Achieving a Balance Between Management and Leadership

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Achieving a Balance Between Management and
Leadership

• J. Lee Whittington, Ph.D.University of Dallas

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Manage, Lead or Both Whats the Difference,
Why It Matters

• J.Lee Whittington, Ph.D.
• University of Dallas
• College of Business

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Most organizations are over-managed and
under-led.

• What does an over-managed, under-led organization
  look like?
• Could an organization be over-led and
  under-managed? What would that look like?

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Management vs. Leadership
ACTIVITY MANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change)
What Needs to be Done? Planning and budgeting establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen Establishing direction developing a vision of the future often distant future and strategies for producing the changes needed to achieve that vision
Source John Kotter on What Leaders Really Do
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Management vs. Leadership
ACTIVITY MANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change)
Create Network to Accomplish Agenda Organizing and staffing establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation Aligning people communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies and that accept their validity
Source John Kotter on What Leaders Really Do
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Management vs. Leadership
ACTIVITY MANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change)
Ensure the Job Gets Done Controlling and problem solving monitoring results, identifying deviations from plan, then planning and organizing to solve these problems. Motivating and inspiring energizing people to overcome major political bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs
Source John Kotter on What Leaders Really Do
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Management vs. Leadership
ACTIVITY MANAGEMENT (Coping With Complexity) LEADERSHIP (Coping With Change)
Consequence Produces a degree of predictability and order and has the potential to consistently produce the short-term results expected by various stakeholders (e.g., for customers, always being on time for stockholders, being on budget) Produces change, often to a dramatic degree and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive)
Source John Kotter on What Leaders Really Do
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Integration and balance between Leadership and
Management
X
L e a d e r s h i p
X
2. Where they should be according to markets,
products, customers and people
X
1. Where leaders managers are currently

X
X
X
Management
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Successful Implementation Requires a Balance
Between Structure and Chaos
Real-time communications
Adaptive culture
Semistructures
Dilemma Adaptively innovate and consistently
execute
Follow all the rules
Break all the rules
Too much structure and process
Loose structure
Narrowly channeled communication
Lots of random communication
Effective process managementallows innovation
and streamlined execution to co-exist
Bureaucratic Trap
Chaos Trap
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Transformational Leader Flexibility and Discretion
50
40
30
20
10
A D
B C
Internal Focus and Integration
External Focus and Differentiation
10
20
30
40
50
Stability and Control Transactional Managers
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Management vs. Leadership
Organizational Paradigm (Quinn, Deep
Change) Transformational Paradigm Leadership Tr
ansactional Paradigm Management Technical
Paradigm Individual Contributor

• Managing vs.
• Leading
• (Kotter, What Leaders Do)
• Leading
• Establishing Direction
• Aligning People
• Motivating Inspiring
• Produces Change
• Managing
• Planning Budgeting
• Organizing staffing
• Controlling Problem Solving
• Produces Predictability
• and order

Levels of Leadership (Collins, Good to
Great) Level 5 Executive Level 4 Effective
Leader Level 3 Competent Manager Level
2 Contributing Team Member Level 1 Highly
Capable Individual

• Nature of Work
• (Heifetz, Leadership Without Easy Answers)
• Adaptive
• Problem definition requires learning
• Solution implementation requires learning
• Followers have greater responsibility for the
  work
• Technical
• Clear problem definition
• Clear solutions implementation
• Manager is locus of responsibility