This document discusses the differences between managers and leaders. It notes that while managers focus on short-term goals and planning tactics, leaders take a long-term view and challenge the status quo. Managers' power comes from their authority while leaders' power stems from their influence. The document also provides lists of competencies expected of managers versus leaders, noting that leaders must have vision, deal with ambiguity, and energize people, whereas managers' skills relate more to administration, supervision, and ensuring compliance.
Leadership Activity I: ProSPER.Net Leadership Programme 2017, Philip Vaughter, UNU-IAS
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Dr. Philip Vaughter
Research Fellow
UNU Institute for the Advanced Study of
Sustainability (UNU-IAS)
ProSPER.Net Leadership Programme
2017 ProSPER.Net Leadership
Programme
“Building transformational leadership
towards the Sustainable Development
Goals”
Hosted by Chulalongkorn University
Leadership Activity I –
Manager vs. Leader
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Leadership in Different Cultures
A recent article in the Harvard Business Review (Chamorro-Premuzic
& Sanger, 2016), states that cultures differ in their theories of
leadership
While core components of leadership remain consistent across
cultures, certain nuances are observed across geographic regions or
institutional settings
The article demonstrates how decision making, communication
style, and mismanagement practices are varied according to these
patterns, and identifies a few predominant types of each
This means that your style of leadership may be an asset or a
weakness depending on the culture of the region or the institution
you are operating in
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Decision Making
The two types of decision makers:
The Synchronized Leader:
Seeks consensus on decisions
Reaching decisions may take longer as a result
Often, more focused on threats than rewards
The Opportunistic Leader:
Demonstrate flexibility on how to achieve a goal
Check with team members to update them of changing plans
Often, take greater risks to gain greater rewards
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Communication Style
Two common communication styles:
The Straight-Shooting Leader:
Confronts issues straightforwardly
Tends to focus communication on tasks – task oriented
Less interpersonally sensitive
The Diplomatic Leader:
Careful messaging to team members – empathy important
Gauge audience reactions during negotiations and meetings
Tend to be seen as polite and agreeable
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Mismanagement Practices
Two types of leadership mistakes:
The “Kiss-Up/Kick Down” Leader:
Non-reciprocal – reports up with respect and deference, reports down
with contempt
Tends to use directives and lack of compromise with subordinates
Dynamic can play out with differential treatment on team
The Passive-Aggressive Leader:
Tend to become cynical, mistrusting, and resistant under stress
Appear overtly cooperative, but continually express skepticism
Ironically, aversion to conflict often generates a great deal of conflict
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Despite our differences…
While there is a diversity of leadership traits that vary, some core
components of leadership remain the same across regions and
institutions:
All (good) leaders must:
Use good judgement and make rational decisions
Demonstrate integrity
Possess communication skills and motivate people
Value the common good
Have a vision
It is important to recognize that a leader is different than a manager
A manager brings many positive attributes to the new role of a leader
However, there are some competencies a manager must leave behind
when becoming a leader
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Activity Objectives
To clarify the difference between the roles of a manager and leader
To identify which behaviors are still appropriate or expected as an
individual moves from one role to another
To define which tasks and responsibilities can be passed to others as
one moves from a manager position to a leadership position
To encourage participants to think through which key competencies
they still have to attain as they shift from manager to leadership
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Theoretical Background
Many researchers have looked at the differences between managers
and leaders
In his book A Force for Change, John Kotter outlines these
differences:
To create an agenda
A Manager: plans steps, timelines, budgets, resources
A Leader: establishes direction and vision
To develop a network for achieving the agenda
A Manager: organizes structure and staff, monitors implementation
A Leader: aligns people behind the vision
To execute a plan
A Manager: minimizes deviations to produce predictable results
A Leader: energizes people to overcome obstacles to reach their vision
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Activity Instructions
Step 1: Divide into groups. A list of competencies will be shown on the next slide. Each
person in the group is to identify competencies they believe leaders must have and
competencies that are necessary for managers. Take notes to explain why. [10
minutes]
Step 2: Share your answers among your group. Within your group, come to a
consensus about which are the most important competencies (Choose 3-5) for both a
manager and a leader. Name these competencies in two separate lists. [15 minutes]
Step 3: Compare your lists with other groups. If you notice different competencies, ask
about them. What choices did everyone else make? Did these change your mind about
your group’s list? The presenter will now show a slide detailing where most leadership
experts assign the competencies. [10 minutes]
Step 4: Go back to your groups to report to the floor. List your top competencies for
both managers and leaders. Did talking to other groups change your answers? The
goal is to see which competencies for both managers and leaders have the most
agreement. [10 minutes]
Step 5: Open Discussion:
What are the competencies you respect most in the leaders whom you have worked with?
What holds back a manager from becoming a leader?
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Has a short range
perspective
Asks what and why
Eyes the bottom line
Originates
Accepts the status quo
Does the correct thing
Seeks continuity
Focuses on innovation
Power based on
authority
Skills for selling vision
Skills in administration
Skills in persuasion
Works toward employee
compliance
Plans tactics
Sets policy
Analytical decision-
making
Risk cautious
Plans how and when
Long range perspective
Skills in dealing with
ambiguity
Takes necessary
risks
Intuitive decision-
making
Sets operating
procedures
Plans strategy
Works toward
employee
commitment
Skills in supervision
Skills for technical
competence
Focuses on
improvement
Seeks change
Does things
correctly
Challenges the
status quo
Imitates
Eyes horizon
Power based on
influence
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11. + Competencies: Manager vs. Leader
Short-range
perspective
Plans how and when
Eyes the bottom line
Imitates
Accepts the status
quo
Does things correctly
Seeks continuity
Focuses on
improvement
Power based on
authority
Skills for technical
competence
Skills in
administration
Skills in supervision
Works towards
employee
compliance
Plans tactics
Sets operating
procedures
Analytical decision
making
Risk cautious
Long-range
perspective
Asks what and why
Eyes the horizon
Originates
Challenges the
status quo
Does the correct
thing
Seeks change
Focuses on
innovation
Power is influence
Skills in selling vision
Skills in dealing with
ambiguity
Skills in persuasion
Works toward
employee
commitment
Plans strategy
Sets policy
Intuitive decision
making
Takes necessary
risks
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A Manager A Leader
Notas do Editor
Kotter, J. P. A Force for Change: How Leadership Differs from Management. New York: Free Press, 1990.
Hart, L. B., & Waisman, C. S. (2005). The leadership training activity book: 50 exercises for building effective leaders. AMACOM Div American Mgmt Assn.