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There is a profound difference between management and leadership,

and both are important. To manage means to bring about, to accomplish,


to have charge of or responsibility for, to conduct. Leading is influencing,
guiding in a direction, course, action, opinion. The distinction is crucial.
Warren Bennis

The Art of Leadership,


the Science of Management
Presented by: Jeffrey Cufaude, Idea Architects
For almost 20 years Jeffrey Cufaudes writing, speaking, consulting, and staff leadership has helped
individuals and organizations envision more powerful possibilities. In his current role as a principal and
founding partner of Idea Architects, he works to build communities of ideas and idealists. His past
experience as executive director of two national associations and as a student affairs staff member at
two large public universities informs much of his work today.
Very active professionally, Cufaude has twice served on the Indiana Society of Association Executives
Board of Directors (ISAE), and in 1996, he was named the ISAE Meeting Planner of the Year. He volunteers
in a variety of capacities with the Greater Washington Society of Association Executives (GWSAE) and
the American Society of Association Executives (ASAE). Since 1998, he has been the designer and
facilitator of the ASAE Future Leaders Conference. He has led several strategic planning sessions for ACS
divisions and committees, as well as having spoken at various ACS conferences the past few years.
He regularly contributes feature articles on a variety of leadership and organizational development
issues to ASAEs Association Management magazine, and GWSAEs Executive Update magazine, and he
has won several awards for his writing.
Idea Architects www. ideaarchitects.org jeffrey@ideaarchitects.org 317-267-0047

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

When you hear the terms manager and leader what are the values,
activities, and/or behavioral traits you associate with each?

Managing

Leading

Management and Leadership Traits


Information taken from the October 1996 issue of an
Institute for Management Excellence newsletter

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

The new leader is one who commits people to action,


who converts followers into leaders, and who
may convert leaders into agents of change.
Warren Bennis and Burt Nanus; Leaders: Strategies for Taking Charge

Managing

Leading

The manager administers.

The leader innovates.

The manager is a copy.

The leader is an original.

The manager maintains.

The leader develops.

The manager accepts reality.

The leader investigates it.

The manager focuses on


systems and structure.

The leader focuses


on people.

The manager relies on control.

The leader inspires trust.

The manager has a


short-range view.

The leader has a


long-range perspective.

The manager asks how and when.

The leader asks what and why.

The manager has his or her


eye on the bottom line.

The leader has his or her


eye on the horizon.

The manager imitates.

The leader originates.

The manager accepts


the status quo.

The leader challenges it


(the status quo).

The manager is a
classic good soldier.

The leader is his or her


own person.

The manager does


things right.

The leader does


the right thing.

Distinctions Between Managing and Leading


Distinctions taken verbatim from:
Learning to Lead; A Workbook On Becoming A Leader, pp. 9-10.
By Warren Bennis and Joan Goldsmith

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

The manager, by contrast,


operates on the physical resources
of the organization, on its capital,
human skills, raw materials,
and technology.

By focusing attention on a vision,


the leader operates on the
emotional and spiritual resources
of the organization, on its values,
commitment, and aspirations.

Managing

Leading

Think of your ACS role and


responsibilities and list below
some of the areas where you believe
you are expected to do things right.

Think of our ACS role and


responsibilities and list below
some of the areas where you believe
you are expected to do the right thing

Expectations I Believe Are Placed On Me


Both quotes from:
Leaders: Strategies for Taking Charge, p. 92.
By Warren Bennis and Burt Nanus;

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

Compliance

Creation

Compliance Companies

Creation Companies

Policy driven

Principle driven

Rule based

Relationship based

Forced organization

Self-organizing

Reactive

Proactive

Good of organization
over good of individual

Good of organization
through good of individuals

Measures activity

Measures outcome

Ordered

Chaotic

Closed system

Open system

Patterned

Emergent

Internal focus

External focus

Risk avoidance

Opportunity creation

Tries to recreate past successes

Tries to create new successes

Experts mind

Beginners mind

Tolerates diversity

Thrives on diversity

Seek equilibrium

Seeks progress

Deficit focused
Creates burning platforms

Positive focused
Creates compelling opportunities

Compliance vs. Creation Companies


Excerpted from Whoosh; Business in the Fast Lane by Tom McGehee, 2001

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

Emerging Perspectives on Leadership and Learning


Area of Inquiry

Former Perspective

Emerging Perspective

Power in organizations

Centralized; controlled

Decentralized; shared

Delegation and
decision-making

Top-down, command
and control

To-from;
shared among many

Organizational structure

Hierarchy with layers

Flattened hierarchy or
circular teams

Role of leader

Set direction for


organization; delegate

Help others connect to


organization's purpose

Leadership skills required

Planning, organizing,
controlling, delegating

Communicating, involving
and enabling others

Emphasis in goal setting

SMART goals that are clear


and achievable

Compelling vision and


stretch goals

Emphasis in members

Conformity

Unity within diversity

Nature of leadership

Leadership is a thing you do;


task-based.

Leadership is a way of being;


values-based.

Nature of knowledge

Individual teacher seen as


authority and all-knowing

Knowledge rests within


each member

Learning emphasis

Do you know the right


answer?

What have we learned


from this?

Motivation for learning

External

Internal

Teaching techniques

Traditional lecture and


discussion

Experiential and
interactive; emphasis
on reflection

Nature of learning

Sequential and orderly

Circular and lifelong

Quality of resources for


learning and teaching

Sameness

Variety

Amount of information

Static;
incremental growth

Ever evolving;
exponential growth

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

The Leadership Challenge


By Jim Kouzes and Barry Posner
Challenge the Process

1.
2.

Inspire a Shared Vision

1.
2.

Enable Others to Act

1.
2.

Model the Way

1.
2.

Encourage the Heart

1.
2.

The Art of Leadership, the Science of Management ACS Leadership Conference


Jeffrey Cufaude jeffrey@ideaarchitects.org www.ideaarchitects.org 317-267-0047

When I was young and free and my imagination had no limits, I dreamed of
changing the world. As I grew older and wiser, I discovered the world would not
change, so I shortened my sights somewhat and decided to change only my
country. But, it too seemed immovable. As I grew into my twilight years, in one
last desperate attempt, I settled for changing only family, those closest to me, but
alas, they would have none of it. And now as I lie on my deathbed, I suddenly
realize, if I had only changed myself first, then by example I would have changed
my family. From their inspiration and encouragement, I would have then been
able to better my country, and who knows,
I may even have changed the world.
Words of an Anglican Bishop found inscribed
on his tomb in the Westminster Abbey

Seven Suggestions
for LEADER-managers

Match your emphasis to what your organization needs.

Involve others in ensuring your organization is well-managed.

Dont be what youre not; partner with what you are lacking.

Focus on building the infrastructure for long-term success.

Stay connected to external realities and the changing environment.

Remember the best answer can be possessing the right question.

Dont understimate the impact of what you do & how you do it.

Idea Architects is a home for ideas and idealists. It is a safe space for individuals and
organizations wanting to build their capacity to generate powerful and provocative
ideas. It is a place where creativity and curiosity are celebrated diverse perspectives
are valued community is championed and personal initiative is embraced.
With our colleagues, clients, and friends we seek to build environments where the
impossible is made possible, where great dreams are realized, and where inventiveness
and ingenuity are seen as hallmarks of great thinking. We believe great ideas come
from ordinary people engaged in honest inquiry with others about compelling
questions that matter. We know that
design matters and we take great care
to craft programs and materials that are
Building communities of ideas and idealists through:
aesthetically appealing and that leverage
the power of design to stimulate insight

keynotes, workshops, and retreats


and interest.

strategic planning and thinking sessions

articles and resource publications


We draw from an ever-increasing array
of disciplines including organizational

individual and group coaching


leadership, group dynamics, marketing,

meeting facilitation
systems thinking, anthropology, poetry,

conference curriculum design and facilitation


psychology, and visual design. We use
them to construct learning experiences
and environments that participants
frequently describe as feeling like home:
a comfortable space where they can simply be themselves surrounded by the support
and interests of others. Adult learning theory and diverse learning formats serve as the
foundation for our educational sessions consistently rated among the best at major
conferences. Our strategic planning processes promote sustainable inquiry and action
long after the sessions themselves conclude.
Our principal Idea Architect is Jeffrey Cufaude, a recognized leader in the design and
facilitation of provocative learning and strategy development experiences. For almost
20 years he has helped individuals and organizations envision greater possibilities. He
has a consistent record of accomplishment whether serving as a student affairs staff
member at two major universities; the executive director of two national associations;
or as a writer, thinker, and strategic consultant to others. Cufaude regularly partners
with other like-minded leaders to create meaningful programs and services for clients.
No architect can design for all people, and Idea Architects does not profess to be the
right partner for every individual or organization. If you share our passions and beliefs,
we welcome the opportunity to discuss what we might build together.
646 east 9th Street indianapolis, indiana 46202-3463
p 317.267.0047 f 317.267.9250
jeffrey@ideaarchitects.org www.ideaarchitects.org