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Autor: anton • June 15, 2011 • 10,404 Words (42 Pages) • 632 Views
Leadership vs. Management
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 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.
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.
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.
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 achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.
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.
It is often difficult to understand the difference between managers and leaders. Do managers lead? Do leaders manage? To understand how these two concepts are distinct yet different, here are 7 ways to understand them.
1. Course and Steering. The word "leadership" comes from the Old English word "lad" for a "course". A "lode" is a vein that leads or guides to ore; a lodestone is a magnetic stone that guides; the lode-star is the name for the star that guides sailors, the Pole star. The word "management" comes from the Latin word "manus", the hand, from which we also get "maintenance" and "mainstay". Leadership guides by setting a ship's course. Management keeps a hand on the tiller.
2. Growth and Survival. Organisations are no different from any other living organism: they need both to survive and grow. Survival is necessary in order to meet the basic requirements of life: in individuals, food, water and shelter; in organisations, a profit, customers, premises, and work. Growth is also necessary so that, like the individual person, an organisation can make the most of what it is capable of. The maintenance of the organisation is essentially a management function: measuring, looking back, assessing, taking stock, taking careful decisions. Taking the organisation into areas of growth, change and development, to make the most of it, is what leadership is all about.
3. Resources and Potential. Management measures what it can count and see. A person in the enterprise is described by their name and title, measured by their output, listed in the database according to their skills and added in the accounts under the heading "manpower resources". Management deals with the past and how people performed to date. Leadership,on the other hand, sees people as capable of things you cannot measure and doing things they never thought possible. It deals with the future and how people could perform if their potential were realised.
4. Left and Right Brains. The left hemisphere of the brain is the seat of our logical and rational thinking. The right brain is the seat of our imaginative, creative and emotional thinking. While these two sides are distinct, they also work best when whole. The left brain is an analogy for management. It deals with what can be counted; detail; control; domination; worldly interests; action; analysis; measurement; and order. The right brain is an analogy for leadership. It deals with what cannot be counted; seeing things as a whole; synthesis; possibilities; belief; vision; artistry; intuition; and imagination.
5. The Seven S's. Richard Pascale says that the processes that take place in organisations fall under seven "S"