“Some leaders cannot manage – some managers cannot lead” Murray Johannsen

1. “Some leaders cannot manage – some managers cannot lead” Murray Johannsen Leadership Development Series Leadership vs Management

2. “Today`s groups, organizations, and teams need both effective leaders and effective managers to run a successful operation.” Kristina G. Ricketts University of Kentucky Community & Leadership Development

3. Definitions 5

4. MANAGEMENT • is a concept developed in the last 100 years (rise of the industrial revolution) • is to exercise executive, administrative, and supervisory direction of a group or organization. • has subordinates. • have a position of authority vested in them by the company, and their subordinates work for them and largely as they are told. • are paid to get things done. • seeks to avoid conflict and are relatively risk-averse • focuses on tactical activities and often times have a more directive and controlling approach. • Maintain status quo, specializing on conformance to the standard, and managing teams and individuals around these boundaries that have been set, organizing and directing to achieve the task. • is positional, accompanied by power, access to resources, expectation of a service • KEY WORDS: planning; budgeting; organizing; controlling; coordinating; directing; resource use; time management; decision making; problem solving; logistics and supply chain; finance and money management; strategy; decision making

7. LEADERSHIP set goals and new direction, challenging the status quo. They are visionaries and spearhead the team, motivating and leading them to reach this new direction. mobilizes a person or group of people to acknowledge, confront, and address a challenge in a way that effectively facilitates change and works toward purpose. is a process whereby an individual influences a group of individuals to achieve a common goal. Is very focused on change. occurs in a group context. involves goal attainment. is a multidirectional influence relationship. creates vision for change. gives up formal authoritarian control. are always good with people and quiet styles that give credit to others. take blame on themselves. retains a degree of separation and aloofness is comfortable with risk. is more strategically focused and rather than directing employees through tasks, they inspire and motivate employees to drive themselves. KEY WORDS – vision; motivation; inspiration; persuasion; team work; building relationships; listening; counseling; coaching; teaching; mentoring

8. ACTIVITY I

13. Leadership and Management Both leadership and management involve influence, working with people, and working with effective goal management. Many people lead and manage simultaneously. It`s vital for senior individuals in positions of great responsibility to be able to play both roles: the boss who cannot manage will destroy an organization just as fast as one who cannot lead. But the person who can do both, they are on the path to success.

15. Management vs. Leadership Management Skills • Technical skill: knowledge about and proficency in a specific type of work or activity. • Human skill: knowledge about and ability to work with people, often considered “people” skills. • Conceptual skill: the ability to work with ideas and concepts. This skill set doesn’t involve working with people or things, but focuses on ideas Leadership Characteristics • Efficient coaching skills • Confidence • Consistency • Creativity • Empathy • Visionary • Inspiring • Sincerity • Trust • Willingness to share credit or recognition

16. When managers are involved in influencing a group of employees to meet its goals, they are operating under leadership. When leaders are involved in aspects such as planning, organizing, staffing or controlling, they operate within management. One can successfully navigate the fields of both management and leadership.

17. ACTVITY II