Exploring Leadership and Management Roles

John Aderibigbe

Leadership Vs Management

• Define leadership?• Define Management?

Characteristics of Leadership

• List them?

• Positional leadership is the lowest form of leadership.

Positional Leadership

Position

Production

Permission

People Devt.

Personhood

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Two definitions to compare

• Leadership means influencing the community to follow the leader’s vision

• Leadership means influencing the community to face its problems and resolve that problem

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• In the first one the leader gets people to accept his vision

• The community addresses the problem by looking up to him; If something goes wrong it is his fault

• In the second definition progress on the problem is the measure of leadership

Where is the difference?

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Where is the difference?

• Leaders mobilize people to face problem• People make progress on problems because

leaders challenge them to do so. If anything goes wrong, the fault is with the leader and the community.

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• “Leadership is influence , nothing more, nothing less” John Maxwell (2008)

• This agrees with the definition that leadership is an activity because position is not a determinant of influence

• You can exert influence from the front, middle or even the back just as you can mobilize to bring about a change.

Leadership as influence

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Leadership as an activity

• Leadership is an activity- such a description allows for leadership from multiple positions in a social structure—in such a situation both the president and the clerical officer can lead.

• It allows for the use of a variety of abilities• Personal abilities are the resources which

leadership applied differently

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Leadership and Management: They are not the Same

• Project manager. One must ably manage the resources associated allocated to the project and while exercising leadership skills to build a strong team.

• Delegation. Essentially, one must plan what to do and persuade someone to do it.

• Change "Management." If one is putting a new light bulb in the socket, one can management that change. However, real organizational change has both a leadership and a management component.

Discovering Leadership and Management Roles

• "All the world's a stage, And all the men and women merely players:They have their exits and their entrances; And one man in his time plays many parts." — William Shakespeare As You Like It)

• To understand the difference, it helpful to look at a role--not the thing you eat unfortunately. A role is a fairly standardized behavior. Technically, a social role is, "An expected behavior for a given individual that relates to social status and social position."

• In a family environment, a woman plays the role of mother, aunt, sister, daughter, grandmother, lover, etc. as she goes through life. A man will play complementary roles, the father, uncle, son, brother and so on.

• It's important to understand, that one also plays roles at work. For example, the Dictionary of Occupational Titles has thousands listed. Certain roles function almost as a class. These include: employees (or workers), manager, executives, entrepreneurs, investors, and stockholders. Within the executive class, we have c-level roles such as: the CEO, CFO, CIO, COO, and so on.

Understanding Management

Management focuses on work. We manage work activities such as money, time, paperwork, materials, equipment, etc. Management focus more on:

• Planning • Organizing, • Controlling • Coordinating • Directing • Resource use • Time management • Logistics and the supply chain • Finance and money management • Budgeting • Strategy • Decision Making • Problem Solving The first five (planning, organizing, controlling, directing, and coordinating) are often listed in the

management texts as the major functions of management. Certain conceptual skills such as decision making, strategy development, and problem solving seem to fit better in management versus the leadership area, but you can go either way.

Understanding Leadership

"I don't like to be managed. But if you lead me, I'll follow you anywhere." — A comment heard in the halls of a large corporation

Leadership has an essential focus on people and how they can be influenced. Leader’s focus more on:

• Vision • Inspiration • Persuasion • Motivation • Relationships • Team work • Listening One can add to the list activities such as:• Counseling, • Coaching, • Teaching, • Mentoring.

• Some professors like to say "Managers are decision makers." but that doesn't seem quite right. A better description is, "Executives are decision makers— manager’s are problem solvers."

• However, some things some things should be managed and others should not. People should not be managed—it implies we threat them like a thing.

Comparison Chart of Leadership Behaviors and Management Behaviors

Synergy

Leaders ► Synergy ◄ Managers

Provide vision ►Employee

Empowerment◄ Provide resources

Pursue opportunities ►

Strategic Achievement ◄ Reduce risks

Inspire ► Teamwork ◄ CoordinateLead improvisation

►Jazz of Innovation ◄ Provide

structureDo right things ► Effectiveness ◄ Do things right

TRANSFORMATIONAL LEADERSHIP FOR INDIVIDUALSFour Core

Transformational Competencies

For More Information For Individual Development

The Transformational

Mind-set

Have good, dynamic and written philosophy Grow In New Ways by Developing Your Own Transformational

Philosophy

Self-Mastery 1. Understand The Mind2. Unlearning is as Important as Learning

3. Grow Your Ego4. Purify and Unify the Unconscious

5. Set-up Robust Communication Links Between the Ego and the Unconscious

6. Improve Yourself Daily

Enhance Your Potential for Self-Growth

Social Influence Reward, Coercive, Legitimate (authority), Referent (charisma) and Expertise. Coaching, Vision, Relationship, and Persuasion.

Increase Influence With the Help of Coaching

Skills Development Know How to Develop SkillsRealize What Competencies to Perfect

through a skills-gap analysis

Understand the individual Development Process

 

Personal Skills-Gap Analysis Task Knowledge/

Skills RequiredAttitude Required

Gap Identified Solution Required

Conclusion

• "Some leaders cannot manage— some managers cannot lead."

• It's vital for senior individuals in positions of great responsibility to be able to play both roles: the boss who cannot manage will kill an organization just as fast as one who cannot lead. But the person who can do both, they are on the path to success.