Regardless of whether you have worked, studied or acquired the role of leader the practice of leadership is ostensibly a formative and developmental process, one that sees us striving to become the best we can be. There is however, a prevailing question that relates to the perceived difference between ‘leadership’ and ‘management’. The question itself seems to suggest that the two are mutually exclusive entities. The discussion, in its various forms implies that there is an absolute need to differentiate between the two amidst concerns that without this level of clarification the role of the leader and or manager is compromised in some way, because neither will know exactly what they are required to do or how to go about doing it.
Traditional thinking, such as that associated with Steven R. Covey etc, suggests that there is a significant difference between leadership and management. Managers are seen as being responsible for directing people and resources, ensuring that they move in an agreed direction according to organisational instruction and values, while leaders set the strategic direction of a group or organisation. They establish direction based on organisational values.
From a practical point of view the roles of ‘leader’ and ‘manager’ are not always as clear-cut as many of us would care to believe. Admittedly having clearly defined roles between leadership and management is an important aspect of the overall process and a failure to acknowledge the difference between these roles can lead to confusion and a lack of strategic direction. However, the belief that these two roles need to remain mutually exclusive perhaps fails to consider the multi-dimensional and interactive nature of effective leadership. My contention, as identified through my interpretation on the concept of the ‘leadership continuum’ in my book ‘Phoenix Leadership Programme’, is that at various stages of the leadership continuum the leader (knowingly) shifts between the roles of leader and manager, and it is this conscious and intelligent interplay between the two roles that is a significant and acceptable factor in the successful development and application of effective leadership.
John Babb 