Application Journal #1

Leadership and Management as Different Constructs

Liz Horgan

Comm 628 Summer 2010

Dr. Kristen Johnson

May 25, 2010

 Leadership and management are different constructs. Management is designed to bring

order and consistency to organizations (Northouse, 2010). The objectives of management and

managers are to achieve goals with minimum waste and least cost, to care for and optimize staff,

and to protect the means of production and insure operations occur in the best manner possible

(Cutts, 1998). The function of leadership, on the other hand, “is to produce change and

movement” (Northouse, p. 10). Leaders are emotionally active and involved, their objective is to

shape a vision or idea and expand the possibilities for solving problems. Bennis and Nanus

(1985) summarize the differences by contending that the focus of management is to accomplish

activities and master routines, where leadership is about influencing others and creating vision

for change (Northouse, 2010). However, as I will show, these two functions do not operate in

isolation, but rather converge and overlap in practice.

I searched the web for management and leadership blogs, to get an idea of what is going

on currently in each sphere. Writing and discourse on “Leadership” was plentiful.

“Management”, on the other hand, was somewhat harder to find. I went to the Top 100

Management and Leadership Blogs that All Managers Should Bookmark (HRWorld) and could

not find a single blog that dealt with management specifically (in contrast, there were many that

highlighted leadership). Even going to Management skills blog (Foster, 2010) I was faced with

mixed messaging. Foster’s current blog dealt with management issues, but the training course he

was promoting on his site was about leadership: Working Leadership Online. It seems to me that

there is crossover, and possibly some confusion between the two concepts. The functions of

leadership and management can overlap; they have similarities in process and influence, but
differ significantly in the areas of focus. I wonder if today people want to be known as leaders,

not as managers. Effecting change seems to be much more exciting than creating order and

consistency, at least from my anecdotal evidence gleaned from bookstore displays and general

business media coverage. While leadership seems to be today’s hot topic, I believe both

functions are necessary for successful organizations.

The following case study and additional analysis is an example of the differences

between management and leadership. Foster (2010) blogs about a case study, The Real Role of

First Line Management, involving production problems at a plant. Volume is down, staffing is

down slightly, yet the group continues to get more and more behind on completing orders. The

blog presents ideas for managers on how to more effectively problem-solve under realistic time

horizons. Analyzing this scenario using Kotter’s chart (Northouse, p.10), the functions and

activities of this case fit under the “Management” column. The approach outlined in the blog to

the problem was reactive, it focused on timing and planning; the solution was structured by

establishing agendas and setting timetables within staffing and budgetary limitations. The focus

was to alter job placements with the goal of correcting the problems. The manager exercised his/

her authority by analyzing his/her staff (displaying low emotional involvement with

subordinates) and making changes to solve the problem. He/she used the credibility and power

that stemmed from his/her position at the plant to influence the action with a focus on outcome.

So, how would things differ if looked at this case from a leadership perspective? Again,

using Kotter’s matrix from a leadership standpoint, a leader would look at the bigger picture and

establish overall direction for production at the plant. In doing this, he/she would align the

people, communicating issues and goals, building group consensus, seeking commitment and
fostering teamwork. A leader would empower subordinates and seek to influence the process of

change by expanding the available options to the team as they work to solve the production

problems. Finally, he/she would motivate and energize the team to action. The solution to the

production problem would occur through a broader process, one that encouraged worker

participation through leadership empowerment. The directive ‘to think of what is possible, not

what is expedient’ (Northouse, 2010), highlights the mission of a leader, to provide and

encourage vision and to motivate followers to achieve solutions to the problem. Personal traits,

style, skills and the passion of a leader enter into the confidence and influence he/she is able to

present to his/her followers. Because leadership involves both the individual leader and the other

participants in the workplace, the process of decision making takes on a more important role.

In this case study, a manager reacts to problems and generates solutions, where a leader

would be a catalyst for change. There is overlap, as both managers and leaders deal with

problem solving and change. It is in their approach that the biggest differences occur.

Innovation for leaders is more than problem solving for products and functions, leaders must

have a bigger picture and look at areas like best business practices, alternative workforce

management models and even communications and cultural ramifications.

While the media and trends in business development seem focused only on leadership at

the moment, organizations succeed only if both management and leadership functions are

operational. While the functions and objectives of each role can be delineated simply, using

Kotter’s matrix for example, the business world is complex and practical realities suggest that

leaders can and need to be managers and managers can and need to be leaders. In practice,

knowledge of both conceptual frameworks, distinct as they are, whether the job position is
primarily one of a manager or one of a leader, is important to effectively executing work

responsibilities. Balance is critical (for example, there are dangers to a leader of getting bogged

down with details, and losing the focus on vision). So while leadership and management are

different constructs, they need to function together in order to benefit the whole of an

organization.
References:

Cutts, G. (1998). Knowing what a manager does.

http://userwebs.cth.com.au/~gcutts/Management/1manager.html

Foster, T. Management skills blog. Retrieved May 22, 2010: http://managementblog.org/

HRWorld Editors (June 10, 2008).

http://www.hrworld.com/features/top-100-management-blogs-061008/

Northouse, P. G. (2010). Leadership: Theory and practice. Thousand Oaks, CA: Sage.