Leadership and Management Differences? Dick Heimovics

Leadership and Management

Differences?

Dick Heimovics

Management and Leadership have distinguishing functions, along with required actions that require different behavior skills.

(Often find good leaders are also good managers and vice versa.)

Management = Leadership?

The Etymology (Origin) of the word “Management”

Manage. Latin manus, hand, originally to train a horse; mandiare to hold and/or to control. Thus, a mane, the hair of a horse used to control, direct, manipulate.

Management

Creating an agenda: Planning and Budgeting.

Developing a human network for achieving the agenda:

Execution the agenda

Outcome: Producing a degree of efficiency, predictability, and order, and has the potential of consistently producing key results expected by various stakeholders.

POSCORB =1950/60’s

A Force for Change, A Force for Change, John P. Kotter. The Free Press. 1990John P. Kotter. The Free Press. 1990

Dimensions of Management: more the Structural and Human Resource Frames Planning and Implementing

Organizing Staffing COordinating

Reporting Budgeting

Results Orientation

DOING THINGS RIGHT, e.g., e.g., treating people right (HR) and being efficient (ST.)

Dimensions of Leadership: requiresall 4 frames

Creating an agenda: Establishing Direction. ST

Developing a human network for achieving the agenda: Aligning people. ST HR

Execution: Motivating and Inspiring. HR P Sym

Interpersonal Flexibility HR

A Force for Change, A Force for Change, John P. Kotter. The Free Press. 1990John P. Kotter. The Free Press. 1990

Dimensions of Leadership (continued)

Strategic Thinking: Putting it all together S, HR, P, SYM

Building and Sustaining Networks, S, P

Energizing and Empowering Others HR, SYM

Influencing Others HR,P,SYM

LEADERSHIP IS DOING THE RIGHT THINGS AS DISTINCT FROM DOING THINGS THE RIGHT WAY

Leader. Anglos-Saxon laedan, originally to travel or to “go,” going “before”

The Etymology of “Leadership”

Doing Right Things Wrong

Doing Right Things Right

Doing Wrong Things Wrong

Effectiveness“Doing the Right

Things”

The Effectiveness/Efficiency Grid

Efficiency“Doing Things Right”

Doing Wrong Things Right

I II

IVIII

Too much emphasis on one or the other can have undesirable effects.

Consider an organization with an overbearing degree of management emphasis and a lack of leadership-based influence.

The Balancing Game

Management Emphasis Advantages

Priority is based upon short timetables, details, and eliminating risk.

Focus on specialization and fitting people with jobs.

Emphasis on containment and predictability.

Management Emphasis Disadvantages

Lack of big picture perspective

Overly bureaucratic

Lack of integration

Overly rigid

Inept with dealing with change

Not innovative

A strong emphasis on short time frames and details with little focus on the long-

term, the big picture, strategies that take calculated risks, and people’s values,

plus…A strong focus on specialization and

compliance to rules, plus,…A strong focus on control with little

emphasis on expansion, empowerment, and inspiration.

A firm that is rigid, not innovative, and thus incapable of dealing with changes in its competitive environment; performance

deteriorates slowly if the firm is in a strong market position, quickly if it is not.

Source: John P. Kotter. A Force for Change. New York: Free Press, 1990.

Consequences of Strong Management with Weak Leadership

Strong long-term vision without short-term planning and budgeting,

plus… An almost cult-like culture without

much specialization, structures, and rules.

A situation that eventually gets out of control - critical deadlines,

budgets, and promises are not met- threatening the existence of

the organization.

Source: John P. Kotter. A Force for Change. New York: Free Press, 1990

Consequences of Strong Leadership with Weak

Management in a Complex Organization