Management and Leadership

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MTL: The Professional Development Programme
Management and Leadership
MANAGEMENT AND
LEADERSHIP
What is the difference?

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Attribution: All images are from sources where a Creative Commons license exists for commercial use. All icons are on subscription
from thenounproject. All clipart is from free sources. The MTL Professional Development Programme is copyright of Manage Train
Learn.
Management
and
Leadership
Introduction: It is often difficult to understand the difference between managers and
leaders. Do managers lead? Do leaders manage? To understand how these two
concepts are distinct yet different, this topic will show you 7 ways to differentiate
them.

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Managing and Leading:
WhatAre They?
Management and leadership can be defined
as follows:
Management:
"...the rational assessment of a situation, the
systematic selection of goals, the
development of strategies to achieve those
goals; the marshalling of resources; the
rational design, organisation, direction and
control of all this." (Professor Hal Leavitt)
Leadership:
Results through people.
Management and leadership are distinct
concepts but are also the same. Neither is
more important than the other except in the
context of a business's current needs. Both
are essential. Like light, which is both waves
and particles, they can be different and the
same.

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1. COURSE
AND
STEERING
The word "leadership" comes from the Old
English word "lad" meaning a "course" which
also gave us the word "lode" for a vein that leads
to ore. The word "management" comes from the
Latin word "manus", the hand, from which we
also get "maintenance" and "mainstay". So, one
difference is that leadership guides by setting a
ship's course, while management keeps a hand
on the tiller.
Leaders set the course; managers steer the ship
Flickr attribution: /macieklew/336716715/

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"You manage things, you lead people."
(Admiral Grace Hooper, 1906 - 92)

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2. GROWTH
AND
SURVIVAL
Organisations are like all living organisms: they
need both to survive and grow. Survival is
necessary in order to meet the basic
requirements of life. Growth is necessary so that
they can make the most of what they are capable
of. The maintenance of the organisation is the
management function. Taking the organisation
into new territory is what leadership is all about.
Managers keep things alive; leaders add growth
Flickr attribution: /blmoregon/20855058573/

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Growth and Survival: Why You Need Both
Organisations, being composed of people, are no different from any other living organism: they need both to
survive and grow. The maintenance of the organisation is essentially a management function: measuring, looking
back, assessing, taking stock, taking careful decisions. Taking the organisation into areas of growth, change and
development, to make the most of it, is what leadership is all about.
Survival is necessary in
order to meet the basic
requirements of life: in
individuals, food, water
and shelter; in
organisations, a profit,
customers, premises,
and work.
Growth is also necessary so
that, like the individual
person, an organisation
can make the most of what
it is capable of.

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3.
RESOURCES
AND
POTENTIAL
For managers, a person in the enterprise is
measured by their output and performance.
Management deals with the past and how
people performed to date. For leaders, people
are capable of things you cannot measure and
doing things they never thought possible.
Leadership deals with the future and how people
could perform if their potential were realised.
Managers measure people; leaders reveal potential
Flickr attribution: /92334668@N07/11123538363/

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"Managers are often so
busy cutting through the
undergrowth they don't
even realise they're in
the wrong jungle. A
leader is a person who
climbs the tallest tree,
surveys the entire
situation and yells:
"Wrong jungle!""
(Stephen Covey)

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4. LEFT AND
RIGHT BRAINS
The left side of the brain is an analogy for
management. It deals with what can be counted;
detail; worldly interests; action; analysis;
measurement; and order. The right side of the
brain is an analogy for leadership. It deals with
what cannot be counted; seeing things as a
whole; synthesis; possibilities; belief; vision;
artistry; intuition; and imagination.
Albert Einstein said, "The intuitive mind (right) is a
sacred gift and the rational mind (left) is a faithful
servant."
Managers check; leaders dream
Flickr attribution: /vegarshansen/17215369041/

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Left and Right Brains:AnAnalogy
The
Left
Side
detail
sequences
linearity
logic
speech
The left side of the brain is an analogy for management and the right side of the brain is an analogy for leadership.
worldly
interests
activity
domination
control
intellect
The
Right
Side
the whole
vision
symbols
synthesis
intuition
metaphor
recognition
imagination
music
emotion
ThingsToDo: Whichofthe2sidesofthebraindoyoufeelmostcomfortableusing?Isthisreflectedinyour
managementandleadershipstyles?

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5. NEAR AND
FAR
TIMESCALES
When an organisation thinks about now, it thinks
of itself as a production unit. When an
organisation thinks about the future, it thinks
about building, learning and growing. The
production unit holds on tight to what it has. The
learning organisation stays loose and lets things
grow. Production units that need quick fixes rely
on managers. Organisations that want to grow
rely on leaders.
Leaders shine a light into the distance
Flickr attribution: /pokerbrit/9542854589/

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Old and New: Past vs Future
Old-style
managers…
New-style
managers…
… show people what needs done … create initiators and leaders.
… communicate their ideas … get people to generate their
own .
… tell people what to do … involve people and build
commitment.
… manage individuals … build teams.
… build up their departments … create inter-dependent units.
… implement directives from
above;
… generate innovations from
the team.
… get the best out of people … get superior performance
willingly.
… are good at communicating … are masters of interpersonal
relationships.
… require some technical know-
how
… can be anyone.
In the older industrial societies of Europe and North America, only management had the knowledge, expertise and
power to say how things should run. These "old" styles have worked but only to a limited extent. As the working
environment changes and management thinking spreads to other parts of the world with different attitudes and
cultures, they are found to be insufficient. We need to consider “new" approaches to management, incorporating
what reason and logic cannot do.

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6. ART AND
SCIENCE
John Adair in his book "Leadership" compares
management and leadership to the old
dichotomy of Art and Science. Managers are of
the mind, accurate, calculated, routine,
statistical, methodical. Management is a science.
Leaders are of the spirit, compounded of
personality and vision. Leadership is an art.
Managers are necessary; leaders are essential.
I don’t know what it means but I like it
Flickr attribution: /joansorolla/21260033169/

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The Tao
The difference between management and leadership
is like the difference between male and female, sun
and moon, night and day, fat and thin, hot and cold,
coming and going, and so on. While different, they are
parts of the same whole: opposite sides of the coin,
essential contrasts, that in contrasting make more of
each other.
In the West, we have no simple way to describe this
"same-but-different" concept. In the East, this concept
is described in the symbolism of the "tao".
The tao symbol is the circle of two fish-eye halves: the
fish are flowing, never-ending. When one side reaches
its fullest extent, it has the seed of its opposite. When
one is enough, you merge into the other. The English
word for "tao" is "the way".

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"Management is about now,
leadership about the future; one
implements goals, the other sets
them; one relies on control, the
other inspires trust; one deals in
rational processes, the other in
emotional horizons."
(Amin Rajan)

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7. SAFETY OR
RISK?
Most managers owe their authority to their
formal position in the organisation. They have a
place in the hierarchy with subordinates to get
the work done. Leaders do not have
subordinates. They have followers who have
bought in to the vision and direction of the
leader. While studies show that managers tend
to be risk-averse, preferring the comfort and
safety of the known, leaders tend to be risk-
seeking, knowing that the rewards of the
unknown are always worth the risk
Leaders take risks, managers spread the safety net
Flickr attribution: /quinnanya/5892760393/

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"Management is efficiency in
climbing the ladder of
success.
Leadership determines
whether the ladder is
leaning against the right
wall."
(Stephen Covey)

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Should We Be Leaders, Managers, or Both?
Whether you need to apply management, leadership, or both sets of skills depends on the situation.
In Tolkien's trilogy "Lord
of the Rings", Frodo
Baggins rescues the
council of Elrond by taking
responsibility for the
quest of destroying the
ring, even though he
doesn't know how he'll do
it. There is leadership, but
no management.
When leadership is
combined with
management, as it is
when a new political
party is elected to run a
country, there is both
new direction and new
means to achieve it.
On the sports field, the
referee manages and
controls the game by
reference to established
rules and principles.
There is no new
direction, so no need for
leadership.
1. Leadership Alone 2. Management Alone 3. BothTogether

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This has been a Slide Topic from Manage Train Learn
AFinal
Word
The difference between management and leadership is like the difference between male and
female, sun and moon, night and day, fat and thin, hot and cold, coming and going, and so on.
They are two sides to the same coin. In being the one, we see the other. While different and
distinct, they are parts of the whole: essential contrasts, that in contrasting, make clearer the
other.

Management and Leadership

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