The New Leadership Challenge: Are Managers Leaders
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The document discusses the differences between managers and leaders and asks the reader to reflect on examples from their own experience. It questions who determines if someone is a manager or leader and what the relationship is between leaders/followers and managers/employees. Finally, it prompts the reader to think about engagement in their organization and the types of problems they face.
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The New Leadership Challenge: Are Managers Leaders
- 1. THE NEW LEADERSHIP CHALLENGE People get appointed to management roles; can they be appointed to a leadership role? If people ignore a manager, is he or she still a manager? If people ignore a leader, is he or she still a leader? Who determines who is a manager and who is a leader?
- 2. THE NEW LEADERSHIP CHALLENGE What is the relationship between: A leader and the people who follow him/her? A manager and the people he/she manages?
- 3. What does a good or bad leader or manager look like? Think about people you have experienced in your lifetime, in work, in education, and in a social setting. Which of them struck you as being: 1. A really good manager 2. A really poor manager 3. A really good leader 4. A really poor leader
- 4. Engagement 1. What does engagement mean to you? 2. Does your organisation actively encourage employees to: participate in decision-making have control over their own work (what, how, when and where it is done) 3. How ‘fuzzy’ are the boundaries between work and not work for you?
- 5. Tame, wicked and critical problems Tame problems are not necessarily easy but they are problems for which a solution is possible Wicked problems are those that have no right answer but which may have better or worse solutions. Critical problems are those events that occur unexpectedly but are predicable and which are very disruptive
- 6. THE NEW LEADERSHIP CHALLENGE What do you think distinguishes ‘leaders’ and ‘managers’? How do your ideas reflect the approach in your workplace? What do you think are the most critical factors facing your organisation, and to what extent do these demand more or better leadership? What qualities do you think leaders should have, and how do these differ or overlap with those required by managers?
Hinweis der Redaktion
- This is a significant theme of Introducing Leadership, that managers are chosen by organisations but that leaders are chosen by followers. It links to the ideas about positional and personal power that are discussed in Chapter 2.
- Managers’ authority (positional power) means that their relationship with their direct reports will always be unbalanced – ultimately people have to do (if it’s a legitimate command) what they are told to do or risk sanctions. Leaders rely so much more on the willingness of people to do what they say because they choose to do so. It is that freedom of choice (personal volition) of followers that gives leaders their authority.
- It is important not to assume that there is only one way to be a good or bad leader or manager – an exemplar does not mean that this is the only model to follow. Hopefully, the range of exemplars provided will demonstrate that good and bad performance can take many forms.
- The engageforsuccess.org website is a useful resource for you and for people developing their leadership abilities. It provides evidence to support the argument that effective leadership is a critical factor in organisational success.
- One of the challenges for any leader is to acknowledge that there is no right answer, and to accept that achieving the least worst outcome is the best that is possible.
- These three questions end Chapter 1.