Identify your own characteristics of leaders and managers. Are your characteristics the same as those described in the text ? To clarify the differences between leaders and managers, describe someone who is an effective leader and then someone who is an effective manager. How do these two people differ?  

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12 Leaders vs. Managers Management is often equated with leadership. However, leading differs sig- nificantly from managing. Managers may act as leaders, but often they do not. Similarly, employees can take a leadership role even though they do not have a Chapter One managerial position. Leadership experts James Kouzes and Barry Posner suggest the following exercise to highlight the differences between leaders and manag- ers. Take a sheet of paper and make two columns. In the first column, identify the activities, behaviors, and actions of leaders. In the second column, list the activities, behaviors, and actions of managers. Now compare the two lists. Kouzes and Posner predict that you will associate leaders with factors such as change, crisis, and innovation and that you will associate managers with organi- zational stability. According to these authors, "When we think of leaders, we recall times of turbulence, conflict, innovation, and change. When we think of managers, we recall times of stability, harmony, maintenance, and constancy,"25 You manage things; you lead people. Grace Murray Hopper John Kotter uses three central activities to highlight the differences. between management and leadership: creating an agenda, developing a human network for achieving the agenda, and executing the agenda.26 The manage- ment process for creating an agenda involves planning and budgeting. Manag- ers at this stage tend to focus on time frames, specific details, analysis of potential risks, and resource allocation. By contrast, leaders create an agenda by establishing direction and communicating long-range views of the big picture. This process involves developing a desirable and attainable goal for the future, otherwise known as a vision. The actions of Herb Kelleher during his tenure as CEO of Southwest Airlines are examples of this type of leadership activity. In taking a fledgling airline to prominence in the U.S. airline industry, Kelleher had a clear vision of the strategy and leadership practices necessary to make Southwest Airlines a success (see the case study in box 1.5 for more about leadership at Southwest Airlines). The presence of a shared and meaningful vision, as we'll see in chapter 4, is a central component of effective leadership. Once the agenda is established, people must be mobilized to achieve the plan. Managers mobilize others through organizing and staffing. The focus of this management activity involves getting individuals with the right training in the right job and then getting those individuals to carry out the agreed-upon plan. Leaders mobilize others by aligning people. Alignment focuses on inte- gration, teamwork, and commitment. The execution of the agenda from a management perspective involves con- trolling and problem solving. This process usually focuses on containment, control, and predictability. Leaders execute their agenda by motivating and inspiring. This process focuses on empowerment, expansion, and creativity. One organization that does an excellent job of motivating and inspiring fol- lowers is Mary Kay Cosmetics. Founded in 1963 by the late Mary Kay Ash, the company has more female employees earning over $50,000 per year than any other organization in the world. One of the most coveted awards presented to the independent agents (known as "beauty consultants") who sell Mary Kay products is a 14-carat gold brooch in the shape of a bumblebee. The bumble- bee, all new recruits are reminded, has a body too big for its wings and thus studydaddy.com 12 Leaders vs. Managers Management is often equated with leadership. However, leading differs sig- nificantly from managing. Managers may act as leaders, but often they do not. Similarly, employees can take a leadership role even though they do not have a Chapter One managerial position. Leadership experts James Kouzes and Barry Posner suggest the following exercise to highlight the differences between leaders and manag- ers. Take a sheet of paper and make two columns. In the first column, identify the activities, behaviors, and actions of leaders. In the second column, list the activities, behaviors, and actions of managers. Now compare the two lists. Kouzes and Posner predict that you will associate leaders with factors such as change, crisis, and innovation and that you will associate managers with organi- zational stability. According to these authors, "When we think of leaders, we recall times of turbulence, conflict, innovation, and change. When we think of managers, we recall times of stability, harmony, maintenance, and constancy,"25 You manage things; you lead people. Grace Murray Hopper John Kotter uses three central activities to highlight the differences. between management and leadership: creating an agenda, developing a human network for achieving the agenda, and executing the agenda.26 The manage- ment process for creating an agenda involves planning and budgeting. Manag- ers at this stage tend to focus on time frames, specific details, analysis of potential risks, and resource allocation. By contrast, leaders create an agenda by establishing direction and communicating long-range views of the big picture. This process involves developing a desirable and attainable goal for the future, otherwise known as a vision. The actions of Herb Kelleher during his tenure as CEO of Southwest Airlines are examples of this type of leadership activity. In taking a fledgling airline to prominence in the U.S. airline industry, Kelleher had a clear vision of the strategy and leadership practices necessary to make Southwest Airlines a success (see the case study in box 1.5 for more about leadership at Southwest Airlines). The presence of a shared and meaningful vision, as we'll see in chapter 4, is a central component of effective leadership. Once the agenda is established, people must be mobilized to achieve the plan. Managers mobilize others through organizing and staffing. The focus of this management activity involves getting individuals with the right training in the right job and then getting those individuals to carry out the agreed-upon plan. Leaders mobilize others by aligning people. Alignment focuses on inte- gration, teamwork, and commitment. The execution of the agenda from a management perspective involves con- trolling and problem solving. This process usually focuses on containment, control, and predictability. Leaders execute their agenda by motivating and inspiring. This process focuses on empowerment, expansion, and creativity. One organization that does an excellent job of motivating and inspiring fol- lowers is Mary Kay Cosmetics. Founded in 1963 by the late Mary Kay Ash, the company has more female employees earning over $50,000 per year than any other organization in the world. One of the most coveted awards presented to the independent agents (known as "beauty consultants") who sell Mary Kay products is a 14-carat gold brooch in the shape of a bumblebee. The bumble- bee, all new recruits are reminded, has a body too big for its wings and thus studydaddy.com

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Characteristics of leaders and managers can vary from person to person but there are some commonly recognized traits associated with each role Here ar... View the full answer