Leaders or Managers – a Short Treatise

Leaders or Managers – What’s Important? Are they mutually exclusive? Are both needed and of value within the organization?

 Some one I work with once asked the question “what do all great leaders have in common?” You most likely have heard this at some point … the answer is followers. That begs the question how does one lead so as to get followers?

 The Michigan state motto is "If you seek a pleasant peninsula, look about you." I challenge you to put your powers of observation to use. If you seek a good leader, look about you. There are many to be found – in the work place, in church, in the community, in school, in the family, - the list can go on. You will also observe some leaders that are not so good. These “not so good” present a learning opportunity, the “how not to.” My feeling is that through observation, you will discover some truths and facts that are taught in most classes and seminars on management and leadership. So, to doubly misquote Shakespeare, “Read on MacDuff.”

 In today’s environment, we often confuse management with leadership. Certainly, a manager can be a leader but there is a difference. I am teaching a course in quality leadership and techniques at the local community college. The textbook is very good and the authors state:

  “Although both leadership and management are needed in the modern workplace, they are not the same thing. To be a good leader and a good manager, one must know the difference between the two concepts.” ¹

 The authors also reference John P. Kotter in outlining some of the differences between management and leadership: ²

• Management copes with complexity, leadership with change
• Management plans and budgets for complexity, leadership sets direction for change – creates the vision
• Management carries out plans through organizing and staffing, leadership aligns the organization with the vision
• Management accomplishes plans through control and problem solving, leadership motivates and inspires people to want to accomplish the plan

So, both managers and leaders are needed, both are important and they are not mutually exclusive.

 Let’s focus on some traits of good leaders. They are good communicators. The organizational vision and mission need to be clearly articulated throughout the organization. Leaders build trust, without which, they might not have any willing followers. Leaders understand and promote ethical behavior in the organization. They must “walk the talk” regarding ethics and provide for fair treatment of all employees and associates.

 DuBrinn provides a list of personality traits of effective leaders. Included are: humility, core self-evaluations, trustworthiness, authenticity, extraversion, assertiveness, enthusiasm, optimism and warmth, sense of humor, and self-confidence. ³

 A question, are leaders born or are they made? The answer is both. Some leaders may have been born with leadership skills at a high level, others not. Some can enhance these innate skills through training, education and experience. Just as in other situations like athletic ability, leadership is on a continuum. There are great leaders and there are leaders. By focusing on what DuBrinn refers to as three broad leadership categories (personality traits, motives, and cognitive factors ³), one can develop along this leadership continuum.

 The discussion could continue down many different paths but this one will end with this authors belief that ethical behavior, trust building and fairness are key to leadership success. “Walk the talk” is an imperative and empathy is critical to good leadership success. Additionally, these can and should be applied in not only a work environment, but also in our personal life.

 Self-analysis – are you a good leader, a good manager? Can you improve? Do you want to improve?

 Continuous improvement is an essential element of a Total Quality Environment!

 References

1.       Goetsch, David L.; Davis, Stanley. Quality Management for Organizational Excellence: Introduction to Total Quality (Page 126). Pearson Education. Kindle Edition.

2.       John P. Kotter, “What Leaders Really Do,” Harvard Business Review (December 1, 2001): 3 (Produ # R0111-PDF-ENG).

3.       DuBrin, A. J., (2013). Leadership: Research Findings, Practice, and Skills. Mason: Cengage Learning