領導與管理Leadership versus management (轉載分享)
在經常的管理工作中,我逐漸對管理與領導的差異發生興趣.
從最初的管理學習中, 我知道了如何有效率的控制以及分配資源 完成工作.
但是 日復一日,反覆的事務處理, 總覺得逐漸磨損.
也慢慢發現 有時某些方式可以激發出團隊的能量,
彼時,對工作會有一種難以言喻的熱情.
並且完成目標的興奮 更是充滿成就感.
然而類似的工作,可能同樣的達成,卻意興闌珊.
這些的差異 到底緣於什麼因素?
以下領導者與管理人的比較,讓我有更深的脈絡追尋,並且在我的日常管理工作中,
我會因事因人 有意識去選擇領導或管理導向的比重, 兩者的相輔相成 才是成功的關鍵. 也由於現今的職場 大多數經理人仍在用一般管理技巧 所以多強調一些領導 一點也不為過. 更棒的是, 工作之外,一樣管用.
在這些比較中,其中我最喜歡有:
. Management involves power by position; Leadership involves power by influence.
. Managers focus on the means; Leaders focus on the ends.
. Managers preserve energy; Leaders generate energy.
. Leaders are the first ones onto the battlefield; Managers are the last ones off.
我認為 教練技術(Coaching)之所以吸引人 就是它的特質更近於領導
從觸發察覺 發掘願景 到行動
領導式(教練式)的模式,帶給經理人一個可以遵循練習的道路,修練成一位領導者.
Leadership versus management (Based on wikipedia)
Over the years the terms management and leadership have been so closely related that individuals in general think of them as synonymous. However, this is not the case even considering that good managers have leadership skills and vice-versa. With this concept in mind, leadership can be viewed as:
centralized or decentralized
broad or focused
decision-oriented or morale-centred
intrinsic or derived from some authority
Any of the bipolar labels traditionally ascribed to management style could also apply to leadership style. Hersey and Blanchard use this approach: they claim that management merely consists of leadership applied to business situations; or in other words management forms a subset of the broader leadership process. They say: "Leadership occurs any time one attempts to influence the behavior of an individual or group, regardless of the reason. Management is a kind of leadership in which the achievement of organizational goals is paramount." And according to Warren Bennis and Dan Goldsmith, A good manager does things right. A leader does the right things."[32]
However, a clear distinction between management and leadership may nevertheless prove useful. This would allow for a reciprocal relationship between leadership and management, implying that an effective manager should possess leadership skills, and an effective leader should demonstrate management skills. One clear distinction could provide the following definition:
Management involves power by position.
Leadership involves power by influence.
Abraham Zaleznik (1977), for example, delineated differences between leadership and management. He saw leaders as inspiring visionaries concerned about substance while managers he views as planners who have concerns with process. Warren Bennis (1989) further explicated a dichotomy between managers and leaders. He drew twelve distinctions between the two groups:
1. Managers administer; leaders innovate.
2. Managers ask how and when; leaders ask what and why.
3. Managers focus on systems; leaders focus on people.
4. Managers do things right; leaders do the right things.
5. Managers maintain; leaders develop.
6. Managers rely on control; leaders inspire trust.
7. Managers have short-term perspective; leaders have long-term perspective.
8. Managers accept the status-quo; leaders challenge the status-quo.
9. Managers have an eye on the bottom line; leaders have an eye on the horizon.
10. Managers imitate; leaders originate.
11. Managers emulate the classic good soldier; leaders are their own person.
12. Managers copy; leaders show originality.
Paul Birch (1999) also sees a distinction between leadership and management. He observed that, as a broad generalization, managers concerned themselves with tasks while leaders concerned themselves with people. Birch does not suggest that leaders do not focus on "the task." Indeed, the things that characterise a great leader include the fact that they achieve. Effective leaders create and sustain competitive advantage through the attainment of cost leadership, revenue leadership, time leadership, and market value leadership. Managers typically follow and realize a leader's vision. The difference lies in the leader realising that the achievement of the task comes about through the goodwill and support of others (influence), while the manager may not.
This goodwill and support originates in the leader seeing people as people, not as another resource for deployment in support of "the task". The manager often has the role of organizing resources to get something done. People form one of these resources, and many of the worst managers treat people as just another interchangeable item. A leader has the role of causing others to follow a path he/she has laid out or a vision he/she has articulated in order to achieve a task. Often, people see the task as subordinate to the vision. For instance, an organization might have the overall task of generating profit, but a good leader may see profit as a by-product that flows from whatever aspect of their vision differentiates their company from the competition.
Leadership does not only manifest itself as purely a business phenomenon. Many people can think of an inspiring leader they have encountered who has nothing whatever to do with business: a politician, an officer in the armed forces, a Scout or Guide leader, a teacher, etc. Similarly, management does not occur only as a purely business phenomenon. Again, we can think of examples of people that we have met who fill the management niche in non-business organizations .Non-business organizations should find it easier to articulate a non-money-driven inspiring vision that will support true leadership. However, often this does not occur.
Patricia Pitcher (1994) has challenged the bifurcation into leaders and managers. She used a factor analysis (in marketing) technique on data collected over 8 years, and concluded that three types of leaders exist, each with very different psychological profiles: Artists (imaginative, inspiring, visionary, entrepreneurial, intuitive, daring, and emotional), Craftsmen (well-balanced, steady, reasonable, sensible, predictable, and trustworthy), Technocrats (cerebral, detail-oriented, fastidious, uncompromising, and hard-headed). She speculates that no one profile offers a preferred leadership style. She claims that if we want to build, we should find an "artist leader" if we want to solidify our position, we should find a "craftsman leader" and if we have an ugly job that needs to get done like downsizing, we should find a "technocratic leader". Pitcher also observed that a balanced leader exhibiting all three sets of traits occurs extremely rarely: she found none in her study.
Bruce Lynn postulates a differentiation between 'Leadership' and ‘Management’ based on perspectives to risk. Specifically,"A Leader optimises upside opportunity; a Manager minimises downside risk." He argues that successful executives need to apply both disciplines in a balance appropriate to the enterprise and its context. Leadership without Management yields steps forward, but as many if not more steps backwards. Management without Leadership avoids any step backwards, but doesn’t move forward.
Another distinction descriptions (based on English Bell On-line B20)
1. Leaders optimize the upside; Managers minimize the downside. Both together net more.
2. Leaders envision possibilities; Managers calculate probabilities. Both together win more.
3. Leaders focus on the ends; Managers focus on the means. Both together reach more.
4. Leaders focus on the what/why; Managers focus on the how/when. Both together do more.
5. Leaders prepare beyond the limits; Managers focus execution within limits. Both together
perform better.
6. Leaders generate energy; Managers preserve energy. Both together energize more.
7. Leaders seize opportunities; Managers avert threats. Both together progress more.
8. Leaders are the first ones onto the battlefield. Managers are the last ones off. Both together triumph more.
9. Leaders amplify strengths; Managers reduce weaknesses. Both together develop more.
10. Leaders provide vision; Managers provide execution. Both together achieve more.
11. Leaders do the right things; Managers do things right. Doing both together is the right thing.
12. Leaders drive change; Managers maintain consistency. Both together continuously
improve.
13. Leader/Manager distinction: “Leaders plant, Managers weed. Both together yield the result"
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