Is Leadership more than Management, or is it just an aspiration?

There is a debate we need to address, and that is the distinction between leadership and management. Chris Mabey suggests that seperating the qualities of leaders and managers is traced back to Zaleznick (1977). Kotter (1990) reinforced this distinction, that:

Good management brings order, consistency and quality to otherwise chaotic organisations

Contrasting this with leadership which is preparing the organisation for change and helping employees cope with the struggle of changing it.

But now
   Organisations are 'de-layered' - the defined functions of "management" are less absolute and a manager's power base of influence has had to shift from positional power to personal. The traditional theories (theory X etc) and frameworks are seen to be lacking and more emergent leadership rather than prescribed. Management and leadership has been greatly studies form a western, male perspective - this is changing

The split may simply be part of the aspirational values attached to leadership over management. Though it appears that effective and successful leaders, according to our research demonstrate five competency areas that go beyond 'management'. They: 1. 2. 3. 4. 5. Use the exchange principle Take responsibility Earn the right to lead Communicate a shared vision Show flexibility in their leadership

© 2010 Dr. John Kenworthy

Mapping the ‘traditional’ managerial competencies shows how ’agile’ leaders go beyond the expected managerial standards: Managerial competency Agile Leadership Observable outcomes Critically analyses and assess the facts and emotions, judges business case for Deliberately considers others Developing the Vision action, creates plans of actions tailored viewpoints, environment and Critically assesses and to emotional climate and culture, context and changes plans analyses the facts, reviews implementation of plans accordingly clearly articulating judges business case for continuously and adapts to changing the reason for change and action, creates plan of circumstances, reviews successes and how the revised plans meet or action, measures results. failures, measures and accepts exceed the objectives. personal responsibility for results. Gaining Support Shared Vision Has a vision of the objectives and the Has a vision of the strategies to achieve objectives and objectives and the communicates the vision effectively to Consults and discusses with strategies to achieve stakeholders advocating and peers, staff and other objectives and connecting the vision to personal stakeholders. communicate the vision values, engaging stakeholders at an effectively to emotional level such that followers stakeholders. believe in the vision for themselves. Right to lead Earns the right to lead by Sharing the Goals Articulates ownership of demonstrating ability and interDemonstrates ability to responsibility identifying personal sensitivity to gain lead aligned to positional corrective action and praise as followership with or without power. appropriate. positional power. Flexibility Takes Delivering Success Takes responsibility for actions, projects and people. Takes initiative and generates activity. Takes responsibility for all actions, responsibility for all decisions. Personally reviews actions, accepting liability. Encourages initiatives from others and generates activity taking responsibility for others initiatives encouraged. Gaining Support & Delivering Success Establishes good relationships with others and accepts that alternative viewpoints exist. Implements plans based on single or limited viewpoints. Exchange Principle Establishes good relationships with others and understands alternative viewpoint to that of all stakeholders based on known values and ideologies. Implements plans based on multiple viewpoints. Advocates the vision adjusting communication to individuals have a common understanding of the vision and a stated belief in its achievement. responsibility projects and people and takes Practices own articulated values and beliefs ("walks the walk")

viewpoints, deliberately changing own and different groups who then

© 2010 Dr. John Kenworthy

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