To Lead or Not to Lead - a Debate

TABLE OF CONTENTS

List of tables ii

1.1 INTRODUCTION 1

1.2 WHAT MAKES A MANAGER 1

1.3 WHAT MAKES A LEADER 1

1.4 SIMILARITIES BETWEEN MANAGERS AND LEADERS 2

1.5 DIFFERENCE BETWEEN MANAGERS AND LEADERS 2

1.6 CAN THE TWO CONCEPTS BE RECONCILED? 3

1.7 TO MANAGE OR TO LEAD 4

1.8 CONCLUSION 5

1.9 LIST OF REFERENCES 6

LIST OF TABLES

Table 1.1 Management and leadership process differences in the workplace based

on Kotter and Zalesnick 3

Table 1.2 Jim Collins' Levels of Leadership 4

‎1.1 INTRODUCTION

To lead or not to lead...Is that really the question?

The debate between the meaning and purpose of managers versus leaders, as well as the importance of each has been raging for decades. In this essay I aim to describe the two terms, determine whether there are similarities between them, as well as any major differences. Thereafter I will look at whether the two functions can be reconciled and whether one or the other is preferable in a business context.

‎1.2 WHAT MAKES A MANAGER

Management as a business concept only came about in the last century, with the emergence of big corporations and as such is considered fairly new (Kotterman, 2006:1). Leading authors on leadership and management primarily describe managers to be interested in the immediate future, running the practicalities of day to day business, being detail oriented as well as having more formal, structured relationships between management and staff (Mabhudhu, 2008:25, 130).

Secondary to that, managers normally report into higher structures (Mabhudhu 2008:17-18) and don't challenge the status quo - in fact they are normally tasked with maintaining the status quo. In doing so, they are focussed more on the internal business environment and not aware of external opportunities and threats.

According to Jim Collins a manager would typically fall under a level three according to his levels of leadership. He stated that an individual would have to progress through all five levels to reach true leadership status (Mabhudhu, 2008:41). Thus it would seem management is a necessary phase in order to achieve leadership. In the next section we will look at the general description of a leader.

‎1.3 WHAT MAKES A LEADER

According to Kotterman leadership is an age old phenomenon, seen before the rise of multi-nationals and global corporations (2006:1). Every human being has an innate ability to lead, but in some it must be coached out more than others. In studies conducted by various authors it was found that leadership is very much based in the perception of subordinates, but it cannot be clearly determined what measures are used to create that perception (Kotterman, 2006: 2).

In general, Mabhudhu (2008) found that the following traits are evident in most leaders:

- Leaders are strategic thinkers with longer term vision.

- They are energised and as such inspire and motivate followers.

- Leaders are trusted within the organisation and have strong relationships because of it.

- They provide a clear direction and unite followers to a common purpose above the everyday activities.

- Good leaders create a culture of openness within all levels of the organisation.

This can only happen, however, once leaders know themselves and have successfully grown both professionally and personally to a place in life where they are comfortable to start growing others, as the next measure of their own success (Mabhudhu, 2008:49). As a result of my MBA studies, this process of personal and professional growth will, hopefully, grow at an exponential rate, thus achieving this level of personal and professional leadership.

We now look at the similarities between leadership and management before looking at the differences, on which there are a multitude of opinions.

‎1.4 SIMILARITIES BETWEEN MANAGERS AND LEADERS

These two terms, leadership and management, are used interchangeably in the workplace, thus making it very difficult to differentiate and understand the inherent meaning in the two concepts. (Kotterman, 2006:1). In a certain sense the two can be used interchangeably, but only relating to certain broad criteria.

According to Zalesnick and Kotter both managers and leaders motivate people, both establish direction and both need to align resources (Kotterman, 2006:2). The crucial difference is the level these criteria are performed at, managers tend to function at the operational level, whilst leaders look at a more holistic view. For a more in-depth explanation we look at the differences between leaders and