Leadership and Management

1. Leadership and Management Differences? Dick Heimovics

2. Management = Leadership? 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.)

3. 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.

4. Management • Creating an agenda: Planning and Budgeting. • Developing a human network for achieving the agenda: • Execution the agendaOutcome: 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, John P. Kotter. The Free Press. 1990

5. 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.)

6. 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, John P. Kotter. The Free Press. 1990

7. 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

8. The Etymology of “Leadership” Leader. Anglos-Saxon laedan, originally to travel or to “go,” going “before”

9. The Effectiveness/Efficiency Grid Doing Right Things Wrong Doing Right Things Right III IV Effectiveness “Doing the Right Things” Doing Wrong Things Wrong Doing Wrong Things Right I II Efficiency “Doing Things Right”

10. The Balancing Game 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.

11. 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.

12. Management Emphasis Disadvantages • Lack of big picture perspective • Overly bureaucratic • Lack of integration • Overly rigid • Inept with dealing with change • Not innovative

13. Consequences of Strong Management with Weak Leadership 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.

14. Consequences of Strong Leadership with Weak Management in a Complex Organization 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