Management v.s Leadership - is there really a difference?

Is there a difference between leadership and management? If so, how are they different? If not, how are they the same? Is this difference important or is the drawing of such lines just a waste of everyone’s time? Do you have more leaders or more managers in your organisation?

"Being able to view any given situation from multiple perspectives and reviewing all available options before making a decision, is what makes a good leader". These are the words of a mentor and a great leader during one of our conversations when discussing how to approach the resolution of a potential conflict between two parties. This view sums up Hughes et al’s (2006) conclusion of leadership; which they state is a process. Hughes et al (ibid) explain and describe leadership as a “function of three elements - the leader, the followers, and the situation” (p. 24). “When doing your routine visit with the filed engineer’s, make sure you have your checklist so that you can check that their cars are clean, software versions are updated and that they are wearing their uniforms”.

Without further investigation, one would have to conclude based on the two scenarios presented above that there is a difference between the two. Managers tend to ensure that controls and processes are adhered to and that all of the rules are followed. They also tend to have a “tendency to assign narrow rather than broader tasks for followers to perform” (Hughes et al 2006: 40). Vecchio (2006) writes that “managers perform a large number of brief, highly varied, and fragmented activities” (p.148) and are frequently interrupted throughout the day. He concludes that managers are so busy “with non-routine” (p.148) work that they do not have time to develop the human resources they have (ibid). Yes, perhaps this is the reason some of them do not have time to think about employee development and so on. But it could also be argued that managers display these attributes out of fear. For example one has worked with numerous mangers that do not want subordinates to know how particular activities are carried our in fear of being superseded. Hence, they use the organisations best intended policies and procedures; something which should really be called guidelines as an excuse to deny subordinate development. Therefore, managers are more concerned with administering, maintaining and controlling by this definition (Hughes et al 2006: 39)

In contrast a leader encourages change (Hughes et al 2006) by encouraging their subordinates/followers to try new lines of thinking. For example, many organisations have started to identify and encourage staff within their corporations to think more like entrepreneurs not only to develop themselves professionally, but it also creates new methods of growth for companies (Thornberry 2003). This line of thought portrays these types of organisations as those lead by great leaders. Again when discussing this with past and current subordinates and colleagues, they also concluded that these were the actions of a leader that they would follow and trust.

There are numerous books that outline the differences between a leader and a manager. Most liken managers to police officers who have rules that they must abide by and they cannot deviate. Managers also make sure the results are delivered based on the plan laid out and the methods already outlined. On the other hand, as note by Hughes et al (2006) managers can also have leadership qualities, and leaders can have manager qualities. Obviously there are individuals who will fit the profile of just a manager, or just a leader. But it is also possible for an individual to be both a manager and a leader (ibid).

Based purely on numerous conversations and discussions from various industry groups that one is a member of, the majority insist that they can identify more managers than leaders in their organisations, both private and public. However they are also adimant that this behaviour is slowly shifting in the other direction of late. There are obviously those who are true managers who fail to inspire and those who are pure leaders who lack management “stability” (Bennis as cited by Hughes et al 2006: 40) traits. But there are those who are able to both manage and lead at the same time. Influence is the biggest reason behind this move where an inspired follower turn leader, has mimicked the actions of the original leader and it turn inspired and lead others towards personal “growth and development” (p. 39). To illustrate real leadership qualities, a member of this discussion group made the following statement - I recently sent an email to the CEO thanking him for the opportunity provided by the company in funding a particular qualification I was doing. In response, he said that his role is to provide an environment that would allow people to flourish; a view also shared by Hughes et al (ibid). This wiliness to provide an open, trusting as well as a challenging environment allows the follower to not only relate, but also to collaborate (ibid) with leaders and pass on these trait to others.

There are in fact two distinctive attributes that define a leader and a manager. But it is also possible for a leader to be a manager and visa versa. Good leaders breed leaders by inspiring and passing on experience. Good leaders also know how to be good followers depending on the situation at hand.

References

Hughes, R.L., Ginnett, R.C., Curphy, G.J. (2006) Leadership: Enhancing the lessons of experience. 5th ed. McGraw Hill: Singapore.

Maxwell, J.C. (1998) The 21 indispensable qualities of a leader: Becoming the person others will want to follow. Thomas Nelson Publishers: Nashville

Manz, M,C., Sims, H.P. (1987) Leading Workers to Lead Themselves: The External Leadership of Self Managing Work Teams. Administrative Science Quarterly, Vol 32 (1), pp. 106-129 [Online] Available from: http://links.jstor.org/sici?sici=0001-8392%28198703%2932%3A1%3C106%3ALWT... (Accessed 05 April 2007)

Thornberry, N. (2003). “Corporate entrepreneurship: teaching managers to be entrepreneurs”, Journal of Management Development, Vol. 22, No. 4, pp. 329-344. [Online] Available from: http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/P... (Accessed 03 April 2007)

Vecchio, R. P. (2006) Organizational Behavior: Core Concepts. 6th ed. Mason, OH: Thomas South-Western