This document discusses the differences between leadership and management. It provides definitions from experts like Bernard Bass and Warren Bennis that leadership involves influencing and guiding towards a vision, while management focuses on accomplishing tasks and maintaining existing systems. While both are important, organizations need leadership particularly during times of change to help align the organization with its evolving environment. Leaders ask questions about the future while managers focus on the present. Congregations can fall into patterns of "inbred management" by clinging to old ways and failing to define new goals in response to changes in their communities.

1. 16. Lecture LeadershipVs.Management
"Leadersmanage andmanagerslead,butthe two activitiesare notsynonymous….Management
functionscanpotentiallyprovideleadership;leadershipactivitiescancontribute tomanaging.
Nevertheless,some managersdonotlead,andsome leadersdonotmanage".Thisis BernardBass’s
assessmentinhis1,200 page opus,"Bassand Stogdill’sHandbookof Leadership"(page 383).They
overlap,buttheyare not the same.Since the distinctionisnotalwaysclearthroughoutoursociety,it
shouldcome as nosurprise thatwe are not clearabout itin church life either.
Warren Bennis –popularwriterof leadershipresourcesandbusinessprofessoratthe Universityof
SouthernCalifornia–sharesthe same view."There isaprofounddifferencebetweenmanagementand
leadership,andbothare important.To manage meanstobring about,to accomplish,tohave charge of
or responsibilityfor,toconduct.Leadingisinfluencing,guidinginadirection,course,action,opinion.
The distinctioniscrucial".One of Bennis’mostquotedphrasesis,"Managersare people whodothings
rightand leadersare people whodothe rightthing".Bennisfurtherdefinesthe difference usingthe
followingpairedcontrasts(takenfrom,"LearningtoLead:A WorkbookonBecominga Leader",pg.9.
PerseusBooks/AddisonWesley,1997):
The manager administers;the leaderinnovates.
The manager maintains;the leaderdevelops.
The manager acceptsreality;the leaderinvestigatesit.
The manager focusesonsystemsandstructures;the leaderfocuses onpeople.
The manager reliesoncontrol;the leaderinspirestrust.
The manager hasa short-range view;the leaderhasalong-range perspective.
The manager askshowand when;the leaderaskswhatand why.
The manager hashis or hereye alwaysonthe bottomline;the leaderhashisor hereye on the
horizon.
The manager imitates;the leaderoriginates.

2. The manager acceptsthe status quo;the leaderchallengesit.
The manager isthe classicgood soldier;the leaderishisorher ownperson.
Leadershipandmanagementare bothimportant,buttheyseektododifferentthings.About40years
ago Kurt Lewinputitthisway. Everyorganizationstructuresitself toaccomplishitsgoalsinawaythat is
intune withor responsive toitsenvironment.Once the efficiencyof the organizationisestablished,
people goaboutsimplymaintainingthe system, assumingthatthe environmentwill staythe same.
Managementisthe mainfocusbecause itkeepsthe organizationgoingwellwithlittle change.Butthe
thingis:the environmentforanyorganizationisalwayschanging.There are alwaysshiftsinconsumer
tastes,social attitudes,society’sculture,technology,historicevents,andsoon.The worldisnotstatic as
we assume.Organizationstendnottospotthese changesquickly,oftenbecauseof a"management
orientation"whichisfocusedmore on"lookingin"insteadof "lookingout".Overtime,the organization
can become lessandlessintune withor responsivetoitsenvironment,creatingmore andmore
managementproblems.Timeslike thisrequire organizationstothinkmore intermsof leadership.
Leadersbegintoask questionslike,"Whatisreallygoingonhere?How dowe become relevantagain?
How dowe fulfil ourgoalsinthese newtimes?Whatwill promptpeople tothinkthatwhatwe do is
meaningful?"Leadersseektobringtheirorganizationmore inline withthe realitiesof their
environment,whichoftennecessitateschangingthe verystructures,resourcesandrelationshipsof their
organizationwhichtheyhave workedsolongandsohard to manage.Andyet,as theydo,leaderscan
bringrenewedvitalitytotheirpeople.
Here is a simple,familiarexample.Inthe 50’sand 60’s automakersbuiltlarge heavycars withhuge,gas
guzzlingenginesbecause thatwas whatthe publicwanted.The oil crisisof the early70’s,however,
shiftedconsumerattitudestowardslightercarswithsmaller,more fuelefficientengines.The North
American"BigThree"were slowtopickup onthe new consumerattitudes.Yet,waitinginthe wings
were the Japanese automakers,whohadbeenproducingsuchcars forsome time.
Congregationsface the same kindsof issues.Rural congregationswerelocatedforthe convenienceof
horse and buggytravel ina time whenthe rural populationwas substantial.The twentiethcentury,
however,sawthe urbanizationof Canadaandthe arrival of the car. In the city"suburbia",lackof
parkingand maintenance costswhichincreasewiththe marchof time have hadtheirimpacton "tall
steeple"downtownchurches.The shifttoa cultural belief todaythat"a personcan have a vital faithand
yetnot needtobelongtoa church"has had itsimpact onchurch attendance.Congregationswhich
adamantlymaintaina50 year oldstyle of worshipwonderwhythe youngfamiliesnolongercome to
share in somethingtheseseniorsfindsomeaningful.

3. Congregational leadersneedtoaskthemselves,everysooften,whethertheyare really"leaders"or
"managers".Theyneedtoask questionslike,
"What ischangingin ourneighbourhoods?Are we beingresponsive?"
"What isno longerworkinginourchurch the way itdid 20 or more yearsago? Why isthisthe
case?"
"In the longrun,what isreallyimportantforthe future of thischurch? What do we have to do
to ensure this?"
"What doesour faithcall usto be? Are we livingthese qualitiesouthere?"
"The congregationwe are today isthe personal legacyof the leaderswhohave gone before us.
What do we wantour legacyto be to those whofollow us?"
FrederickR.Kappel,at the time he was CEO of AT&T, came up withthese six signsof "inbred
management".Forhim,inbredmanagementwerepeople whowere soentrenchedinthe habitual
practicesof handlingthe organizationthattheywere incapableof innovation,change,oreven of
maintainingorganizationalhealth.Theirfocuswassocapturedby routine thattheirabilitytoappreciate
"the biggerpicture"washampered.Readhissummaryof the six signsthroughthe lensof your
committee,congregation,sessionordenomination:
1] People clingtooldwaysof workingeventhoughtheyhave beenconfrontedbyanew situation.
2] Theyfail to define newgoalswithmeaningandchallenge.
3] Actionistakenwithoutstudiedreflection.Behaviourisrootedintraditionratherthanneed.
4] Institutionalizedcontentmentexists:activityissecure andstable,notventuresome.

4. 5] Old"wisdom"ispassedonto newpeople.Oldermanagerstendtoadhere toorigidlytooldideas,to
antiquatedapproachesandmethods.
6] Low tolerance forcriticismactsto stifle independentthinking.