Leadership Versus Management
The terms leadership and management are often used interchangeably, but they are two distinctive
and complementary processes. This article briefly considers the key literature on the subject, before
moving on to offer some practical advice for managers who are moving up into more of a leadership
role.
What the literature says
There are many definitions of leadership, but the following one neatly encapsulates much of what the
essence of leadership is about:
Leadership is an influence relationship among leaders and followers who intend real changes that reflect
their shared purpose. [1]
Management, on the other hand, has been described as the:
Attainment of organisational goals in an effective and efficient manner through planning, organising, staffing,
directing and controlling organisational resource [2]
Leadership is thus about influencing people while management is about control and creating predictable
results.
Unfortunately, management is today regarded by some as being a lesser skill than leadership. Kotter
argues, however, that neither is better than, nor a replacement for, the other and that, ‘the real challenge is
to combine strong leadership and strong management and use each to balance the other’ [3].
Schoemaker and Russo, have produced the following comparison between management and leadership. [4]
Management
Direction
Planning and budgeting
Keeping an eye on the
bottom line
Alignment
Organising and staffing
Directing and controlling
Creating boundaries
Leadership
Creating vision and
strategy
Keeping an eye on the
horizon
Creating shared culture
and values
Helping others grow
Reducing boundaries
Relationships
Focusing on objects –
producing/selling goods and
services
Based on a position of
power
Acting as boss
Personal
Qualities
Emotional distance
Expert mind
Talking
Conformity
Focusing on people –
inspiring and motivating
followers
Based on personal power
Acting as coach, facilitator,
servant
Emotional connections
(Heart)
Open Mind (Mindfulness)
Listening (Communication)
Non-conformity (Courage)
Insight into organisation
Outcomes
Maintain stability
Insight into self (Integrity)
Creates change, often
radical change
Making the transition
Theorising about the differences between management and leadership is all very well, but how can leaders
make the transition from management to leadership in practice?
An important (and reassuring) thing for emerging leaders to appreciate is that what is expected of them as
they make the transition from management to leadership is significantly different to that of middle and senior
leaders. While more seasoned leaders are expected to have vision, be decisive and cool in a crisis,
research conducted by Jo Owen suggests that what organisations are looking for from emerging leaders is:
[5]
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adaptability – in other words, being flexible and demonstrating an ability to cope with change
self-confidence – having faith in your own abilities and ideas (not to be confused with arrogance!)
proactivity – the ability to spot opportunities and come up with ideas and improvements, and to take
on additional work or responsibility unprompted
reliability –performing consistently well and delivering on promises
ambition – having a clear idea about where you are going and how to achieve your goals
One of the best ways to help you to demonstrate these behaviours is to put yourself forward for challenging
work or projects. Using the services of a coach or mentor can also prove extremely beneficial in helping to
develop your leadership skills.
Starting as you mean to go on
According to Dan Ciampa and Michael Watkins, authors of Right From The Start: Taking Charge in a New
Leadership Role, what you do in your first few months in a leadership role defines how successful you are
likely to be. [6] Their suggestions for help in overcoming the tensions and challenges associated with a new
leadership role include:
Securing early wins
During the transition process, Ciampa and Watkins argue that a new leader must focus on energising
people and addressing short-term business challenges. Securing early wins with visible results can help
build confidence in your abilities.
Building your credibility
People’s early perceptions of you as a new leader have a strong impact on the development (or otherwise)
of your long-term credibility. It is important to cultivate productive working relationships with key influencers
quickly. According to Ciampa and Watkins, to build credibility you should:
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set high but realistic expectations
be accessible and approachable without appearing too familiar
be focused but flexible
be active and inspiring without causing undue friction
be willing to make tough calls but with compassion
Managing your learning
Continuous learning is an important part of the leadership journey. As a new leader, you will face many
competing demands on your time, and considerable pressure to get up to speed with unfamiliar systems
and strategies. It is important, however, not to dive straight in, but to take time to soak up knowledge and
reflect on it before taking action.
Preparing emotionally
Effective preparation for a new leadership role involves emotional as well as practical groundwork. Like
many leaders, you may find it helpful to use self-assessments and reflective techniques to gain perspective
and understand what is going on around you. It is also important to manage your stress levels. Finding ways
to relax and balance work and family life are important considerations, as it can be easy to lose perspective
as a new leader.
Seeking advice
As a new leader, finding the right advice and support can prevent you from feeling isolated or overwhelmed.
Ciampa and Watkins argue that different help is needed from a network of advisors who can offer a mix of
technical and political expertise, as well as offering personal support. It is important to choose such advisors
carefully, though, and to be mindful of their competence, trustworthiness and potential impact on your
reputation.
[1] Joseph C Rost, Leadership for the 21st Century (Praeger, 1993), p 102.
[2] R L Daft, Leadership Theory and Practice (Dryden Press, 1999).
[3] J P Kotter, ‘What Leaders Really Do’, Harvard Business Review (May/June 1990).
[4] Paul J Schoemaker and J Edward Russo, 'A Pyramid of Decision Approaches', California Management
Review (Fall 1993), 9-31.Copyright © 1993, by The Regents of the University of California. Reprinted from
the California Management Review, Vol. 36, No. 1. By permission of The Regents. All rights reserved. This
article is for personal viewing by individuals accessing the site. It is not to be copied, reproduced, or
otherwise disseminated without written permission from the California Management Review. By viewing this
document, you hereby agree to these terms. For permission reprints, contact: [email protected].
www.haas.berkeley.edu/cmr.
[5] Jo Owen, How to Lead (Pearson Education Ltd, 2005) p 17.
[6] Dan Ciampa and Michael Watkins, Right From The Start: Taking Charge In A New Leadership Role
(Harvard Business School Press, 1999).
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