When I think back throughout my career and apply the concepts of what is true leadership looks like, I can easily recognize the difference between managers and leaders. In the literal sense, a manager is tasked with “planning, organizing, staffing and controlling” (Northouse, 2015 p. 13). The concept of managing is seemingly very task oriented and maintains a high sense of control over subordinates with little autonomy. Managers are there to simply “provide order and consistency to organizations” (Northouse, 2015 p. 13). With management there is a somewhat militant vibe, with managers having a high level of control over their support staff. Employees typically do not have any say in how and when tasks are completed, and have many precise, stiff rules to follow.
While management is a necessary aspect to operating any organization effectively, management without leadership can be “stifling and bureaucratic” (Northouse, 2015 p. 13). I’m certain every person reading this can name off several examples of a manager they have worked for that exhibited zero leadership skills. Working for an individual like this can have a detrimental effect on employee morale and organizational results.
I once worked for someone that was the quintessential example of a manager with little leadership ability. This individual was so focused on controlling every bit of our work that we were left with no motivation and poor results. We were told exactly what to do, and when to do it. We were never asked for insight or ideas on how to reach our goals. We were micromanaged to the point where we had to send her text messages every few hours outlining our sales results for the prior hours. When we missed sales goals, it was always our fault and had to draft lengthy “action plans” on how we were going to correct our failure. We were often threatened with corrective action for failure to meet goals. As you can see, this does not create the greatest environment for success. Turnover was high. Employees were burnt out and calling off work often; some even exercising long term FMLA claims for stress. There was no employee development, and no shared vision and no concern for people. While organizations employ managers to ensure there is organization, stability and profitable results, doing so without fostering leadership does not make for more positive outcomes.
The fact is, “both management and leadership are essential if an organization is to prosper” (Northouse, 2015 p 13). It is critical that managers also develop leadership skills in order to be the most effective. Organizations need to ensure they “nourish both competent management and skilled leadership” (Northouse, 2015 p 13) to promote the best results.
So, what transforms traditional management into leadership? Leaders help to create a vision with their followers. As a leader in a sales environment, a leader inspires their sales team to want to meet goals. A leader doesn’t just dictate the plan to meet goals, they collaborate and “develop a culture that encourages, supports and rewards individual and team achievements” (Zimmerman, E.L, 2001). A leader doesn’t rely on power to accomplish goals, “He/she engages willingly in coaching, feedback, recognition, brainstorming and mentoring in order to maximize the enterprise’s results” (Zimmerman, E.L, 2001). A leader understands the human and emotional side to motivating and developing their staff.
While leadership certainly shares functions of management, management without leadership fails to “motivate intrinsically” and fails to allow for “creative thinking, strategic planning, tolerance to ambiguity, being able to read people” (Northouse, 2015 p 15). It is possible, and preferred, that those in leadership positions “combine the best elements of both disciplines most needed for optimum results” (Zimmerman, E.L, 2001).
References
Northouse, P. G. (2015). Leadership: Theory and Practice. Thousand Oaks, CA: SAGE Publications.
Penn State Canvas Login. (n.d.). Retrieved from https://psu.instructure.com/courses/1985970/modules/items/26589411
Zimmerman, E. L. (2001). What’s under the hood? the mechanics of leadership versus management. SuperVision, 62(8), 10-12. Retrieved from http://ezaccess.libraries.psu.edu/login?url=https://search-proquest-com.ezaccess.libraries.psu.edu/docview/195597976?accountid=13158
When I first read the title of this blog post, an instant, “YES!” appeared in my head. This is a statement that I have been ruminating a lot in the past few months as I notice the different characteristics of authority at my work. I have witnessed how some managers lack strong leadership qualities, particularly in influence. With the less-effective managers on duty, it is evident that their personal goal is to control and maintain the status quo of the “order and consistency” that you and Northouse (2016) mention. When employees do not have any input on tasks, it is clear that directions are given without thought and are basically routine.
As you mention your experience with a manager rather than a leader, the fact that leadership is a true process of positive interpersonal interactions that make the manager/leader truly effective. Just as trust is a two-way street, it is evident that leaders must be able to trust their employees rather than micromanage each step. With work morale, the staff will feel much more confident and help better with organizational goals. With your observations of burning out, turnover, and stress claims, the detrimental effect of management without leadership is apparent and degenerative towards the overall purpose.
A question that might be studied would be, “Is it better to hire a strong manager and train their leadership skills or first look for leadership qualities and train in management skills?” With management, rules are already outlined as are necessary reinforcements and proper procedures. With leadership, more emotional intelligence is required and can be harder to “teach” an existing manager. This is sort of a “What came first, the chicken or the egg?” question. What if management and leadership were taught in schools and work organizations in joint? Perhaps then individuals will begin to combine the two kinds of power for more success in the world altogether.
Northouse, P.G. (2017). Leadership: Theory and Practice. Los Angeles: Sage Publications.