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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