JOUR 533 Notes

Leadership vs. Management

Differences:
 Leaders are people centered; managers are task centered
 Leaders create a vision - managers create goals
 Leaders are change agents - managers maintain the status quo
 Leaders are unique - managers copy
 Leaders take risks - managers control risk
 Leaders are in it for the long haul - managers think short-term
 Leaders grow personally - managers rely on existing, proven skills
 Leaders build relationships - managers build systems and processes
 Leaders coach - managers direct
 Leaders create fans - managers have employees

Leadership
 Leaders work with emotions and motivations. They are less tangible than behavior, but
equally systematic
 Effective leadership results in desire. The person you lead wants to do what you
motivate them to do
 Leaders’ influence comes from emotional and social skills. To improve as a leader,
develop your social and emotional skills

Management
 Managers deal with behavior and things you can see
 Effective management results in compliance. The person you manage does what you
instruct 
 Managers’ influence comes from authority. To improve as a manager, improve your
ability to give instruction

Key Differences
 Extreme cases help illuminate the difference
 Leadership without management is dreaming. A team with leadership but no
management is lucky to get jobs done
 Management without leadership is the DMV– bureaucracy without passion. A team with
management without leadership rarely excels, nor do people like working in it

Key Similarities
 Both involve motivating and influencing others. But improve with experience. Both are
necessary

Which should you develop?

 You don’t personally need both, but a team with complex goals does
 If you lack one and the team needs it, you can find someone whose skills complement
yours to do what you lack

Counting Value vs. Creating Value

 You’re probably counting value, not adding it, if you’re managing people
 By contrast, leaders focus on creating value, saying: “I’d like you to handle A while I deal
with B”
  Generates value over and above that which the team creates and is as much a value-
creator as their followers are
 Leading by example and leading by enabling people are the hallmarks of action-based
leadership

Circles of Influence vs. Circles of Power

 Managers have subordinates and leaders have followers
 Managers create circles of power while leaders create circles of influence
 Count the number of people outside your reporting hierarchy who come to you for
advice. The more that do, the more likely it is that your are perceived to be a leader

Management
 The routine decisions and administrative work related to the daily operations of the
organization
 Management decisions should support or implement goals and values defined by
governing bodies (such as Board of Directors) and documents (such as bylaws)

Governance
 Oversight and decision-making related to strategic direction, financial planning, and
bylaws - the set of core policies that outline the organization’s purpose, values, and
structure
 Governance decisions should provide guidelines for management
 In most cooperatives, all members are empowered to run for and elect the governing
body (often called the Board of Directors) and/or vote on certain governance decisions,
such as changes to the bylaws