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Leadership Skills Development
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An Analysis on Leadership and Management
M.M.K.R.N.D. Senavirathne
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Mineral Resources and Technology Degree Program
Uva Wellassa University of Sri Lanka
-2016-
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Management is doing things right.
Leadership is doing right things.
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was an Austrian-
born American management consultant, educator, and author, whose writings contributed
to the philosophical and practical foundations of the modern business corporations.
One of his key quote is the topic of this essay, which also is a main arguing matter in the
today’s corporate world. The Leadership has been the profound factor of the human’s
future path and the Management has been the vital force which leads in that specific path.
In that mean both the Leadership and the Management is causing to the modern human in
various perspectives.
What is Leadership ?
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According to Wikipedia, Leadership is both a research area and a practical skill
encompassing the ability of an individual or organization to "lead" or guide other
individuals, teams, or entire organizations.
Ancient Chinese military general and "Art of War" author Sun Tzu described a leader as one
who "cultivates the moral law, and strictly adheres to proper methods and discipline."
In Nineteenth-century historian Thomas Carlyle believed leaders were born and not made,
while English philosopher Herbert Spencer argued that leaders were the result of the
society in which they lived.
In business environments, Leadership acts as the catalyst that makes all other elements
work together; without leadership, all other business resources lie dormant. Savvy
business leaders are in tune with the needs and issues of their subordinates, and keep up to
date on new developments in leadership theory and methodology to maximize their
effectiveness.
Now let’s look at the Leadership, with the view of some modern US business leaders.
"Leaders are described with a mouthful of adjectives, such as passionate, visionary,
charismatic, motivational and encouraging. However, I propose leadership is something
simpler. It is ambition. Ambition creates hard work, determination and an unconditional
desire to achieve. It generates an absolutely contagious energy that people follow and join
naturally. If you are a leader in your organization, there is only one thing you need to
understand about your role: never let your ambition fade." – Corey Baggett, co-founder of
ad technology firm AdBoom Group, NY, USA.
"Today's top leaders are consistent with their approach, get their hands dirty and create a
company culture that will last long after he or she [has left]. 'Comfort zones' are almost
nonexistent under strong leadership, because each team member is pushed to their full
potential. Great leaders also hire and inspire other great leaders, whom they trust to carry
out the company mission and instill a sense of purpose that touches each and every staff
member." – Tom Villante, co-founder, chairman and CEO of payment processing company
YapStone.
What are the attributes of a good leader? Leaders often (but not necessarily always):
■ have a sense of mission;
■ are charismatic;
■ are able to influence people to work together for a common cause;
■ are decisive;
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■ use creative problem solving to promote better care and a positive working environment.
With all of these differing types of thought, it's clear that there's no single definition of
leadership. What works for one leader may not necessarily work for another, depending on
the circumstances and personality type.
But when considered all the existing theories, opinions etc., there is one thing which we can
agree altogether ; A true leader must be able to inspire his or her team.
What is Management ?
According to Wikipedia, Management in businesses and other organizations, including
not-for-profit organizations and government bodies, refers to the individuals who set the
strategy of the organization and coordinate the efforts of employees (or volunteers, in the
case of some voluntary organizations) to accomplish objectives by using available human,
financial and other resources efficiently and effectively.
Management typically includes planning, organizing, selecting the staff, leading or
directing, and controlling an organization to accomplish various goals.
3
The career center of University of North Carolina, defines as Management is the
organizational process that includes strategic planning, setting; objectives, managing
resources, deploying the human and financial assets needed to achieve objectives, and
measuring results. Management also includes recording and storing facts and information
for later use or for others within the organization. 1
Fredmund Malik defines it as "the transformation of resources into utility."2
Ghislain Deslandes defines it as a vulnerable force, under pressure to achieve results and
endowed with the triple power of constraint, imitation and imagination, operating on
subjective, interpersonal, institutional and environmental levels 3
Famous US businessman Warren Buffet depicts the real nature of management, by his
quote "Stock options are inevitably tied to the overall performance of a corporation.
Logically, therefore, they should be awarded only to those managers with overall
responsibility. Managers with limited areas of responsibility should have incentives that
pay off in relation to results under their control. The .350 hitter expects, and also deserves,
a big payoff for his performance -- even if he plays for a cellar-dwelling team. And the .150
hitter should get no reward -- even if he plays for a pennant winner. Only those with overall
responsibility for the team should have their rewards tied to its results. That is Rewards
ties with the results.
By effectively planning and controlling the people and processes for which they are
responsible, managers provide a positive and professional environment.4
The role of a manager is to:
Mediate and to balance
Keep the leader reined in to a degree
Maintain and to manage what they have been entrusted with
However management is sort of a ruling, which have some constraints and also an
objective or a target oriented, personal skill, which every person must develop.
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[Link]
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[Link]
Deslandes G., , Ma age e t i Xe opho 's Philosophy : a Retrospective A alysis , 8th A ual Research
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Conference, Philosophy of Management, 2014, July 14–16, Chicago, USA
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[Link]
[Link]#axzz4HfWBzcW5
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The Affiliation between the Leadership and the Management
Managing and leading are two different ways of organizing people. Leadership is setting a
new direction or vision for a group that they follow — i.e., a leader is the spearhead for that
new direction. On the other hand, management controls or directs people/resources in a
group according to principles or values that have already been established.5
People naturally and willingly follow leaders due to their charisma and personality traits,
whereas a manager is obeyed due to the formal authority vested in him/her. As a result,
people tend to be more loyal towards leaders rather than managers.
However It is essential to understand that leadership is an essential part of effective
management. As a crucial component of management, remarkable leadership behavior
stresses upon building an environment in which each and every employee develops and
excels. Leadership is defined as the potential to influence and drive the group efforts
towards the accomplishment of goals. This influence may originate from formal sources,
such as that provided by acquisition of managerial position in an organization.
A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders
develop and begin strategies that build and up an advantage to the institution.
According to Rosa Schmidt (Rosa Schmidt is Founder and President of Rosa Schmidt
Consulting, a human resources consulting company).
Managers play a key role in understanding what motivates each of their
employees. Engaging each and every employee to unleash their pull potential is an
imperative for success. Research has shown that organizations with a greater percentage
of engaged workers are more successful financially. We also know from research that most
employees leave their organizations because of their immediate supervisor. People look to
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their managers to help them define a purpose, nurture their skills and talents, and inspire
results. So even though traditional management worked in the past, the ever changing
workplace and the dynamics of the different generations making up the workforce require
that a manager possess leadership skills. 6
Differences between Leadership and Management
Leadership differs from management in a sense that:
1. While managers lay down the structure and delegates authority and responsibility,
leaders provides direction by developing the organizational vision and
communicating it to the employees and inspiring them to achieve it.
2. While management includes focus on planning, organizing, staffing, directing and
controlling; leadership is mainly a part of directing function of management.
Leaders focus on listening, building relationships, teamwork, inspiring, motivating
and persuading the followers.
3. While a leader gets his authority from his followers, a manager gets his authority by
virtue of his position in the organization.
4. While managers follow the organization’s policies and procedure, the leaders follow
their own instinct.
5. Management is more of science as the managers are exact, planned, standard, logical
and more of mind. Leadership, on the other hand, is an art. In an organization, if the
managers are required, then leaders are a must/essential.
6. While management deals with the technical dimension in an organization or the job
content; leadership deals with the people aspect in an organization.
7. While management measures/evaluates people by their name, past records, present
performance; leadership sees and evaluates individuals as having potential for
things that can’t be measured, i.e., it deals with future and the performance of
people if their potential is fully extracted.
8. If management is reactive, leadership is proactive.
9. Management is based more on written communication, while leadership is based
more on verbal communication.
The manager uses a formal, rational method whilst the leader uses passion and stirs
emotions.
To get people to accept solutions to problems, managers continually need to coordinate
and balance opposing views. Interestingly enough, this type of work has much in common
with what diplomats and mediators do, with Henry Kissinger apparently an outstanding
practitioner. Managers aim to shift balances of power toward solutions acceptable as
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compromises among conflicting values. Leaders work in the opposite direction. Where
managers act to limit choices, leaders develop fresh approaches to long-standing problems
and open issues to new options. To be effective, leaders must project their ideas onto
images that excite people and only then develop choices that give those images substance. 7
A managerial culture emphasizes rationality and control. Whether his or her energies are
directed toward goals, resources, organization structures, or people, a manager is a
problem solver. The manager asks: What problems have to be solved, and what are the
best ways to achieve results so that people will continue to contribute to this
organization? From this perspective, leadership is simply a practical effort to direct affairs;
and to fulfill his or her task, a manager requires that many people operate efficiently at
different levels of status and responsibility. It takes neither genius nor heroism to be a
manager, but rather persistence, tough-mindedness, hard work, intelligence, analytical
ability, and perhaps most important, tolerance and goodwill.
A proper tabular guide to understand the key features between Leaders and Managers can
be shown as follows.
Leaders and Managers can be compared on the following basis8:
Basis Manager Leader
A person becomes a manager by A person becomes a leader on basis
Origin
virtue of his position. of his personal qualities.
Formal Rights Rights are not available to a leader.
Manager has got formal rights in
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an organization because of his
status.
The subordinates are the The group of employees whom the
Followers
followers of managers. leaders leads are his followers.
A manager performs all five Leader influences people to work
Functions
functions of management. willingly for group objectives.
A leader is required to create cordial
A manager is very essential to a
Necessity relation between person working in
concern.
and for organization.
Stability It is more stable. Leadership is temporary.
Mutual
All managers are leaders. All leaders are not managers.
Relationship
Manager is accountable for self
Leaders have no well defined
Accountability and subordinates behaviour and
accountability.
performance.
A manager’s concern is A leader’s concern is group goals and
Concern
organizational goals. member’s satisfaction.
People follow manager by virtue People follow them on voluntary
Followers
of job description. basis.
A manager can continue in office
A leader can maintain his position
Role till he performs his duties
only through day to day wishes of
continuation satisfactorily in congruence with
followers.
organizational goals.
Sanctions Manager has command over A leader has command over different
allocation and distribution of sanctions and related task records.
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sanctions. These sanctions are essentially of
informal nature.
Another tabular differentiation is as follows9 ;
Leaders Managers
Set high-level direction and inspire Oversee the work necessary to follow
change direction and implement change
Are visionary and have an eye toward Are doers and make sure daily tasks are
the future accomplished
Think abstractly about the organization Think concretely and analytically about
as a whole specific, existing data
Articulate ideas in great detail Interpret ideas into plans of action
Teach employees how to be their best
Sell people on their ideas
selves
Understand how the company exists Understand the company’s internal
within the market as a whole environment
Take educated risks Safely stick to well-thought-out plans
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Remain accountable to the entire
Are responsible for only their team
company
Does a Manager Need Leadership Skills?
There was a time when the role of the manager and the role of the leader could be easily
separated. In this new economy, there is much more complexity in the
workplace. Managers must do more with less and they must deal with constant
change. The skills needed for managers and leaders should no longer be easily
separated. Organizations cannot afford to keep managers who don’t have leadership skills.
A leader is one who influences the behavior and work of others in group efforts towards
achievement of specified goals in a given situation. On the other hand, manager can be a
true manager only if he has got traits of leader in him. Manager at all levels are expected to
be the leaders of work groups so that subordinates willingly carry instructions and accept
their guidance. A person can be a leader by virtue of all qualities in him.
We can believe strongly that all managers should be equipped and prepared to manage as
well as to take on leadership roles. Knowing how to lead and motivate employees is a
crucial part of this.
According to the World Health Organization Management and leadership are important
for the delivery of good health services. Although the two are similar in some respects, they
may involve different types of outlook, skills, and behaviors. Good managers should strive
to be good leaders and good leaders, need management skills to be effective. 10
A Manager to become a good leader should develop following abilities11 ;
1. Great leaders learn every day – from everyone
2. A leader is an effective listener
3. Leaders embrace the past when planning for the future
4. Leaders help everyone feel like part of the solution
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5. Leaders are optimistic and model positive behavior
It is important to get to know of the difference between management and leadership it is
vital to understand that a good manager is also a leader. Leadership is the art or process of
influencing people to perform assigned tasks willingly, efficiently and competently; without
leadership a manager simply cannot be effective.
Therefore it can be conclude that a manager being a leader is also an essential task in the
today’s modern world.
Does a Leader need Managerial Skills?
A survey conducted by by Jack Zenger and Joseph Folkman (coauthors of the book How to
Be Exceptional: Drive Leadership Success by Magnifying Your Strengths” (McGraw-Hill,
2012), using 332,860 executive level managers in USA, has revealed the following graph.12
When we considered the results that are being depicted at the graph, it tells us that many of
the qualities that a Senior managers Should Possess , are remarkable Leadership qualities.
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Even the motivation, which is a vital managerial quality, should be possessed by the
leaders. Both an employee as well as manager must possess leadership and motivational
traits. An effective leader must have a thorough knowledge of motivational factors for
others. He must understand the basic needs of employees, peers and his superiors.
Leadership is used as a means of motivating others.
Normally great leaders with excellent management skills encourage input and change, and
the best way to measure them is based on feedback they get from their best people. People
usually give the best scores to leaders you trust and to leaders who listen.
However there are 03 major managerial roles, which a Leader must play presented by
Henry Mintzberg. (Henry Mintzberg spent much of his career researching the managerial
roles and behaviors of several chief executive officers, or CEOs.)
1. Interpersonal
2. Informational
3. Decisional
Each of the three categories embraces the different roles13.
1) Interpersonal
i) Figurehead: symbolic head; performs a number of routine duties of a legal or social
nature.
ii) Leader: motivates and activates subordinates; performs staffing, training, and
associated duties.
iii) Liaison: maintains a self-developed network of outside contacts and informers who
provide favors and information.
2) Informational
i) Mentor: seeks and receives a wide variety of special information (much of it
current) to develop a thorough understanding of the organization and environment;
emerges as the nerve center of internal and external information for the
organization.
ii) Disseminator: transmits information received from outsiders or from other
subordinates to members of the organization. Some information is factual; some
involves interpretation and integration of diverse value positions of organizational
influences. Disseminating what is of value, and how, is a critical informational role.
13
[Link]
management-1/additional-roles-and-skills-of-managers-20/mintzberg-s-management-roles-127-605/
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iii) Spokesman: transmits information (plans, policies, results, etc.) within and outside
of the organization; serves as an expert on the organization's industry.
3) Decisional
i) Entrepreneur: searches the organization and its environment and initiates
improvement projects to bring about change; supervises design of certain
projects as well.
ii) Disturbance Handler: takes corrective action when the organization faces
important, unexpected disturbances.
iii) Resource Allocator: allocates the organization's resources; makes or approves
of all significant organizational decisions.
iv) Negotiator: represents the organization at major negotiations.
Playing a leadership role in the three phases is not easy. Not only do you have a
responsibility to lead, but as an employee yourself, you have to deal with your own
reactions to the change, and your role in it. However, if you are ineffective in leading
change, you will bear a very heavy personal load. Since you are responsible for the
performance of your unit, you will have to deal with the ongoing loss of productivity that
can result from poorly managed change, not to mention the potential impact on your own
enjoyment of your job.
Do We Need Both ?
Although Leadership and the Management do differ from each other and possess a high
differentiation, the modern world needs the competent people who do possess both forms
of capabilities.
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Following John Kotter’s (John P. Kotter is the Konosuke Matsushita Professor of
Leadership, Emeritus at Harvard Business School) famous definitions, we want our leaders
to:
organize & staff and align people
plan & budget and establish direction [vision, strategy, priorities]
control & problem solve and motivate & inspire
According to Kotter, the items on the left are management type duties and the items on the
right are leadership type duties. Management in general appears to be a bit more analytical
and leadership more people related, i.e., more dependent on emotional and social
intelligence. Nevertheless, these leadership practices are not all about gut instinct,
intuition, or subjective guesswork. These leadership complex practices require science,
craft, and art.
A leader cannot a leader function or perform properly without any concern for systems and
structure, control, short term results, the how and when? Also the success of individual
employees is often determined by the effectiveness of their leaders and
managers. Therefore we need all of our leaders (all levels) to be good managers and good
leaders. Everyone can do this in a slightly different way based on their unique talents and
the teams they are able to build.
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