Leading and managing | 165
‘The men of Issachar understood the timesand knew what Israel should do.’
1 Chronicles 12:32
Just as workplace fashions and ofce technology havechanged over the decades, so to have management styles.The leader as authority gure that the Boomers rst expe-rienced had shifted by the time Generation X enteredthe workplace. The 1980s ushered in author and manage-ment expert Ken Blanchard’s ‘situational leader’ who wouldrespond to the team and the situation. The shift from leader as commander to leader as collaborator gained momentumin the 1990s as author and psychologist Daniel Golemandeveloped his EQ (emotional intelligence quotient) tools.Managers recognised that staff did not respond to a whollypositional leader, but to a relational one. And so the shiftfrom leadership selection based on IQ (intelligence quo-tient) to EQ began. This was a time of change from the out-come-driven, authoritarian manager to the team-focused,authentic leader.This momentum has grown as the Gen Y-ers have joinedthe workforce. Such an empowered, options-rich generationare inspired by leaders who consult, involve and coach, notby managers who dictate and delegate from afar.
The difference between leadersand managers
Indeed, an interesting trend in management literature hasbeen the redened categories of leader and manager. Thereare some big differences between the archetypal process-driven manager and iconic visionary leader. The
denes a manager as: ‘A person controlling or administering a business.’
A leader is dened as: ‘A personwho causes others to go with him[/her], by guiding andshowing the way; guides by persuasion and argument.’
Some of the great thinkers and writers on leadership addclarity to the discussion:
is from the Anglo-Saxon word meaning a road, a way,a path. It’s knowing what the next step is. Managing is fromthe Latin, ‘manus’, a hand. It’s about handling, and is closelylinked with the idea of machines and came to prominencein the 19th century, as engineers and accountants emergedto run what had previously been entrepreneurial businesses.Managers can be appointed; leaders must be ratied in thehearts and the minds of those who work for them.
John Adair, author of books on business leadership
As do practitioners:
Leadership is often confused with management. As I see it,leadership revolves around vision, ideas, direction, and hasmore to do with inspiring people as to direction and goalsthan with day-to-day implementation. One can’t lead unlessone can leverage more than his own capabilities. You haveto be capable of inspiring other people to do things withoutactually sitting on top of them with a checklist.
John Sculley, partner in Sculley Brothers and former CEO of Apple