Exploring leadership and management roles


Published on

Published in: Business, Education
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Exploring leadership and management roles

  1. 1. Exploring Leadership and Management Roles John Aderibigbe
  2. 3. Leadership Vs Management <ul><li>Define leadership? </li></ul><ul><li>Define Management? </li></ul>
  3. 4. Characteristics of Leadership <ul><li>List them? </li></ul>
  4. 5. <ul><li>Positional leadership is the lowest form of leadership. </li></ul>Positional Leadership Position Production Permission People Devt. Personhood
  5. 6. Two definitions to compare <ul><li>Leadership means influencing the community to follow the leader’s vision </li></ul><ul><li>Leadership means influencing the community to face its problems and resolve that problem </li></ul>
  6. 7. <ul><li>In the first one the leader gets people to accept his vision </li></ul><ul><li>The community addresses the problem by looking up to him; If something goes wrong it is his fault </li></ul><ul><li>In the second definition progress on the problem is the measure of leadership </li></ul>Where is the difference?
  7. 8. Where is the difference? <ul><li>Leaders mobilize people to face problem </li></ul><ul><li>People make progress on problems because leaders challenge them to do so. If anything goes wrong, the fault is with the leader and the community. </li></ul>
  8. 9. <ul><li>“ Leadership is influence , nothing more, nothing less” John Maxwell (2008) </li></ul><ul><li>This agrees with the definition that leadership is an activity because position is not a determinant of influence </li></ul><ul><li>You can exert influence from the front, middle or even the back just as you can mobilize to bring about a change. </li></ul>Leadership as influence
  9. 10. Leadership as an activity <ul><li>Leadership is an activity- such a description allows for leadership from multiple positions in a social structure—in such a situation both the president and the clerical officer can lead. </li></ul><ul><li>It allows for the use of a variety of abilities </li></ul><ul><li>Personal abilities are the resources which leadership applied differently </li></ul>
  10. 11. Leadership and Management: They are not the Same <ul><li>Project manager. One must ably manage the resources associated allocated to the project and while exercising leadership skills to build a strong team. </li></ul><ul><li>Delegation. Essentially, one must plan what to do and persuade someone to do it. </li></ul><ul><li>Change &quot;Management.&quot; If one is putting a new light bulb in the socket, one can management that change. However, real organizational change has both a leadership and a management component. </li></ul>
  11. 12. Discovering Leadership and Management Roles <ul><li>&quot;All the world's a stage, And all the men and women merely players: They have their exits and their entrances; And one man in his time plays many parts.&quot; — William Shakespeare As You Like It ) </li></ul><ul><li>To understand the difference, it helpful to look at a role--not the thing you eat unfortunately. A role is a fairly standardized behavior. Technically, a social role is, &quot;An expected behavior for a given individual that relates to social status and social position.&quot; </li></ul><ul><li>In a family environment, a woman plays the role of mother, aunt, sister, daughter, grandmother, lover, etc. as she goes through life. A man will play complementary roles, the father, uncle, son, brother and so on. </li></ul><ul><li>It's important to understand, that one also plays roles at work. For example, the Dictionary of Occupational Titles has thousands listed. Certain roles function almost as a class. These include: employees (or workers), manager, executives, entrepreneurs, investors, and stockholders. Within the executive class, we have c-level roles such as: the CEO, CFO, CIO, COO, and so on. </li></ul>
  12. 14. Understanding Management <ul><li>Management focuses on work. We manage work activities such as money, time, paperwork, materials, equipment, etc. Management focus more on: </li></ul><ul><li>Planning </li></ul><ul><li>Organizing, </li></ul><ul><li>Controlling </li></ul><ul><li>Coordinating </li></ul><ul><li>Directing </li></ul><ul><li>Resource use </li></ul><ul><li>Time management </li></ul><ul><li>Logistics and the supply chain </li></ul><ul><li>Finance and money management </li></ul><ul><li>Budgeting </li></ul><ul><li>Strategy </li></ul><ul><li>Decision Making </li></ul><ul><li>Problem Solving </li></ul><ul><li>The first five (planning, organizing, controlling, directing, and coordinating) are often listed in the management texts as the major functions of management. Certain conceptual skills such as decision making, strategy development, and problem solving seem to fit better in management versus the leadership area, but you can go either way. </li></ul>
  13. 15. Understanding Leadership <ul><li>&quot;I don't like to be managed. But if you lead me, I'll follow you anywhere.&quot; — A comment heard in the halls of a large corporation </li></ul><ul><li>Leadership has an essential focus on people and how they can be influenced. Leader’s focus more on: </li></ul><ul><li>Vision </li></ul><ul><li>Inspiration </li></ul><ul><li>Persuasion </li></ul><ul><li>Motivation </li></ul><ul><li>Relationships </li></ul><ul><li>Team work </li></ul><ul><li>Listening </li></ul><ul><li>One can add to the list activities such as: </li></ul><ul><li>Counseling, </li></ul><ul><li>Coaching, </li></ul><ul><li>Teaching, </li></ul><ul><li>Mentoring. </li></ul>
  14. 17. <ul><li>Some professors like to say &quot;Managers are decision makers.&quot; but that doesn't seem quite right. A better description is, &quot;Executives are decision makers— manager’s are problem solvers.&quot; </li></ul><ul><li>However, some things some things should be managed and others should not. People should not be managed—it implies we threat them like a thing. </li></ul>
  15. 18. Comparison Chart of Leadership Behaviors and Management Behaviors
  16. 19. Synergy Leaders ► Synergy ◄ Managers Provide vision ► Employee Empowerment ◄ Provide resources Pursue opportunities ► Strategic Achievement ◄ Reduce risks Inspire ► Teamwork ◄ Coordinate Lead improvisation ► Jazz of Innovation ◄ Provide structure Do right things ► Effectiveness ◄ Do things right
  17. 21.   TRANSFORMATIONAL LEADERSHIP FOR INDIVIDUALS Four Core Transformational Competencies For More Information For Individual Development The Transformational Mind-set Have good, dynamic and written philosophy Grow In New Ways by Developing Your Own Transformational Philosophy Self-Mastery <ul><li>Understand The Mind </li></ul><ul><li>Unlearning is as Important as Learning </li></ul><ul><li>Grow Your Ego </li></ul><ul><li>Purify and Unify the Unconscious </li></ul><ul><li>Set-up Robust Communication Links Between the Ego and the Unconscious </li></ul><ul><li>Improve Yourself Daily </li></ul>Enhance Your Potential for Self-Growth Social Influence Reward, Coercive, Legitimate (authority), Referent (charisma) and Expertise. Coaching, Vision, Relationship, and Persuasion. Increase Influence With the Help of Coaching Skills Development Know How to Develop Skills Realize What Competencies to Perfect through a skills-gap analysis Understand the individual Development Process
  18. 22. Personal Skills-Gap Analysis Task Knowledge/ Skills Required Attitude Required Gap Identified Solution Required
  19. 23. Conclusion <ul><li>&quot;Some leaders cannot manage— some managers cannot lead.&quot; </li></ul><ul><li>It's vital for senior individuals in positions of great responsibility to be able to play both roles: the boss who cannot manage will kill an organization just as fast as one who cannot lead. But the person who can do both, they are on the path to success. </li></ul>