10/30/2015

Leadershipvs.Management

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Leadershipvs.Management

Disciplines>Leadership>Leadershipvs.Management
Managershavesubordinates|Leadershavefollowers|Seealso

Whatisthedifferencebetweenmanagementandleadership?Itisaquestionthathasbeenaskedmorethanonceandalsoansweredindifferentways.
Thebiggestdifferencebetweenmanagersandleadersisthewaytheymotivatethepeoplewhoworkorfollowthem,andthissetsthetoneformostother
aspectsofwhattheydo.
Manypeople,bytheway,areboth.Theyhavemanagementjobs,buttheyrealizethatyoucannotbuyhearts,especiallytofollowthemdownadifficult
path,andsoactasleaderstoo.

Managershavesubordinates
Bydefinition,managershavesubordinatesunlesstheirtitleishonoraryandgivenasamarkofseniority,inwhichcasethetitleisamisnomerandtheir
poweroverothersisotherthanformalauthority.

Authoritarian,transactionalstyle
Managershaveapositionofauthorityvestedinthembythecompany,andtheirsubordinatesworkforthemandlargelydoastheyaretold.
Managementstyleistransactional,inthatthemanagertellsthesubordinatewhattodo,andthesubordinatedoesthisnotbecausetheyareablind
robot,butbecausetheyhavebeenpromisedareward(atminimumtheirsalary)fordoingso.

Workfocus
Managersarepaidtogetthingsdone(theyaresubordinatestoo),oftenwithintightconstraintsoftimeandmoney.Theythusnaturallypassonthis
workfocustotheirsubordinates.

Seekcomfort
Aninterestingresearchfindingaboutmanagersisthattheytendtocomefromstablehomebackgroundsandledrelativelynormalandcomfortablelives.
Thisleadsthemtoberelativelyriskaverseandtheywillseektoavoidconflictwherepossible.Intermsofpeople,theygenerallyliketoruna'happy
ship'.

Leadershavefollowers
Leadersdonothavesubordinatesatleastnotwhentheyareleading.Manyorganizationalleadersdohavesubordinates,butonlybecausetheyarealso
managers.Butwhentheywanttolead,theyhavetogiveupformalauthoritariancontrol,becausetoleadistohavefollowers,andfollowingisalwaysa
voluntaryactivity.

Charismatic,transformationalstyle
Tellingpeoplewhattododoesnotinspirethemtofollowyou.Youhavetoappealtothem,showinghowfollowingyouwillleadthemtotheirhearts'
desire.Theymustwanttofollowyouenoughtostopwhattheyaredoingandperhapswalkintodangerandsituationsthattheywouldnotnormally
considerrisking.
Leaderswithastrongercharismafinditeasiertoattractpeopletotheircause.Asapartoftheirpersuasiontheytypicallypromisetransformational
benefits,suchthattheirfollowerswillnotjustreceiveextrinsicrewardsbutwillsomehowbecomebetterpeople.

Peoplefocus
Althoughmanyleadershaveacharismaticstyletosomeextent,thisdoesnotrequirealoudpersonality.Theyarealwaysgoodwithpeople,andquiet
stylesthatgivecredittoothers(andtakesblameonthemselves)areveryeffectiveatcreatingtheloyaltythatgreatleadersengender.
Althoughleadersaregoodwithpeople,thisdoesnotmeantheyarefriendlywiththem.Inordertokeepthemystiqueofleadership,theyoftenretaina
degreeofseparationandaloofness.
Thisdoesnotmeanthatleadersdonotpayattentiontotasksinfacttheyareoftenveryachievementfocused.Whattheydorealize,however,isthe
importanceofenthusingotherstoworktowardstheirvision.

Seekrisk
Inthesamestudythatshowedmanagersasriskaverse,leadersappearedasriskseeking,althoughtheyarenotblindthrillseekers.Whenpursuing
theirvision,theyconsideritnaturaltoencounterproblemsandhurdlesthatmustbeovercomealongtheway.Theyarethuscomfortablewithriskand
willseeroutesthatothersavoidaspotentialopportunitiesforadvantageandwillhappilybreakrulesinordertogetthingsdone.
Asurprisingnumberoftheseleadershadsomeformofhandicapintheirliveswhichtheyhadtoovercome.Somehadtraumaticchildhoods,somehad
problemssuchasdyslexia,otherswereshorterthanaverage.Thisperhapstaughtthemtheindependenceofmindthatisneededtogooutonalimb
andnotworryaboutwhatothersarethinkingaboutyou.

Insummary
Thistablesummarizestheabove(andmore)andgivesasenseofthedifferencesbetweenbeingaleaderandbeingamanager.Thisis,ofcourse,an
illustrativecharacterization,andthereisawholespectrumbetweeneitherendsofthesescalesalongwhicheachrolecanrange.Andmanypeoplelead
andmanageatthesametime,andsomaydisplayacombinationofbehaviors.

http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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10/30/2015

Leadershipvs.Management
Subject

Leader

Manager

Essence

Change

Stability

Focus

Leadingpeople

Managingwork

Have

Followers

Subordinates

Horizon

Longterm

Shortterm

Seeks

Vision

Objectives

Approach

Setsdirection

Plansdetail

Decision

Facilitates

Makes

Power

Personalcharisma

Formalauthority

Appealto

Heart

Head

Energy

Passion

Control

Culture

Shapes

Enacts

Dynamic

Proactive

Reactive

Persuasion

Sell

Tell

Style

Transformational

Transactional

Exchange

Excitementforwork

Moneyforwork

Likes

Striving

Action

Wants

Achievement

Results
Minimizes

Risk

Takes

Rules

Breaks

Makes

Conflict

Uses

Avoids

Direction

Newroads

Existingroads

Truth

Seeks

Establishes

Concern

Whatisright

Beingright

Credit

Gives

Takes

Blame

Takes

Blames

Seealso
Power,Riskbias,Selfvs.Otherspreference,Followership

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Leadershipvs.Management
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Usinghumor
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