that, unlike with skills, one cannot (in general) teach
attitude. Note that "picking winners" ("choosing winners") carries
implications of gamblers' luck as well as of the capacity to take
risks, but "true" leaders, like gamblers but unlike "false"
leaders, base their decisions on realistic insight (and usually on
many other factors partially derived from "real" wisdom).
Understanding what others say, rather than listening to how they
say things - this could partly sum this quality up as "walking in
someone else's shoes" (to use a common clich). The approach of
listing leadership qualities, often termed "trait theory", assumes
certain traits or characteristics will tend to lead to effective
leadership. Although trait theory has an intuitive appeal,
difficulties may arise in proving its tenets, and opponents
frequently challenge this approach. The "strongest" versions of
trait theory see these "leadership characteristics" as innate, and
accordingly labels
Group C Assignment
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Management Vs Leadership some people as "born leaders" due to
their psychological makeup. On this reading of the theory,
leadership development involves identifying and measuring
leadership qualities, screening potential leaders from non-leaders,
then training those with potential. David McClelland, a
Harvard-based researcher in the psychology of power and
achievement, saw leadership skills, not so much as a set of traits,
but as a pattern of motives. He claimed that successful leaders
will tend to have a high need for power, a low need for
affiliation, and a high level of what he called activity inhibition
(one might call it self-control). Situational leadership theory
offers an alternative approach. It proceeds from the assumption
that different situations call for different characteristics.
According to this group of theories, no single optimal
psychographic profile of a leader exists. The situational
leadership model of Hersey and Blanchard, for example, suggest four
leadership-styles and four levels of follower-development. For
effectiveness, the model posits that the leadership-style must
match the appropriate level of followership-development. In this
model, leadership behaviour becomes a function not only of the
characteristics of the leader, but of the characteristics of
followers as well. Other situational leadership models introduce a
variety of situational variables. These determinants include:
the nature of the task (structured or routine) organizational
policies, climate, and culture the preferences of the leader's
superiors the expectations of peers the reciprocal responses of
followers The contingency model of Vroom and Yetton uses other
situational variables, including:
the nature of the problem the requirements for accuracy the
acceptance of an initiative time-constraints cost constraints Group
C Assignment 18
Management Vs Leadership However one determines leadership
behaviour, one can categorize it into various leadership styles.
Many ways of doing this exist. For example, the Managerial Grid
Model, a behavioral leadership-model developed by Robert Blake and
Jane Mouton in 1964, suggests five different leadership styles,
based on leaders' strength of concern for people and their concern
for goal achievement. Kurt Lewin, Ronald Lipitt, and R. K. White
identified three leadership styles: authoritarian, democratic, and
laissez-faire, based on the amount of influence and power exercised
by the leader. The Fiedler contingency model bases the leaders
effectiveness on what Fred Fiedler called situational contingency.
This results from the interaction of leadership style and
situational favourableness (later called "situational
control").
Leadership "styles" (per House and Podsakoff)In 1994 House and
Podsakoff attempted to summarize the behaviors and approaches of
"outstanding leaders" that they obtained from some more modern
theories and research findings. These leadership behaviors and
approaches do not constitute specific styles, but cumulatively they
probably[citationneeded]
characterize the most effective style of today's
leaders/managers. The listed leadership "styles" cover: 1. Vision.
Outstanding leaders articulate an ideological vision congruent with
the deeply-held values of followers, a vision that describes a
better future to which the followers have an alleged moral right.
2. Passion and self-sacrifice. Leaders display a passion for, and
have a strong conviction of, what they regard as the moral
correctness of their vision. They engage in outstanding or
extraordinary behavior and make extraordinary self-sacrifices in
the interest of their vision and mission. 3. Confidence,
determination, and persistence. Outstanding leaders display a high
degree of faith in themselves and in the attainment of the vision
they articulate. Theoretically, such leaders need to have a very
high degree of self-confidence and moral conviction because their
mission usually challenges the status quo and, therefore, may
offend those who have a stake in preserving the established order.
4. Image-building. House and Podsakoff regard outstanding leaders
as self-conscious about their own image. They recognize the
desirability of followers perceiving them as competent, credible,
and trustworthy. Group C Assignment 19
Management Vs Leadership 5. Role-modeling. Leader-image-building
sets the stage for effective role-modeling because followers
identify with the values of role models whom they perceived in
positive terms. 6. External representation. Outstanding leaders act
as spokespersons for their respective organizations and
symbolically represent those organizations to external
constituencies. 7. Expectations of and confidence in followers.
Outstanding leaders communicate expectations of high performance
from their followers and strong confidence in their followers
ability to meet such expectations. 8. Selective motive-arousal.
Outstanding leaders selectively arouse those motives of followers
that the outstanding leaders see as of special relevance to the
successful accomplishment of the vision and mission. 9. Frame
alignment. To persuade followers to accept and implement change,
outstanding leaders engage in "frame alignment". This refers to the
linkage of individual and leader interpretive orientations such
that some set of followers interests, values, and beliefs, as well
as the leaders activities, goals, and ideology, becomes congruent
and complementary. 10. Inspirational communication. Outstanding
leaders often, but not always, communicate their message in an
inspirational manner using vivid stories, slogans, symbols, and
ceremonies. Even though these ten leadership behaviors and
approaches do not really equate to specific styles, evidence has
started to accumulate[citation needed] that a leaders style can
make a difference. Style becomes the key to the formulation and
implementation of strategy[citation needed] and plays an important
role in workgroup members activity and in team citizenship. Little
doubt exists that the way (style) in which leaders influence
work-group members can make a difference in their own and their
peoples performance [citationneeded]
.
(Adopted from: Robert House and Philip M. Podsakoff, "Leadership
Effectiveness: Past Perspectives and Future Directions for
Research" in Jerald Greenberg (ed.), Organizational Behavior: The
State of the Science, Erlbaum, Hillsdale, NJ., 1994, pp [citation
needed] .)
Group C Assignment
20
Management Vs Leadership
Leadership and visionMany definitions of leadership involve an
element of vision except in cases of involuntary leadership and
often in cases of traditional leadership. A vision provides
direction to the influence process. A leader (or group of leaders)
can have one or more visions of the future to aid them to move a
group successfully towards this goal. A vision, for effectiveness,
should allegedly:
appear as a simple, yet vibrant, image in the mind of the leader
describe a future state, credible and preferable to the present
state act as a bridge between the current state and a future
optimum state appear desirable enough to energize followers succeed
in speaking to followers at an emotional or spiritual level
(logical appeals by themselves seldom muster a following) For
leadership to occur, according to this theory, some people
("leaders") must communicate the vision to others ("followers") in
such a way that the followers adopt the vision as their own.
Leaders must not just see the vision themselves, they must have the
ability to get others to see it also. Numerous techniques aid in
this process, including: narratives, metaphors, symbolic actions,
leading by example, incentives, and penalties. Stacey (1992) has
suggested that the emphasis on vision puts an unrealistic burden on
the leader. Such emphasis appears to perpetuate the myth that an
organization must depend on a single, uncommonly talented
individual to decide what to do. Stacey claims that this fosters a
culture of dependency and conformity in which followers take no
pro-active incentives and do not think independently. kanungo's
charismatic leadership model describes the role of the vision in
three stages that are continuously ongoing, overlapping one
another. Assessing the status quo, formulation and articulation of
the vision, and implementation of the vision. This model suggests
effective leadership needs these behaviors
Group C Assignment
21
Management Vs Leadership
Leadership's relation with managementSome commentators link
leadership closely with the idea of management. Some regard the two
as synonymous, and others consider management a subset of
leadership. If one accepts this premise, one can view leadership
as:
centralized or decentralized broad or focused decision-oriented
or morale-centred intrinsic or derived from some authority Any of
the bipolar labels traditionally ascribed to management style could
also apply to leadership style. Hersey and Blanchard use this
approach: they claim that management merely consists of leadership
applied to business situations; or in other words: management forms
a sub-set of the broader process of leadership. They put it this
way: "Leadership occurs any time one attempts to influence the
behavior of an individual or group, regardless of the reason. . . .
Management is a kind of leadership in which the achievement of
organizational goals is paramount." (Hersey, P. and Blanchard, K. :
1982 : page 3) However, a clear distinction between management and
leadership may nevertheless prove useful. This would allow for a
reciprocal relationship between leadership and management, implying
that an effective manager should possess leadership skills, and an
effective leader should demonstrate management skills. One clear
distinction could provide the following definition:
Management involves power by position. Leadership involves power
by influence. Abraham Zaleznik (1977), for example, delineated
differences between leadership and management. He saw leaders as
inspiring visionaries, concerned about substance; while managers he
views as planners who have concerns with process. Warren Bennis
(1989) further explicated a dichotomy between managers and leaders.
He drew twelve distinctions between the two groups:
Group C Assignment
22
Management Vs Leadership
Managers administer, leaders innovate Managers ask how and when,
leaders ask what and why Managers focus on systems, leaders focus
on people Managers do things right, leaders do the right things
Managers maintain, leaders develop Managers rely on control,
leaders inspire trust Managers have a short-term perspective,
leaders have a longer-term perspective Managers accept the
status-quo, leaders challenge the status-quo Managers have an eye
on the bottom line, leaders have an eye on the horizon Managers
imitate, leaders originate Managers emulate the classic good
soldier, leaders are their own person Managers copy, leaders show
originality Paul Birch (1999) also sees a distinction between
leadership and management. He observed that, as a broad
generalization, managers concerned themselves with tasks while
leaders concerned themselves with people. Birch does not suggest
that leaders do not focus on "the task." Indeed, the things that
characterise a great leader include the fact that they achieve.
Effective leaders create and sustain competitive advantage through
the attainment of cost leadership, revenue leadership, time
leadership, and market value leadership. Managers typically follow
and realize a leader's vision. The difference lies in the leader
realising that the achievement of the task comes about through the
goodwill and support of others (influence), while the manager may
not. This goodwill and support originates in the leader seeing
people as people, not as another resource for deployment in support
of "the task". The manager often has the role of organizing
resources to get something done. People form one of these
resources, and many of the worst managers treat people as just
another interchangeable item. A leader has the role of causing
others to follow a path he/she has laid out or a vision he/she has
articulated in order to achieve a task. Often, people see the task
as subordinate to the vision. For instance, an organization might
have the overall task of generating profit, but a good leader may
see profit as a by-product that flows from whatever aspect of their
vision differentiates their company from the competition. Group C
Assignment 23
Management Vs Leadership Leadership does not only manifest
itself as purely a business phenomenon. Many people can think of an
inspiring leader they have encountered who has nothing whatever to
do with business: a politician, an officer in the armed forces, a
Scout or Guide leader, a teacher, etc. Similarly, management does
not occur only as a purely business phenomenon. Again, we can think
of examples of people that we have met who fill the management
niche in non-business organisations. Non-business organizations
should find it easier to articulate a non-money-driven inspiring
vision that will support true leadership. However, often this does
not occur. Differences in the mix of leadership and management can
define various management styles. Some management styles tend to
de-emphasize leadership. Included in this group one could include
participatory management, democratic management, and collaborative
management styles. Other management styles, such as authoritarian
management, micro-management, and top-down management, depend more
on a leader to provide direction. Note, however, that just because
an organisation has no single leader giving it direction, does not
mean it necessarily has weak leadership. In many cases group
leadership (multiple leaders) can prove effective. Having a single
leader (as in dictatorship) allows for quick and decisive
decision-making when needed as well as when not needed. Group
decision-making sometimes earns the derisive label "committee-itis"
because of the longer times required to make decisions, but group
leadership can bring more expertise, experience, and perspectives
through a democratic process. Patricia Pitcher (1994) has
challenged the bifurcation into leaders and managers. She used a
factor analysis technique on data collected over 8 years, and
concluded that three types of leaders exist, each with very
different psychological profiles. She characterises one group as
imaginative, inspiring, visionary, entrepreneurial, intuitive,
daring, and emotional, and calls them "artists". In a second
grouping she places "craftsmen" as well-balanced, steady,
reasonable, sensible, predictable, and trustworthy. Finally she
identifies "technocrats" as cerebral, detail-oriented, fastidious,
uncompromising, and hard-headed. She speculates that no one profile
offers a preferred leadership style. She claims that if we want to
build, we should find an "artist leader"; if we want to solidify
our position, we should find a "craftsman leader"; and if we have
an ugly job that needs to get done (like downsizing), we should
find a
Group C Assignment
24
Management Vs Leadership "technocratic leader." Pitcher also
observed that a balanced leader exhibiting all three sets of traits
occurs extremely rarely: she found none in her study. Bruce Lynn
postulates a differentiation between 'Leadership' and Management
based on perspectives to risk. Specifically, A Leader optimises
upside opportunity; a Manager minimises downside risk. He argues
that successful executives need to apply both disciplines in a
balance appropriate to the enterprise and its context. Leadership
without Management yields steps forward, but as many if not more
steps backwards. Management without Leadership avoids any step
backwards, but doesnt move forward.
Leadership by a groupIn contrast to individual leadership, some
organizations have adopted group leadership. In this situation,
more than one person provides direction to the group as a whole.
Some organizations have taken this approach in hopes of increasing
creativity, reducing costs, or downsizing. Others may see the
traditional leadership of a boss as costing too much in team
performance. In some situations, the maintenance of the boss
becomes too expensive - either by draining the resources of the
group as a whole, or by impeding the creativity within the team,
even unintentionally. A common example of group leadership involves
cross-functional teams. A team of people with diverse skills and
from all parts of an organization assembles to lead a project. A
team structure can involve sharing power equally on all issues, but
more commonly uses rotating leadership. The team member(s) best
able to handle any given phase of the project become(s) the
temporary leader(s). For example, the Orpheus orchestra has
performed for over thirty years without a conductor -- that is,
without a sole leader. As a team of over 25 members, it has drawn
discriminating audiences, and has produced over 60 recordings for
Deutsche Grammophon in successful competition with other worldclass
orchestras.[7] Rather than an autocratic or charismatic conductor
deciding the overall conception of a work and then dictating how
each individual is to perform the individual tasks, the Orpheus
team generally selects a different "core group" for each piece of
music. The core group provides leadership in working out the
Group C Assignment
25
Management Vs Leadership details of the piece, and presents
their ideas to the whole team. Members of the whole team then
participate in refining the final conception, rehearsal, and
product, including checking from various places in the auditorium
how the sound balances and verifying the quality of the final
recording. At times the entire Orpheus team may follow a single
leader, but whom the team follows rotates from task to task,
depending on the capabilities of its members. The orchestra has
developed seminars and training sessions for adapting the Orpheus
Process to business.[8] Co-leadership As a compromise between
individual leadership and an open group, leadership structures of
two or three people or entities occur commonly. Ancient Rome
preferred two consuls to a single king, and the Roman Empire grew
to accommodate two Emperors - those of the East and of the West -
simultaneously. The Middle Ages saw leadership divided between the
secular and spiritual realms - between Emperor and Pope. Some
groups - often left-wing or Green in orientation - employ a
co-leader structure today. Triumvirates have long served to balance
leadership ambitions - notably in Rome in the first century BC, but
also as recently as in the Soviet Union troikas of the 20th
century. Compare the separation of powers (legislative, judicial
and executive) formalised (for example) in the constitution of the
United States of America. Divided leadership Whereas sometimes one
can readily and definitively identify the locus of leadership, in
other circumstances the situation remains obscured. Pre-modern
Japan offers a classical example: the emperors provided symbolic
and religious leadership, but the shoguns embodied virtually all
political and administrative leadership. Similar dichotomies appear
in many places and in many periods. Any constitutional monarch has
a potentially confusing relationship with the day-to-day leader
(typically a prime minister) who remains Group C Assignment 26
Management Vs Leadership (at least theoretically) subordinate -
socially as well as politically. Regents may stand against monarchs
(and their supporters) during the minority or absence of those
monarchs. Heads of state may operate at cross-purposes with heads
of government (see governmental co-habitation). Political leaders
may or may not align closely with religious leaders. And in
federal-type systems, regional leadership and its potentially
different systems may cross swords with national leaders. Not to
mention the potentially conflicting leadership manifestations of
boards of directors and of Chief Executives. Historical views on
leadership Aristocratic thinkers have postulated that leadership
depends on one's blue blood or genes: monarchy takes an extreme
view of the same idea, and may prop up its assertions against the
claims of mere aristocrats by invoking divine sanction: see the
divine right of kings. Contrariwise, more democraticallyinclined
theorists have pointed to examples of meritocratic leaders, such as
the Napoleonic marshals profiting from careers open to talent. In
the autocratic/paternalistic strain of thought, traditionalists
recall the role of leadership of the Roman pater familias. Feminist
thinking, on the other hand, may damn such models as patriarchal
and posit against them emotionally-attuned, responsive, and
consensual empathetic guidance and matriarchies. Comparable to the
Roman tradition, the views of Confucianism on "right living" relate
very much to the ideal of the (male) scholar-leader and his
benevolent rule, buttressed by a tradition of filial piety. Within
the context of Islam, views on the nature, scope and inheritance of
leadership have played a major role in shaping sects and their
history. See caliphate. In the 19th century, the elaboration of
anarchist thought called the whole concept of leadership into
question. (Note that the Oxford English Dictionary traces the word
"leadership" in English only as far back as the 19th century.) One
response to this denial of litism came with Leninism, which
demanded an lite group of disciplined cadres to act as the vanguard
of a socialist revolution, bringing into existence the dictatorship
of the proletariat.
Group C Assignment
27
Management Vs Leadership Other historical views of leadership
have addressed the seeming contrasts between secular and religious
leadership. The doctrines of Caesaro-papism have recurred and had
their detractors over several centuries. Christian thinking on
leadership has often emphasized stewardship of divinely-provided
resources - human and material - and their deployment in accordance
with a Divine plan.
Leadership development
The first step is to determine what you really want to develop -
managers, executives or leaders. Most so-called leadership
development is actually executive development. An executive
occupies a multi-faceted, senior role with huge responsibilities.
Many of these responsibilities are managerial in nature -
everything to do with getting the best possible return from all
resources at the organization's disposal - money, people, material,
energy and passion. In some industries - those that compete on
cost, for instance, the managerial functions of the executive's
role are the main keys to competitive advantage. In other
industries - especially those that compete on innovation, more
leadership is required. However, in these cases, leadership need
not come from executives. Some will, some might be shown by various
other employees at all levels. See thought leadership for more on
this. An effective executive in this environment needs to be good
at cultivating leadership in others and providing them with a
supportive culture. If you are signing up to a blanket leadership
development process that pays no attention to the actual leadership
versus managerial needs of your organization, then you are using a
shot-gun approach. If you are only developing leadership in senior
executives or budding senior executives, then you might want to
re-visit what leadership really means. See the pages on leadership
in LeadersDirect for some ideas on this topic.
Principles of Leadership (Be, Know, Do) :be, know, and do; (U.S.
Army, 1973) follow these eleven principles of leadership Know
yourself and seek self-improvement - In order to know yourself, you
have to understand your be, know, and do, attributes. Seeking
self-improvement means continually strengthening your attributes.
This can be accomplished through self-study, formal classes,
reflection, and interacting with others. Group C Assignment 28
Management Vs Leadership 1. Be technically proficient - As a
leader, you must know your job and have a solid familiarity with
your employees' tasks. 2. Seek responsibility and take
responsibility for your actions - Search for ways to guide your
organization to new heights. And when things go wrong, they always
do sooner or later -- do not blame others. Analyze the situation,
take corrective action, and move on to the next challenge. 3. Make
sound and timely decisions - Use good problem solving, decision
making, and planning tools. 4. Set the example - Be a good role
model for your employees. They must not only hear what they are
expected to do, but also see. We must become the change we want to
see - Mahatma Gandhi 5. Know your people and look out for their
well-being - Know human nature and the importance of sincerely
caring for your workers. 6. Keep your workers informed - Know how
to communicate with not only them, but also seniors and other key
people. 7. Develop a sense of responsibility in your workers - Help
to develop good character traits that will help them carry out
their professional responsibilities. 8. Ensure that tasks are
understood, supervised, and accomplished - Communication is the key
to this responsibility. 9. Train as a team - Although many so
called leaders call their organization, department, section, etc. a
team; they are not really teams...they are just a group of people
doing their jobs. 10. Use the full capabilities of your
organization - By developing a team spirit, you will be able to
employ your organization, department, section, etc. to its fullest
capabilities.
Factors Affecting Leadership :There are four main factors that
effect leadership which are given below : Follower Different people
require different styles of leadership. For example, a new hire
requires more supervision than an experienced employee. A person
who lacks motivation requires a different approach than one with a
high degree of motivation. You must know your people! The
fundamental starting point
Group C Assignment
29
Management Vs Leadership is having a good understanding of human
nature, such as needs, emotions, and motivation. You must come to
know your employees' be, know, and do attributes. Leader You must
have a honest understanding of who you are, what you know, and what
you can do. Also, note that it is the followers, not the leader who
determines if a leader is successful. If they do not trust or lack
confidence in their leader, then they will be uninspired. To be
successful you have to convince your followers, not yourself or
your superiors, that you are worthy of being followed.
Communication You lead through two-way communication. Much of it is
nonverbal. For instance, when you "set the example," that
communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you
communicate either builds or harms the relationship between you and
your employees. Situation All are different. What you do in one
situation will not always work in another. You must use your
judgment to decide the best course of action and the leadership
style needed for each situation. For example, you may need to
confront an employee for inappropriate behavior, but if the
confrontation is too late or too early, too harsh or too weak, then
the results may prove ineffective. Various forces will affect these
factors. Examples of forces are your relationship with your
seniors, the skill of your people, the informal leaders within your
organization, and how your company is organized. Leadership Models
Leadership models help us to understand what makes leaders act the
way they do. The ideal is not to lock yourself in to a type of
behavior discussed in the model, but to realize that every
situation calls for a different approach or behavior to be taken.
Two models will be discussed, the Four Framework Approach and the
Managerial Grid.
Group C Assignment
30
Management Vs Leadership
Four Framework Approach
In the Four Framework Approach, Bolman and Deal (1991) suggest
that leaders display leadership behaviors in one of four types of
frameworks: Structural, Human Resource, Political, or Symbolic. The
style can either be effective or ineffective, depending upon the
chosen behavior in certain situations. StructuralFramework In an
effective leadership situation, the leader is a social architect
whose leadership style is analysis and design. While in an
ineffective leadership situation, the leader is a petty tyrant
whose leadership style is details. Structural Leaders focus on
structure, strategy, environment, implementation, experimentation,
and adaptation. HumanResourceFramework In an effective leadership
situation, the leader is a catalyst and servant whose leadership
style is support, advocate, and empowerment. while in an
ineffective leadership situation, the leader is a pushover, whose
leadership style is abdication and fraud. Human Resource Leaders
believe in people and communicate that belief; they are visible and
accessible; they empower, increase participation, support, share
information, and move decision making down into the organization.
PoliticalFramework In an effective leadership situation, the leader
is an advocate, whose leadership style is coalition and building.
While in an ineffective leadership situation, the leader is a
hustler, whose leadership style is manipulation. Political leaders
clarify what they want and what they can get; they assess the
distribution of power and interests; they build linkages to other
stakeholders, use persuasion first, then use negotiation and
coercion only if necessary. SymbolicFramework In an effective
leadership situation, the leader is a prophet, whose leadership
style is inspiration. While in an ineffective leadership situation,
the leader is a fanatic or fool, whose leadership style is smoke
and mirrors. Symbolic leaders view organizations as a stage or
theater to play certain roles and give
Group C Assignment
31
Management Vs Leadership impressions; these leaders use symbols
to capture attention; they try to frame experience by providing
plausible interpretations of experiences; they discover and
communicate a vision. This model suggests that leaders can be put
into one of these four categories and there are times when one
approach is appropriate and times when it would not be. Any one of
these approaches alone would be inadequate, thus we should strive
to be conscious of all four approaches, and not just rely on one or
two. For example, during a major organization change, a structural
leadership style may be more effective than a visionary leadership
style; while during a period when strong growth is needed, the
visionary approach may be better. We also need to understand
ourselves as each of us tends to have a preferred approach. We need
to be conscious of this at all times and be aware of the
limitations of our favoring just one approach. For an activity, see
Bolman and Deal's Four Framework Approach.
Managerial GridThe Blake and Mouton Managerial Grid (1985) uses
two axis: 1. "Concern for people" is plotted using the vertical
axis 2. "Concern for task" is along the horizontal axis. They both
have a range of o to 9. The notion that just two dimensions can
describe a managerial behavior has the attraction of simplicity.
These two dimensions can be drawn as a graph or grid:
High 9 Country Club 8 7
Team Leader
Group C Assignment
32
Management Vs Leadership P E O P L E 3 2 1 Impovished
Authoritarian 4 5 6
0 2 3 4 5 6 7 8 9 Low TASK Most people fall somewhere near the
middle of the two axis. But, by going to the extremes, that is,
people who score on the far end of the scales, we come up with four
types of leaders:
High
Authoritarian (9 on task, 1 on people) Team Leader (9 on task, 9
on people) Country Club (1 on task, 9 on people) Impoverished (1 on
task, 1 on people). AuthoritarianLeader(hightask,lowrelationship)
People who get this rating are very much task oriented and are hard
on their workers (autocratic). There is little or no allowance for
cooperation or collaboration. Heavily task oriented people display
these characteristics: they are very strong on schedules; they
expect people to do what they are told without question or debate;
when something goes wrong they tend to focus on who is to blame
rather than concentrate on exactly what is wrong and how to prevent
it; they are intolerant of what they see as
Group C Assignment
33
Management Vs Leadership dissent (it may just be someone's
creativity), so it is difficult for their subordinates to
contribute or develop. Team Leader (high task, high
relationship)
This type of person leads by positive example and endeavors to
foster a team environment in which all team members can reach their
highest potential, both as team members and as people. They
encourage the team to reach team goals as effectively as possible,
while also working tirelessly to strengthen the bonds among the
various members. They normally form and lead some of the most
productive teams. Country Club Leader (low task, high
relationship)
This person uses predominantly reward power to maintain
discipline and to encourage the team to accomplish its goals.
Conversely, they are almost incapable of employing the more
punitive coercive and legitimate powers. This inability results
from fear that using such powers could jeopardize relationships
with the other team members. Impoverished Leader (low task, low
relationship)
A leader who uses a "delegate and disappear" management style.
Since they are not committed to either task accomplishment or
maintenance; they essentially allow their team to do whatever it
wishes and prefer to detach themselves from the team process by
allowing the team to suffer from a series of power struggles. The
most desirable place for a leader to be along the two axis at most
times would be a 9 on task and a 9 on people -- the Team Leader.
However, do not entirely dismiss the other three. Certain
situations might call for one of the other three to be used at
times. For example, by playing the Impoverished Leader, you allow
your team to gain self-reliance. Be an Authoritarian Leader to
instill a sense of discipline in an unmotivated worker. By
carefully studying the situation and the forces affecting it, you
will know at what points along the axis you need to be in order to
achieve the desired result. For an activity, see The Leadership
Matrix.
Group C Assignment
34
Management Vs Leadership The Process of Great Leadership The
road to great leadership (Kouzes & Posner, 1987) that is common
to successful leaders:
Challenge the process - First, find a process that you believe
needs to be improved the most. Inspire a shared vision - Next,
share you vision in words that can be understood by your followers.
Enable others to act - Give them the tools and methods to solve the
problem. Model the way - When the process gets tough, get your
hands dirty. A boss tells others what to do...a leader shows that
it can be done. Encourage the heart - Share the glory with your
followers' heart, while keeping the pains within your own.
Leadership Vs Management :What is the difference between
management and leadership? It is a question that has been asked
more than once and also answered in different ways. The biggest
difference between managers and leaders is the way they motivate
the people who work or follow them, and this sets the tone for most
other aspects of what they do. Many people, by the way, are both.
They have management jobs, but they realize that you cannot buy
hearts, especially to follow them down a difficult path, and so act
as leaders too. Managers have subordinates By definition, managers
have subordinates - unless their title is honorary and given as a
mark of seniority, in which case the title is a misnomer and their
power over others is other than formal authority. Authoritarian,
transactional style Managers have a position of authority vested in
them by the company, and their subordinates work for them and
largely do as they are told. Management style is transactional, in
that the manager tells the
Group C Assignment
35
Management Vs Leadership subordinate what to do, and the
subordinate does this not because they are a blind robot, but
because they have been promised a reward (at minimum their salary)
for doing so. Work focus Managers are paid to get things done (they
are subordinates too), often within tight constraints of time and
money. They thus naturally pass on this work focus to their
subordinates. Seek comfort An interesting research finding about
managers is that they tend to come from stable home backgrounds and
led relatively normal and comfortable lives. This leads them to be
relatively risk-averse and they will seek to avoid conflict where
possible. In terms of people, they generally like to run a 'happy
ship'. Leaders have followers Leaders do not have subordinates - at
least not when they are leading. Many organizational leaders do
have subordinates, but only because they are also managers. But
when they want to lead, they have to give up formal authoritarian
control, because to lead is to have followers, and following is
always a voluntary activity. Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You
have to appeal to them, showing how following them will lead to
their hearts' desire. They must want to follow you enough to stop
what they are doing and perhaps walk into danger and situations
that they would not normally consider risking. Leaders with a
stronger charisma find it easier to attract people to their cause.
As a part of their persuasion they typically promise
transformational benefits, such that their followers will not just
receive extrinsic rewards but will somehow become better
people.
Group C Assignment
36
Management Vs Leadership People focus Although many leaders have
a charismatic style to some extent, this does not require a loud
personality. They are always good with people, and quiet styles
that give credit to others (and takes blame on themselves) are very
effective at creating the loyalty that great leaders engender.
Although leaders are good with people, this does not mean they are
friendly with them. In order to keep the mystique of leadership,
they often retain a degree of separation and aloofness. This does
not mean that leaders do not pay attention to tasks - in fact they
are often very achievementfocused. What they do realize, however,
is the importance of enthusing others to work towards their vision.
Seek risk In the same study that showed managers as risk-averse,
leaders appeared as risk-seeking, although they are not blind
thrill-seekers. When pursuing their vision, they consider it
natural to encounter problems and hurdles that must be overcome
along the way. They are thus comfortable with risk and will see
routes that others avoid as potential opportunities for advantage
and will happily break rules in order to get things done. A
surprising number of these leaders had some form of handicap in
their lives which they had to overcome. Some had traumatic
childhoods, some had problems such as dyslexia, others were shorter
than average. This perhaps taught them the independence of mind
that is needed to go out on a limb and not worry about what others
are thinking about you. In summary This table summarizes the above
(and more) and gives a sense of the differences between being a
leader and being a manager. This is, of course, an illustrative
characterization, and there is a whole spectrum between either ends
of these scales along which each role can range. And many people
lead and manage at the same time, and so may display a combination
of behaviors.
Group C Assignment
37
Management Vs Leadership
SubjectEssence Focus Have Horizon Seeks Approach Decision Power
Appeal to Energy Dynamic Persuasion Style Exchange Likes Wants Risk
Rules Conflict Direction Truth Concern Credit Blame
LeaderChange Leading people Followers Long-term Vision Sets
direction Facilitates Personal charisma Heart Passion Proactive
Sell Transformational Excitement for work Striving Achievement
Takes Breaks Uses New roads Seeks What is right Gives Takes
ManagerStability Managing work Subordinates Short-term
Objectives Plans detail Makes Formal authority Head Control
Reactive Tell Transactional Money for work Action Results Minimizes
Makes Avoids Existing roads Establishes Being right Takes
Blames
difference in personality styles between leadership versus
management. Managers - emphasize rationality and control; are
problem-solvers (focusing on goals, resources, organization
structures, or people); often ask question, "What problems have to
be solved, and what are Group C Assignment 38
Management Vs Leadership the best ways to achieve results so
that people will continue to contribute to this organization?"; are
persistent, tough-minded, hard working, intelligent, analytical,
tolerant and have goodwill toward others. Leaders - are perceived
as brilliant, but sometimes lonely; achieve control of themselves
before they try to control others; can visualize a purpose and
generate value in work; are imaginative, passionate, nonconforming
risk-takers. Leadership versus management - have very different
attitudes toward goals. Managers - adopt impersonal, almost
passive, attitudes toward goals; decide upon goals based on
necessity instead of desire and are therefore deeply tied to their
organization's culture; tend to be reactive since they focus on
current information. Leaders - tend to be active since they
envision and promote their ideas instead of reacting to current
situations; shape ideas instead of responding to them; have a
personal orientation toward goals; provide a vision that alters the
way people think about what is desirable, possible, and necessary.
leadership versus management conceptions of work. Managers - view
work as an enabling process; establish strategies and makes
decisions by combining people and ideas; continually coordinate and
balance opposing views; are good at reaching compromises and
mediating conflicts between opposing values and perspectives; act
to limit choice; tolerate practical, mundane work because of strong
survival instinct which makes them risk-averse. Leaders - develop
new approaches to long-standing problems and open issues to new
options; first, use their vision to excite people and only then
develop choices which give those images substance; focus people on
shared ideals and raise their expectations; work from high-risk
positions because of strong dislike of mundane work. Leadership
versus management - Managers and leaders have very different
relations with others.
Group C Assignment
39
Management Vs Leadership Managers - prefer working with others;
report that solitary activity makes them anxious; are
collaborative; maintain a low level of emotional involvement in
relationships; attempt to reconcile differences, seek compromises,
and establish a balance of power; relate to people according to the
role they play in a sequence of events or in a decision-making
process; focus on how things get done; maintain controlled,
rational, and equitable structures ; may be viewed by others as
inscrutable, detached, and manipulative. Leaders - maintain
innLeadership versus management - The Self-Identity of managers
versus leaders is strongly influenced by their past. Managers -
report that their adjustments to life have been straightforward and
that their lives have been more or less peaceful since birth; have
a sense of self as a guide to conduct and attitude which is derived
from a feeling of being at home and in harmony with their
environment; see themselves as conservators and regulators of an
existing order of affairs with which they personally identify and
from which they gain rewards; report that their role harmonizes
with their ideals of responsibility and duty; perpetuate and
strengthen existing institutions; display a life development
process which focuses on socialization...this socialization process
prepares them to guide institutions and to maintain the existing
balance of social relations. Leaders - reportedly have not had an
easy time of it; lives are marked by a continual struggle to find
some sense of order; do not take things for granted and are not
satisfied with the status quo; report that their "sense of self" is
derived from a feeling of profound separateness; may work in
organizations, but they never belong to them; report that their
sense of self is independent of work roles, memberships, or other
social indicators of social identity; seek opportunities for change
(i.e. technological, political, or ideological); support change;
find their purpose is to profoundly alter human, economic, and
political relationships; display a life development process which
focuses on personal mastery...this process impels them to struggle
for psychological and social change. er perceptiveness that they
can use in their relationships with others; relate to people in
intuitive, empathetic way; focus on what events and decisions mean
to participants; attract strong feelings of
Group C Assignment
40
Management Vs Leadership identity and difference or of love and
hate; create systems where human relations may be turbulent,
intense, and at times even disorganized. Why do we differentiate
leadership from management? o o
Because all organizations have two fundamentally different
tasks: to execute today's business as efficiently as possible to
devise new directions for future success - innovation. This has
become increasingly obvious as more and more emphasis is placed on
innovation as a major source of competitive advantage. It makes
sense, therefore, to align the managerial function with executing
today's business and leadership with generating new directions.
Clearly, management is a set of responsibilities because you have
to be organized and systematic to deliver agreed outcomes and other
people expect this of you. Conversely, leadership is an episodic
act like creativity that some people will exhibit some times and
not other times - it is not a position of responsibility. Getting
clear about this distinction is important for strategic reasons -
it helps us to focus our energies where we can gain the greatest
potential payback. Executives who think they are leading when they
are only managing are blocking the leadership of others and hence
potentially limiting the innovation their organizations need to
survive. They also run the risk of creating excessive dependency on
themselves among others. When leadership and management are clearly
differentiated, you must identify areas for change and have the
courage to champion them to show leadership. No longer can you call
yourself a leader simply because you are an good manager. At the
same time, effective, profitable execution is just as important for
busines success as generating the future. It is time to raise the
profile of managers and stop the bandwagon which is compelling
everyone to call themselves leaders, as if managers are somehow
lower class citizens or nonfunctional elements. Hence it is vital
to differentiate between leadership and management - one serves the
function of finding a new direction, the other the function of
getting us there efficiently.
Group C Assignment
41
Management Vs Leadership
While one person can, in principle, perform both functions, only
one person would normally be the manager of a group. Conversely,
leadership can be shown by all and it can shift from one person to
another rapidly in any given context Development of Leadership
versus management. As you can see, managers and leaders are very
different animals. It is important to remember that there are
definite strengths and weaknesses of both types of individuals.
Managers are very good at maintaining the status quo and adding
stability and order to our culture. However, they may not be as
good at instigating change and envisioning the future. On the other
hand, leaders are very good at stirring people's emotions, raising
their expectations, and taking them in new directions (both good
and bad). However, like artists and other gifted people, leaders
often suffer from neuroses and have a tendency toward
self-absorption and preoccupation. If you are planning on owning
your own business, you must develop management skills, whether they
come naturally or not. However, what do you do if you believe you
are, in fact, a leader - a diamond in the rough? What can you do to
develop as a leader? Throughout history, it has been shown again
and again that leaders have needed strong one-to-one relationships
with teachers whose strengths lie in cultivating talent in order to
reach their full potential. If you think you are a leader at heart,
find a teacher that you admire - someone who you can connect with
and who can help you develop your natural talents and interests.
Whether you reach "glory" status or not, you will grow in ways you
never even imagined. And isn't that what life is about anyway? So
what do you aspire to improve in? How do you compare leadership
versus management?
Group C Assignment
42
Management Vs Leadership The choices between leadership versus
management are profound, and both are highly valuable to a strong
organization. How do managers differ from leaders?
Managers are often not seen as leaders but as administrators.
These pages are about how all employees can be leaders. This page
discusses how managers specifically can be leaders. Managers do not
differ from leaders based on their personalities or their styles.
Leaders are not just more lively, charismatic or larger than life
managers. Any manager can lead by devising new directions. Managers
can be as inpiring as leaders - they just do so to improve
performance rather than inspire a change in direction as leaders
do.
Both leaders and managers can influence quietly or by example
without being charismatic. Quiet conviction can be as powerful as a
cheerleader's enthusiasm. Management