Chapter 1 What is the Difference Between Management and Leadership? •
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Leadership and management m$st go hand in hand,
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/or#ers need their managers not 0$st to assign tas#s "$t to deine p$rpose,
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anagers m$st organi+e wor#ers1 not 0$st to ma.imi+e ei!ien!y1 "$t to n$rt$re s#ills1 develop talent and inspire res$lts,
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Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business Leadership and management m$st go hand in hand, They are not the same thing, *$t they are ne!essarily lin#ed1 and !omplementary, 5ny eort to separate the two is li#ely to !a$se more pro"lems than it solves, Still1 m$!h in# has "een spent delineating the dieren!es, The manager6s 0o" is to plan1 organi+e and !oordinate, The leader6s 0o" is to inspire and motivate, In his 7898 "oo# :'n *e!oming a Leader1; /arren *ennis !omposed a list o the dieren!es< = The manager administers> the leader innovates, = The manager is a !opy> the leader is an original, = The manager maintains> the leader develops, = The manager o!$ses on systems and str$!t$re> the leader o!$ses on people, = The manager relies on !ontrol> the leader inspires tr$st, = The manager has a short-range view> the leader has a long-range perspe!tive, = The manager as#s how and when> the leader as#s what and why,
= The manager has his or her eye always on the "ottom line> the leader6s eye is on the hori+on, = The manager imitates> the leader originates, = The manager a!!epts the stat$s ?$o> the leader !hallenges it, = The manager is the !lassi! good soldier> the leader is his or her own person, = The manager does things right> the leader does the right thing, Perhaps there was a time when the !alling o the manager and that o the leader !o$ld "e separated, 5 oreman in an ind$strial-era a!tory pro"a"ly didn6t have to give m$!h tho$ght to what he was prod$!ing or to the people who were prod$!ing it, His or her 0o" was to ollow orders1 organi+e the wor#1 assign the right people to the ne!essary tas#s1 !oordinate the res$lts1 and ens$re the 0o" got done as ordered, The o!$s was on ei!ien!y, *$t in the new e!onomy1 where val$e !omes in!reasingly rom the #nowledge o people1 and where wor#ers are no longer $ndierentiated !ogs in an ind$strial ma!hine1 management and leadership are not easily separated, People loo# to their managers1 not 0$st to assign them a tas#1 "$t to deine or them a p$rpose, 5nd managers m$st organi+e wor#ers1 not 0$st to ma.imi+e ei!ien!y1 "$t to n$rt$re s#ills1 develop talent and inspire res$lts, The late management g$r$ Peter Dr$!#er was one o the irst to re!ogni+e this tr$th1 as he was to re!ogni+e so many other management tr$ths, He identiied the emergen!e o the :#nowledge wor#er1; and the proo$nd dieren!es that wo$ld !a$se in the wa y "$siness was organi+ed, /ith the rise o the #nowledge wor#er1 :one does not @manage6 people1; r, Dr$!#er wrote, :The tas# is to lead people, 5nd the goal is to ma#e prod$!tive the spe!ii! strengths and #nowledge o every individ$al,;
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Chapter ' What are the Common Mista#es of (ew Managers? •
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Demonstrate to s$"ordinates yo$r a"ility to get things done, N$rt$re a strong sense o !ommon !ommitment to shared goals, Fo!$s on "$ilding a team1 not on riendship,
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Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business /hat are the !ommon mista#es o new managers2 4ood management has "een thoro$ghly st$died and is widely $nderstood1 "$t it is still more hono red in its "rea!h than in its pra!ti!e, ost new managers1 in parti!$lar1 get it wrong, Harvard *$siness S!hool Proessor Linda Hill st$dies those who "e!ome managers or the irst time1 and writes per!eptively a"o$t some o the !ommon myths and misper!eptions that lead to mista#es in their early da ys, 5mong them< M)th 1: anagers wield signii!ant a$thority,
New managers were oten stando$ts in their previo$s 0o"s1 and as s$!h1 en0oyed a air degree o independen!e and a$tonomy o a!tion, /ith a new 0o" and title1 they e.pe!t to eel more a$thority, /ell1 s$rprise) ost new managers report they are sho!#ed " y how !onstrained they eel, :They are enmeshed in a we" o relationships1; writes s, Hill in a C Harvard *$ siness arti!le !alled :*e!oming the *oss,; :Not only with s$"ordinates1 "$t also with "osses1 peers1 and others inside and o$tside the organi+ation1 all o whom ma#e relentless and oten !onli!ting demands on them, The res$lting daily ro$tine is press$red1 he!ti! an d ragmented,; She ?$otes one new leader saying< :*e!oming a manager is not a"o$t "e!oming a "oss, It6s a"o$t "e!oming a hostage,; %ntil new managers give $p on the myth o a$thority1 and re!ogni+e the need to nego tiate their way thro$gh a we" o interdependen!ies1 they are li#ely to a!e r$stration and ail$re, M)th ': 5$thority lows rom the manager6s position,
New managers re?$ently thin# that what a$thority they have is !onerred "y their title, *$t in a!t1 writes s, Hill1 :new managers soon learn that when dire!t reports are told to do something1 they don6t ne!essarily respond, In a!t1 the more talented the s$"ordinate1 the less li#ely she is to simply ollow orders,; 'ver time1 good managers ind they m$st earn their s$"ordinates6 respe!t and tr$st in order to e.er!ise signii!ant a$thority, They need to demonstrate to s$"ordinates their own !hara!ter1 their !ompeten!e1 and their a"ility to get things done "eore those s$"ordinates are li#ely to ollow their lead,
M)th *: anagers m$st !ontrol their dire!t reports,
New managers1 inse!$re in their roles1 oten see# a"sol$te !omplian!e to orders rom their s$"ordinates1 parti!$larly in their early days, *$t what they learn over time is that :!omplian!e; is not the same as :!ommitment,; :I people aren6t !ommitted1 they don6t ta#e the initiative1; writes s, Hill, :5nd i s$"ordinates aren6t ta#ing the initiative1 the manager !an6t delegate ee!tively, The !hallenge or managers is to n$rt$re a strong sense o !ommon !ommitment to shared goals = rather than one o "lind allegian!e to the managers6 di!tates, M)th +: anagers m$st o!$s on orging good individ$al relationships,
s, Hill says managers need to o!$s not on riendship1 "$t on "$ilding a team, :/hen new managers o!$s solely on one-on-one relationships1 they negle!t a $ndamental aspe!t o ee!tive leadership< harness the !olle!tive power o the gro$p to improve individ$al perorman!e and !ommitment1; she writes, :*y shaping team !$lt$re = the gro$p6s norms and val$es = a leader !an $nleash the pro"lem-solving prowess o the diverse talents that ma#e $p the team,; M)th ,: The manager6s 0o" is to ens$re things r$n smoothly,
eeping an operation r$nning smoothly is a dii!$lt tas#1 and !an a"sor" all o a n ew manager6s time and energy, *$t i that6s all the manager does1 writes s, Hill1 he or she is ma#ing a "ig mista#e, :New managers also need to reali+e they are responsi"le or re!ommending and initiating !hanges that will enhan!e their gro$ps6 perorman!e1; she writes, :'ten = and it !omes as a s$rprise to most = this means !hallenging organi+ational pro!esses or str$!t$res that e.ist a"ove and "eyond their area o ormal a$thority, 'nly when they $nderstand this part o the 0o" will they "egin to address serio$sly their leadership responsi"ilities,;
Chapter 3 Leadership Styles •
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5ll leadership styles !an "e!ome part o the leaderAs repertoire, Leadership styles sho$ld "e adapted to the demands o the sit$ation1 the re?$irements o the people involved and the !hallenges a!ing the organi+ation,
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Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business Leadership is less a"o$t yo$r needs1 and more a"o$t the needs o the people and the organi+ation yo$ are leading, Leadership styles are not something to "e tried on li#e so many s$its1 to see whi!h its, Bather1 they sho$ld "e adapted to the parti!$lar demands o the sit$ation1 the parti!$lar re?$irements o the people involved and the parti!$lar !hallenges a!ing the organi+ation, In the "oo# :Primal Leadership1; Daniel 4oleman1 who pop$lari+ed the notion o :Emotional Intelligen!e1; des!ri"es si. dierent styles o leadership, The most ee!tive leaders !an move among these styles1 adopting the one that meets the needs o the moment, They !an all "e!ome part o the leader6s repertoire, -isionar). This style is most appropriate when an organi+ation needs a new dire!tion, Its goal is to move people towards a new set o shared dreams, :&isionary leaders arti!$late where a gro$p is going1 "$t not how it will get there = setting people ree to innovate1 e.periment1 ta#e !al!$lated ris#s1; write r, 4oleman and his !oa$thors, Coaching. This one-on-one style o!$ses on developing individ$als1 showing them how to improve their perorman!e1 and helping to !onne!t their goals to the goals o the organi+ation, 3oa!hing wor#s "est1 r, 4oleman writes1 :with employees who show initiative and want more proessional development,; *$t it !an "a!#ire i it6s per!eived as :mi!romanaging; an employee1 and $ndermines his or her sel-!oniden!e, %ffiliati/e. This style emphasi+es the importan!e o team wor#1 and !reates harmony in a gro$p "y !onne!ting people to ea!h other, r, 4oleman arg$es this approa!h is parti!$larly val$a"le :when trying to heighten team harmony1 in!rease morale1 improve !omm$ni!ation or repair "ro#en tr$st in an organi+ation,; *$t he warns against $sing it alone1 sin!e its emphasis on gro$p praise !an allow poor perorman!e to go $n!orre!ted, :Employees may per!eive1; he writes1 :that medio!rity is tolerated,; Democratic. This style draws on people6s #nowledge and s#ills1 and !reates a gro$p !ommitment to the res$lting goals, It wor#s "est when the dire!tion the organi+ation sho$ld ta#e is $n!lear1 and the leader needs to tap the !olle!tive wisdom o the gro$p, r, 4oleman warns that this !onsens$s-"$ilding approa!h !an "e disastro$s in times o !risis1 when $rgent events demand ?$i!# de!isions, &acesetting. In this style1 the leader sets high standards or perorman!e, He or she is :o"sessive a"o$t doing things "etter and aster1 and as#s the same o everyone,; *$t r, 4oleman warns
this style sho$ld "e $sed sparingly1 "e!a$se it !an $nder!$t morale and ma#e people eel as i they are ailing, :'$r data shows that1 more oten than not1 pa!esetting poisons the !limate1; he writes, Commanding. This is !lassi! model o :military; style leadership = pro"a"ly the most oten $sed1 "$t the least oten ee!tive, *e!a$se it rarely involves praise and re?$ently employs !riti!ism1 it $nder!$ts morale and 0o" satisa!tion, r, 4oleman arg$es it is only ee!tive in a !risis1 when an $rgent t$rnaro$nd is needed, Even the modern military has !ome to re!ogni+e its limited $se$lness, •
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Chapter $ Leadership Styles •
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5ll leadership styles !an "e!ome part o the leaderAs repertoire, Leadership styles sho$ld "e adapted to the demands o the sit$ation1 the re?$irements o the people involved and the !hallenges a!ing the organi+ation,
Related How-Tos o
/hat is the Dieren!e *etween anagement and Leadership2
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Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business Leadership is less a"o$t yo$r needs1 and more a"o$t the needs o the people and the organi+ation yo$ are leading, Leadership styles are not something to "e tried on li#e so many s$its1 to see whi!h its, Bather1 they sho$ld "e adapted to the parti!$lar demands o the sit$ation1 the parti!$lar re?$irements o the people involved and the parti!$lar !hallenges a!ing the organi+ation, In the "oo# :Primal Leadership1; Daniel 4oleman1 who pop$lari+ed the notion o :Emotional Intelligen!e1; des!ri"es si. dierent styles o leadership, The most ee!tive leaders !an move among these styles1 adopting the one that meets the needs o the moment, They !an all "e!ome part o the leader6s repertoire, -isionar). This style is most appropriate when an organi+ation needs a new dire!tion, Its goal is to move people towards a new set o shared dreams, :&isionary leaders arti!$late where a gro$p is going1 "$t not how it will get there = setting people ree to innovate1 e.periment1 ta#e !al!$lated ris#s1; write r, 4oleman and his !oa$thors, Coaching. This one-on-one style o!$ses on developing individ$als1 showing them how to improve their perorman!e1 and helping to !onne!t their goals to the goals o the organi+ation, 3oa!hing wor#s "est1 r, 4oleman writes1 :with employees who show initiative and want more proessional development,; *$t it !an "a!#ire i it6s per!eived as :mi!romanaging; an employee1 and $ndermines his or her sel-!oniden!e, %ffiliati/e. This style emphasi+es the importan!e o team wor#1 and !reates harmony in a gro$p "y !onne!ting people to ea!h other, r, 4oleman arg$es this approa!h is parti!$larly val$a"le :when trying to heighten team harmony1 in!rease morale1 improve !omm$ni!ation or repair "ro#en tr$st in an organi+ation,; *$t he warns against $sing it alone1 sin!e its emphasis on gro$p praise !an allow poor perorman!e to go $n!orre!ted, :Employees may per!eive1; he writes1 :that medio!rity is tolerated,; Democratic. This style draws on people6s #nowledge and s#ills1 and !reates a gro$p !ommitment to the res$lting goals, It wor#s "est when the dire!tion the organi+ation sho$ld ta#e is $n!lear1 and the leader needs to tap the !olle!tive wisdom o the gro$p, r, 4oleman warns that this !onsens$s-"$ilding approa!h !an "e disastro$s in times o !risis1 when $rgent events demand ?$i!# de!isions, &acesetting. In this style1 the leader sets high standards or perorman!e, He or she is :o"sessive a"o$t doing things "etter and aster1 and as#s the same o everyone,; *$t r, 4oleman warns this style sho$ld "e $sed sparingly1 "e!a$se it !an $nder!$t morale and ma#e people eel as i they are ailing, :'$r data shows that1 more oten than not1 pa!esetting poisons the !limate1; he writes, Commanding. This is !lassi! model o :military; style leadership = pro"a"ly the most oten $sed1 "$t the least oten ee!tive, *e!a$se it rarely involves praise and re?$ently employs
!riti!ism1 it $nder!$ts morale and 0o" satisa!tion, r, 4oleman arg$es it is only ee!tive in a !risis1 when an $rgent t$rnaro$nd is needed, Even the modern military has !ome to re!ogni+e its limited $se$lness, •
•
Related WSJ Articles and Blo !osts" o
5 Dierent 5nimal See#s the No, 7 Post> 'ten1 ItAs Not No, C
o
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o
5dvi!e or /omen on Developing a Leadership Style
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&ideo< Steve *allmer on i!romanaging
Additional Reso#rces" o
o
•
How to Stri#e the Right Tone &ideo< To stri#e the right tone1 itAs "etter or leaders to start to$gh and soten than praise too m$!h at irst1 says 5meri!an Ele!tri! Power 3E' i!hael orris,
