1. Leadership and Management Differences? Dick Heimovics

2. Management and Leadership have distinguishing functions, along with required actions that require different behavior skills. (Often find good leaders are also good managers and vice versa.) Management = Leadership?

3. The Etymology (Origin) of the word “Management” Manage. Latin manus, hand, originally to train a horse; mandiare to hold and/or to control. Thus, a mane, the hair of a horse used to control, direct, manipulate.

4. Management Creating an agenda: Planning and Budgeting. Developing a human network for achieving the agenda: Execution the agenda Outcome: Producing a degree of efficiency, predictability, and order, and has the potential of consistently producing key results expected by various stakeholders. POSCORB =1950/60’s A Force for Change, John P. Kotter. The Free Press. 1990

5. Dimensions of Management: more the Structural and Human Resource Frames Planning and Implementing Organizing Staffing COordinating Reporting Budgeting Results Orientation DOING THINGS RIGHT, e.g., e.g., treating people right (HR) and being efficient (ST.)

6. Dimensions of Leadership: requires all 4 frames Creating an agenda: Establishing Direction. ST Developing a human network for achieving the agenda: Aligning people. ST HR Execution: Motivating and Inspiring. HR P Sym Interpersonal Flexibility HR A Force for Change, John P. Kotter. The Free Press. 1990

7. Dimensions of Leadership (continued) Strategic Thinking: Putting it all together S, HR, P, SYM Building and Sustaining Networks, S, P Energizing and Empowering Others HR, SYM Influencing Others HR,P,SYM LEADERSHIP IS DOING THE RIGHT THINGS AS DISTINCT FROM DOING THINGS THE RIGHT WAY

8. Leader. Anglos-Saxon laedan, originally to travel or to “go,” going “before” The Etymology of “Leadership”

9. Doing Right Things Wrong Doing Right Things Right Doing Wrong Things Wrong Effectiveness “Doing the Right Things” The Effectiveness/Efficiency Grid Efficiency “Doing Things Right” Doing Wrong Things Right III IVIII

10. Too much emphasis on one or the other can have undesirable effects. Consider an organization with an overbearing degree of management emphasis and a lack of leadership-based influence. The Balancing Game

11. Management Emphasis Advantages Priority is based upon short timetables, details, and eliminating risk. Focus on specialization and fitting people with jobs. Emphasis on containment and predictability.

12. Management Emphasis Disadvantages Lack of big picture perspective Overly bureaucratic Lack of integration Overly rigid Inept with dealing with change Not innovative

13. A strong emphasis on short time frames and details with little focus on the long-term, the big picture, strategies that take calculated risks, and people’s values, plus… A strong focus on specialization and compliance to rules, plus,… A strong focus on control with little emphasis on expansion, empowerment, and inspiration. A firm that is rigid, not innovative, and thus incapable of dealing with changes in its competitive environment; performance deteriorates slowly if the firm is in a strong market position, quickly if it is not. Source: John P. Kotter. A Force for Change. New York: Free Press, 1990. Consequences of Strong Management with Weak Leadership

14. Strong long-term vision without short- term planning and budgeting, plus… An almost cult-like culture without much specialization, structures, and rules. A situation that eventually gets out of control - critical deadlines, budgets, and promises are not met- threatening the existence of the organization. Source: John P. Kotter. A Force for Change. New York: Free Press, 1990 Consequences of Strong Leadership with Weak Management in a Complex Organization