Entrepreneurial Leadership and Management . . . and Other Stuff

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Dec
11

Revisiting Leadership vs. Management

A couple of months ago, I wrote a post titled Leadership vs. Management.  I followed it up with another on the topic titled, So, You Wanna Be a Leader . . . ”  The core of both posts is my strong belief that leadership and management are two very different skills that are frequently thought of as one.  I contend that there are very few people with great management AND great leadership abilities.  Recognition of this fact will general help people be better leaders AND better managers.

Recently, I stumbled upon a site, BuildingBrands (no affiliation),that has a great entry titled, Are You a Manager or a Leader?  There are several definitions and anecdotes that make the difference between leaders and managers more clear.  I especially like the author’s use of “contrasting words” to describe the two disciplines.

MANAGERS

administer

are a copy

maintain

systems/structure focus

control

short-term

how/when

bottom line

imitate

accept

good soldier

do things right

LEADERS

innovate

are an original

develop

people focus

trust

long-range

what/why

horizon

originate

challenge

own person

do the right thing

While I don’t agree with all of the author’s contrasts – good managers are originals in their own right and innovate constantly, I think his table points out the contrasting qualities of each function and helps emphasize how different they actually are.

It’s a great web site.  Check it out.

 

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 December 11th, 2006  
 Will  
 Leadership, Management  
   
 4 Comments

4 Responses to Revisiting Leadership vs. Management

  1. Pingback: Selling Your Vision « 2-Speed

  2. Pingback: Joe Matthew

  3. Beyond MANAGEMENT and LEADERSHIP: Behold LEADAGEMENT
    By BISIKAY, Director, The Global LEADAGEMENT Institute, London bisikay@gmail.com
    MANAGEMENT’S NEXT BIG IDEA…”LEADAGEMENT!”
    I have come to realise that once we moved away from MANAGERIALISM to, and, from the LEADERSHIP models of EXECUTIVE deployment and development, a new paradigm could now emerge, which I am exploring in the new concept of “LEADAGEMENT: The SUPER-MODEL of Higher Executive Development Beyond Management and Leadership”.
    Myself and a few colleagues are working on this super-model through the newly established GLOBAL LEADAGEMENT INSTITUTE, in London, UK. We believe that MANAGERIALISM is not enough, and that LEADERSHIP is not enough either. Current concerns about optimising executives’ PERFORMANCE worldwide have given us the impetus for the LEADAGEMENT project. The way forward, we have come to conclude, is in the SYNTHESIS of both of the current executive models inherited from past generations.
    The basic principles of MANAGEMENT and those of LEADERSHIP practices are easily reducible to CONCEPTS that can become synthesised in the wholistic system of LEADAGEMENT, which hopefully in due course give us LEADAGERS: the dynamic HYBRID Super-EXECUTIVES, the Leader-Managers or the Manager-Leaders of tomorrow.
    We are already working to see how LEADAGEMENT practice helps to produce higher Executive PERFORMANCE among organisations administrative cadres.

    LEADAGING TOMORROW’S ORGANISATION

    From our observation of the current ORGANISATIONAL structures around the world, one has found that there is a traditional DUALISATION of the headship of corporations and institution into the conventional positions of the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), on one hand , and that of the CHAIRMAN on the other. Now, we would like to suggest here, in line with the principles and practices of LEADAGEMENT, that the COMBINATION of the Corporate Roles of the CHAIRMAN and the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), or the MANAGING DIRECTOR (MD), could be given to the newly conceived position of the LEADAGER.

    We are convinced that both the MANAGER and his/her MANAGERIAL role as well as the CHAIRMAN and his/her LEADERSHIP role will be synthesised into the LEADAGEMENT role for tomorrow’s organisations

    Below is an OUTLINE of LEADAGEMENT, the future EXECUTIVE Development and Deployment system.

    LEADAGEMENT: BEYOND MANAGEMENT AND LEADERSHIP

    BACKGROUND:

    The 4 Operational and Developmental STAGES of Global Executive Functions of GOVERNANCE could be viewed as follows:

    STAGE 1: ADMINISTRATION
    STAGE 2: MANAGEMENT
    STAGE 3: LEADERSHIP
    STAGE 4: LEADAGEMENT

    LEADAGEMENT is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP.

    LEADAGEMENT involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity.

    LEADAGEMENT: THE DEFINITIONS

    (1) LEADAGEMENT
    Leadagement is the organic integration of management and leadership principles and practices in a synergetic, systematic and strategic way for the most effective and efficient executive and administrative productivity.

    Leadagement is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP.

    Leadagement involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity.

    Leadagement is really the essence of global executiveness.

    Leadagement as a WORD is derived from the combination of LEADership and manAGEMENT .

    (2) LEADAGE
    Leadage is how to both lead to manage and to manage to lead for maximum productivity and quality in the executive and administrative function.

    Leadage as a WORD is derived from the combination of LEAD and manAGE

    (3) LEADAGING
    Leadaging is the dynamic processs of managing leadership and leading management roles and functions for the most productive and qualitative performance of global executiveness.

    Leadaging as a WORD is derived from the combination of LEADing and managing

    (4) LEADAGER
    A Leadager is an efficient manager-leader who is at the same time an effective leader-manager, performing their leadaging role beyond just managing or leading an organisation or nation successfully.

    Leadager as a WORD is derived from the combination of LEADer and manAGER

    WHY LEADAGEMENT

    There is a GLOBAL need for the philosophical and operational SYNTHESIS of the basic Principles / Practices / Prospects / Processes of MANAGEMENT and LEADERSHIP, thereby taking CORPORATE GOVERNANCE to the required next level of development !

    There is a general acknowledgement of the NEED to make great MANAGERS function better as good LEADERS too. And it is vice versa for great LEADERS as well to function as good MANAGERS. But what about what I would like to refer to as “EXECUTIVE DISSONANCE”, whereby a manager would only want to perform their executive role simply and solely within MANAGERIALISM, and the organisational leader wanting to perform strictly within LEADERSHIPISM, and whereby both executive officers finding it very difficult to switch between the two administrative and governance paradigms, even when and if they are consciously trying to be flexible in the executive performances to reflect both their MANAGERSHIP as well as LEADERSHIP roles and goals .

    The observable EFFECT of this “Executive Disonance” is the imbalance in the expected OUTCOMES of Management and Leadership PERFORMANCE in terms of compromising of EFFICIENCY for EFFECTIVENESS and vice versa. We would like to hypothesise that LEADAGEMENT Practice will help organisations and their executives achieve a better balancing of ADMINISTRATIVE and GOVERNANCE outcomes.

    There is MANAGEMENT in LEADERSHIP, as there is LEADERSHIP in MANAGEMENT, while both are really embedded in LEADAGEMENT. It makes our task of EXECUTIVE development and deployment much easier if and when we apply the super-model of LEADAGEMENT without needing to continuously switch from neither MANAGEMENT to LEADERSHIP, nor from LEADERSHIP to MANAGEMENT.

    LEADAGEMENT DEVELOPMENT

    We anticipate that sooner or later, people and organisations would want to be in the league of the most productive executives, globally, whereby every good and great MANAGERS and LEADERS everywhere will require to ADVANCE themselves and their organisations further and higher with LEADAGEMENT from now on as the pioneer new world LEADAGERS !

    We earnestly seek contributions from all cadres of EXECUTIVES and the general public, GLOBALLY, on our ongoing efforts at developing and propagating the new subject of LEADAGEMENT.

    Out task now is how to make the new subject of LEADAGEMENT live up to its billing

  4. Beyond MANAGEMENT and LEADERSHIP: Behold LEADAGEMENT
    By BISIKAY, Director, The Global LEADAGEMENT Institute, London bisikay@gmail.com
    MANAGEMENT’S NEXT BIG IDEA…”LEADAGEMENT!”
    I have come to realise that once we moved away from MANAGERIALISM to, and, from the LEADERSHIP models of EXECUTIVE deployment and development, a new paradigm could now emerge, which I am exploring in the new concept of “LEADAGEMENT: The SUPER-MODEL of Higher Executive Development Beyond Management and Leadership”.
    Myself and a few colleagues are working on this super-model through the newly established GLOBAL LEADAGEMENT INSTITUTE, in London, UK. We believe that MANAGERIALISM is not enough, and that LEADERSHIP is not enough either. Current concerns about optimising executives’ PERFORMANCE worldwide have given us the impetus for the LEADAGEMENT project. The way forward, we have come to conclude, is in the SYNTHESIS of both of the current executive models inherited from past generations.
    The basic principles of MANAGEMENT and those of LEADERSHIP practices are easily reducible to CONCEPTS that can become synthesised in the wholistic system of LEADAGEMENT, which hopefully in due course give us LEADAGERS: the dynamic HYBRID Super-EXECUTIVES, the Leader-Managers or the Manager-Leaders of tomorrow.
    We are already working to see how LEADAGEMENT practice helps to produce higher Executive PERFORMANCE among organisations administrative cadres.

    LEADAGING TOMORROW’S ORGANISATION

    From our observation of the current ORGANISATIONAL structures around the world, one has found that there is a traditional DUALISATION of the headship of corporations and institution into the conventional positions of the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), on one hand , and that of the CHAIRMAN on the other. Now, we would like to suggest here, in line with the principles and practices of LEADAGEMENT, that the COMBINATION of the Corporate Roles of the CHAIRMAN and the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), or the MANAGING DIRECTOR (MD), could be given to the newly conceived position of the LEADAGER.

    We are convinced that both the MANAGER and his/her MANAGERIAL role as well as the CHAIRMAN and his/her LEADERSHIP role will be synthesised into the LEADAGEMENT role for tomorrow’s organisations

    Below is an OUTLINE of LEADAGEMENT, the future EXECUTIVE Development and Deployment system.

    LEADAGEMENT: BEYOND MANAGEMENT AND LEADERSHIP

    BACKGROUND:

    The 4 Operational and Developmental STAGES of Global Executive Functions of GOVERNANCE could be viewed as follows:

    STAGE 1: ADMINISTRATION
    STAGE 2: MANAGEMENT
    STAGE 3: LEADERSHIP
    STAGE 4: LEADAGEMENT

    LEADAGEMENT is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP.

    LEADAGEMENT involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity.

    LEADAGEMENT: THE DEFINITIONS

    (1) LEADAGEMENT
    Leadagement is the organic integration of management and leadership principles and practices in a synergetic, systematic and strategic way for the most effective and efficient executive and administrative productivity.

    Leadagement is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP.

    Leadagement involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity.

    Leadagement is really the essence of global executiveness.

    Leadagement as a WORD is derived from the combination of LEADership and manAGEMENT .

    (2) LEADAGE
    Leadage is how to both lead to manage and to manage to lead for maximum productivity and quality in the executive and administrative function.

    Leadage as a WORD is derived from the combination of LEAD and manAGE

    (3) LEADAGING
    Leadaging is the dynamic processs of managing leadership and leading management roles and functions for the most productive and qualitative performance of global executiveness.

    Leadaging as a WORD is derived from the combination of LEADing and managing

    (4) LEADAGER
    A Leadager is an efficient manager-leader who is at the same time an effective leader-manager, performing their leadaging role beyond just managing or leading an organisation or nation successfully.

    Leadager as a WORD is derived from the combination of LEADer and manAGER

    WHY LEADAGEMENT

    There is a GLOBAL need for the philosophical and operational SYNTHESIS of the basic Principles / Practices / Prospects / Processes of MANAGEMENT and LEADERSHIP, thereby taking CORPORATE GOVERNANCE to the required next level of development !

    There is a general acknowledgement of the NEED to make great MANAGERS function better as good LEADERS too. And it is vice versa for great LEADERS as well to function as good MANAGERS. But what about what I would like to refer to as “EXECUTIVE DISSONANCE”, whereby a manager would only want to perform their executive role simply and solely within MANAGERIALISM, and the organisational leader wanting to perform strictly within LEADERSHIPISM, and whereby both executive officers finding it very difficult to switch between the two administrative and governance paradigms, even when and if they are consciously trying to be flexible in the executive performances to reflect both their MANAGERSHIP as well as LEADERSHIP roles and goals .

    The observable EFFECT of this “Executive Disonance” is the imbalance in the expected OUTCOMES of Management and Leadership PERFORMANCE in terms of compromising of EFFICIENCY for EFFECTIVENESS and vice versa. We would like to hypothesise that LEADAGEMENT Practice will help organisations and their executives achieve a better balancing of ADMINISTRATIVE and GOVERNANCE outcomes.

    There is MANAGEMENT in LEADERSHIP, as there is LEADERSHIP in MANAGEMENT, while both are really embedded in LEADAGEMENT. It makes our task of EXECUTIVE development and deployment much easier if and when we apply the super-model of LEADAGEMENT without needing to continuously switch from neither MANAGEMENT to LEADERSHIP, nor from LEADERSHIP to MANAGEMENT.

    LEADAGEMENT DEVELOPMENT

    We anticipate that sooner or later, people and organisations would want to be in the league of the most productive executives, globally, whereby every good and great MANAGERS and LEADERS everywhere will require to ADVANCE themselves and their organisations further and higher with LEADAGEMENT from now on as the pioneer new world LEADAGERS !

    We earnestly seek contributions from all cadres of EXECUTIVES and the general public, GLOBALLY, on our ongoing efforts at developing and propagating the new subject of LEADAGEMENT.

    Out task now is how to make the new subject of LEADAGEMENT live up to its billing

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