What Is The Difference Between

Management And Leadership?

Terina Allen Contributor
Careers
I cover careers, professional advancement and leadership development.

Leadership and management are both necessary, but they are

different.

Leadership and management are both necessary competencies that add

institutional value. Neither is superior or inferior to the other; they are just
different. We manage things such as programs, budgets, contracts, projects
and processes, but we should be leading people. The idea of ‘managing’
people just sounds demeaning in the 21st century. Many of us wear both
hats, but we need to understand the difference so that we appropriately flex
within and between the two roles.
PROMOTED

Has your boss or supervisor ever said any of this to you – I am your
manager; I am managing you; or I manage ten people? What did it make
you think? How did this make you feel?

In business school and graduate school, I learned that management is the

act or skill of directing, controlling, handling, deciding, overseeing, etc. Not
even one of these words fits in with anything I want another person doing
to me or for me. How about you? I also learned that leadership is about
influencing, developing, coaching, guiding, mentoring or supervising
people. So we need to be leading people and managing all that other stuff.
The distinction is real and it matters.

If the ‘experts’ in the field keep getting this wrong how can we expect mid-
level managers and executives to get this right? The perpetual lack of
understanding with these concepts is holding people back in their careers,
and it is negatively impacting organizational success.

There are people who are great leaders but horrible managers, and there
are people who are great managers and horrible leaders. How can this be?
Because these two competencies require different skillsets. Too often hiring
managers want to hire someone to lead but they focus the entire job
analysis and interview on management and vice versa.
If you want to hire a manager, define the competencies for that role based
on what management is all about. If you want to hire a leader, define the
competencies for that role based on what leadership is all about. If you
want to hire someone who will be competent in both, be sure to outline
what that looks like then create an appropriate position description and ask
the right questions during the interview.

Management is typically reflected via one’s title, but leadership

isn’t.

One can hold the title of manager and never actually have staff or
employees under his direction because he is (shall I say it again) ‘managing’
a program, a budget, a project or an enterprise that he actually has control
over and needs to direct, handle and oversee effectively.

Management happens with one or more decision makers for a particular

unit/department/division/organization where there exists a ‘thing’ to be
managed, controlled, handled, directed or overseen. The
unit/department/division/organization has a budget, program, service,
contract or process (a thing) to be managed. However, the people within
the respective section need to be (and I assert they prefer to be) led.

To be a leader one needs others whom he can influence or impact in some

way (some people call these followers). It is not a requirement that these
people be under his direct span of control in the normal supervisory lines,
but they must be within his circle of influence. Leaders can – and do – lead
down, across and up. We lead (influence) subordinates, colleagues, team
members and even our superiors. This is why we now understand
that leadership can and does happen at every level within an organization.

Leadership is about helping ordinary people get extraordinary results. It is

about developing critical thinking, problem solving and process
improvement skills in others and giving them the opportunity to apply
these skills and have input on decisions. Leaders are charged to ask the
questions that compel others (at every level) to consider choices, actually
think and then provide recommendations to others.

Leadership is not about titles. It is not about seniority. It is not about

status, and it is not about management. Leadership is about power and the
ability to know when and how to use it to influence the people around you
to do and become more! Transformational leadership is about using your
actions to elevate others and put them on their path to greatness.

You can be a leader and never actually formally supervise employees, and

you can be a manager and never actually have formal authority over a staff
or team. It is important to note, however, that one's position title is not a
reflection of whether he is capable of doing either (leading or managing)
very well.

The wrap up: Manage things and lead people.

Manage things, even manage yourself, but when it comes to other people,
we prefer words like lead, supervise, coach, guide, mentor, etc. It keeps the
perspective away from trying to handle, oversee, direct or worse - control -
other individuals. That would not be appropriate (except in extreme
circumstances - safety, etc.).

I educate students, facilitate workshops for professionals at all levels and

provide consulting and executive coaching, and one thing I have been
pushing against for 20 years is this notion that we would ever actually be
able to effectively ‘manage’ anyone. Individual people have their own
minds, and they get to make their own choices. We can try to influence and
shape those choices and behaviors through leadership, but it is not
appropriate to attempt to direct and control them – this is what
management is supposed to be doing with “things.”

The whole notion of an ever-increasing knowledge workforce where people

are being hired and paid to think strategically, align themselves with
organizational missions and then deliver meaningful outcomes for internal
and external stakeholders is predicated on the idea (and hopefully practice)
of really having leaders develop other leaders and pull from the talent all
around them (above, across and beneath their own positions of authority).

Remember when you attempt to ‘manage’ other people, you are in effect
limiting or removing their choices – their power. And when you do this, you
end up losing everything (all the experience, education, training and
brilliance that you hired them for in the first place). Manage the things you
need to manage, but lead the people you are supposed to lead.