Newsletter - January 2009
Leading vs. Managing? Old Ideas, New Thoughts
January 8, 2009 - Lateyfa Ali
Volumes have been written on this subject and we often see the same phrases used to describe the differences: Leaders shape the vision, managers execute the vision. Leaders set direction, managers control direction. Leaders sit at the top of the organization and managers work throughout the organization. Leadership is doing the right thing and managing is doing things right.
Whatever your current view, one thing is strikingly clear: leaders and managers are being challenged and tested in new and complex ways in response to global business changes. In light of this, it is likely that many leaders and managers are re-assessing what is expected of them and what the differences in their roles actually are, or should be.
Great leaders can influence and empower as well as set the vision for the organization. But why can’t managers also develop, empower and facilitate changes in the organization? After all, organizations are asking everyone to leverage their strengths in response to new challenges. It’s often thought that leaders shape ideas while managers react to situations. Well, so many businesses are experiencing situations that never existed before that it’s difficult for leaders to stay ahead of the curve and visualize how and when the organization should assert itself in an ever changing business climate.
Maybe we’ve been too restrictive in defining leading and managing or too restrictive in interpreting the meaning of each. How cumbersome it must be for leaders at the top of the organization to think that they alone have all the answers. What about thought leadership? Acknowledged experts throughout the organization can certainly advance ideas and direction based on their deep knowledge of certain functions or areas of the business. Thought leaders can come from the ranks of mangers or individual contributors with ideas that can innovate and serve to reset organizational direction.
Perhaps we need to rethink how we look at this and ask ourselves: What are our expectations of leaders and managers in this new competitive global business climate? How should roles, styles, functions and relationships be carried out to tap the needs of the organization and the competence and passion of its leaders and managers? Should we continue to assign old definitions to today’s challenges? Or should we look at the dynamic nature of innovation and change and embrace a concept of leadership and management that is interchangeable? Should we begin to look for leadership at all levels of the organization and promote leadership from all areas and levels of the organization? Should we encourage managers to fine tune their leadership capabilities and use a blend of both to drive the organization forward?
To develop these ideas, think about your own role as a manager or a leader. How often are you as a manager called on to lead and you as a leader called on to manage? Can you be an inspirational manager who motivates and empowers others to achieve results (Leadership?). Are there times as a leader when you inspire others by being more tactical (Management) and less visionary?
The distinctions between leading and managing are important, but perhaps more important is how we encourage the use and development of leadership and management skills and competence in our organization. Maybe, in our current and future business climate, leadership and management means using just-in- time, well-honed competencies to sustain a competitive, cutting-edge and profitable organization, no matter what the current definition.
Lateyfa Ali is president and general manager of OI Partners - E.K. Ward & Associates (New York), a human resource consulting firm specializing in supporting effective leadership practices, alignment, development and assessment. She can be reached at 716-626-1188.