Leadership and Management: Explaining the difference

And ways to do both better!

Nancy Hubbard

College of Business

Today’s session

• Definition of management
• Definition of leadership
• Characteristics of a good leader—group exercise
• A leadership model for a fast paced world
• Exercise
• Wrap up

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Management is a series of task oriented actions

• Managing is:
• Planning
• Staffing
• Organizing
• Commanding
• Coordinating
• Controlling

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Fayol

A little more meat on the bones...

• Planning—drawing up your plan of action on how to approach your objectives

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• Staffing—making sure you have the right people to use the resources effectively to achieve your objective

• Organizing—dividing tasks and functions to ensure things run smoothly (includes ensuring you have the tools, and materials to do the job)

• Commanding—giving clear instructions and direction so that employees know exactly what is expected of them

• Coordinating—optimize interactions between the various organizational activities

And last but not least...control

• Control takes place in a three-step process:
• Measure and report on actual performance (based on the plan)
• Compare results with performance and standards
• Take corrective or preventive measures as needed

What is a definition of leadership?

Two common definitions:

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• The ability to influence others

• The ability to motivate others to achieve a common goal

Organizational leadership is slightly different

• Organizations inherently create hierarchies of power and authority

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• Leaders punch above their weight in those hierarchies

A visualization

Mastercook.com

Managerial

authority

Role

Leadership

Janellefletcher.com

Kouzes and Posner what characteristics do we want in a leader? �(group exercise)

In small groups, think about what five characteristics do you want most from a leader?

Kouzes and Posner what do we want in a leader?

• Honest
• Forward-looking
• Inspirational
• Competent
• Fair-minded
• Supportive
• Broad-minded
• Intelligent
• Straightforward
• Dependable

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Easy to see where leadership (motivating and influencing) can impact management

• Managing is:
• Plan
• Staff
• Organize
• Command
• Coordinate
• Control

In groups where do you see the ten Kouzes and Posner characteristics being important—give an example of each

• Honest
• Forward-looking
• Inspirational
• Competent
• Fair-minded
• Supportive
• Broad-minded
• Intelligent
• Straightforward
• Dependable

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Great leaders learn to modify their style depending on:

• the situation
• what resources are available
• their team’s skill sets, and
• organizational culture

Everyone has a preferred leadership style but

Leadership style depends on context

‘You are a market leader and your people are coming up with a lot of ideas related to the expansion of your business.

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You have just redefined the vision of the team and you know that your people are committed to it.

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You must leave for a business trip (and be away for one week) and you are thinking about what you should say to the team before leaving.’

Dr. Pierre Casse,

Academic Dean Emeritus of the Berlin School of Creative Leadership

Let’s think about this situation...

Dr. Pierre Casse,

Academic Dean Emeritus of the Berlin School of Creative Leadership

• Do not say anything.
• Share some of your key business ideas about the future of your business—keep them thinking.
• Have a last meeting and check that everything is okay.
• State your expectations and set up a timetable before leaving.

Your choice will indicate

your natural leadership style

Leadership Styles rely on two axis: imagination and execution

• Two axis:
• Imagination—the ability to produce new ideas to meet new challenges and opportunities
• Execution—the ability to assess, decide, develop, and implement ideas

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Both have strengths and challenges

Casse, 2011

Issues and challenges of Imagination

• Imagination:
• Only effective in a high trust organizational cultures because need to avoid fear of failure and retribution
• Needs to have strong culture of collaboration and mechanisms built in
• Requires excellent flows of communication to coordinate both up down and horizontally
• Relies on transparency of decision making
• Relies on codified and enforced rules
• All will give you innovation (example 3M’s 30% rule)

Issues and challenges of Execution

• The ability to take ideas and turn them into concrete and implementable results
• Decisive leadership and ability to implement (either directly or through teams)
• Strong project management skills (example military)
• Execution minded leaders tend to be very results driven—ideas are great only when they lead to results
• This can lead to short termism
• If done without consultation can lead to feeling of being unheard, create a culture of exclusion, and attract dictators.

Leadership model for a quickly changing world

Think and let them do:

Leading by the side

High

High

Low

Low

Imagination

Watch them do:

Leading from the rear

Execution

Think and do with them:

Leading from within

Do now!

Leading from the front

LEADING

BY

DOING

LEADING

BY

TEAM WORKING

LEADING

BY

INSPIRING

LEADING

BY

EMPOWERING

Casse, 2011

LEADING

BY

DOING

• High execution and low imagination
• Lead by example with little discussion or brainstorming
• Commando style—often sales teams within tight rules or constraints of performance (bank trading floor) or special teams military operations (SEALS)

High

High

Low

Low

Execution

Imagination

LEADING �BY �TEAM WORKING�

• High on both imagination and execution
• Brainstorming, create great ideas, transform them into an action plan, implement them, and then measure (OR CONTROL) the results
• Great when done well—the “most desired leadership style”
• BUT often not done well, camel building, and time consuming—and requires high trust culture

High

High

Low

Low

Execution

Imagination

LEADING �BY �INSPIRING�

• Strong on imagination and low on execution
• Leader drops the creative ‘bomb’ and then walks away for the team to autonomously build the solution
• Used intentionally in in tech, research and development, and the arts for truly out of the box thinking
• When done badly (which is most of the time) leads to no decisions being taken
• ‘Lots of talk and no action’...

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High

High

Low

Low

Execution

Imagination

LEADING �BY�EMPOWERING�

• Low on execution and imagination
• Sounds passive, but is not!
• The leader trusts his/her people in the situation to do their jobs—come up with ideas, develop and implement them with the proper controls
• The leader is there if the team needs help
• The leader:
• visions,
• sets up support systems,
• lets the team do their jobs, and
• recognizes achievement (of the team)

High

High

Low

Low

Execution

Imagination

Leadership model for a quickly changing world

Think and let them do:

Leading by the side

High

High

Low

Low

Imagination

Watch them do:

Leading from the rear

Execution

Think and do with them:

Leading from within

Do now!

Leading from the front

LEADING

BY

DOING

LEADING

BY

TEAM WORKING

LEADING

BY

INSPIRING

LEADING

BY

EMPOWERING

Casse, 2011

BUSINESS SITUATION

ENTREPRENEURIAL

HIGH RISK

PEOPLE’S COMPETENCE AND COMMITMENT

HIGH

LOW

CORPORATE CULTURE

CONSERVATIVE

LOW RISK

Let’s think about this situation...

‘You are a market leader and your people are coming up with a lot of ideas related to the expansion of your business. You have just redefined the vision of the team and you know that your people are committed to it. You must leave for a business trip (and be away for one week) and you are thinking about what you should say to the team before leaving.’

​

Dr. Pierre Casse,

Academic Dean Emeritus of the Berlin School of Creative Leadership

• Do not say anything.
• Share some of your key business ideas about the future of your business—keep them thinking. Have a last meeting and check that everything is okay.
• State your expectations and set up a timetable before leaving.

Your choice will indicate

your natural leadership style

Your first answer to this question will indicate your natural leadership style

• Do not say anything. (LEAD BY EMPOWERING)
• Share some of your key business ideas about the future of your business—keep them thinking. (LEAD BY INSPIRING)
• Have a last meeting and check that everything is okay. (LEAD BY TEAMWORKING)
• State your expectations and set up a timetable before leaving. (LEAD BY DOING)

Leadership model for a quickly changing world

Think and let them do:

Leading by the side

High

High

Low

Low

Imagination

Watch them do:

Leading from the rear

Execution

Think and do with them:

Leading from within

Do now!

Leading from the front

LEADING

BY

DOING

LEADING

BY

TEAM WORKING

LEADING

BY

INSPIRING

LEADING

BY

EMPOWERING

Casse, 2011

BUSINESS SITUATION

ENTREPRENEURIAL

HIGH RISK

PEOPLE’S COMPETENCE AND COMMITMENT

HIGH

LOW

CORPORATE CULTURE

CONSERVATIVE

LOW RISK

Don’t forget the role of leadership in following

https://www.youtube.com/watch?v=fW8amMCVAJQ

Conclusion

• To quote Simon Sinek—once you are a manager, “You are not in charge, you are responsible for those in your charge”.
• But anyone can be a leader, even a follower!

Another excellent resource on leadership in management

• Most Leaders Don’t Even Know the Game They’re In

(Simon Sinek) 35 minutes

https://youtu.be/RyTQ5-SQYTo