The difference between management and leadership
There is much debate in current business literature on the differences and relationship between management and leadership. In his book ‘Leading Change’, John Kotter describes the difference:
Managementi s a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling and problem solving.
Leadership is a set of processes that creates organisations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision and inspires them to make it happen despite the obstacles”
These are useful definitions which distil the essence of both functions. However, they may suggest that the two can be neatly separated when the reality is much less clear. Good management at whatever level involves leadership to a greater or lesser degree, and good leaders need to be able to manage others in order to effect change. It’s more helpful to think of them as on a continuum, which shows the two in combinations of various degrees, as you can see below.
To find out more about our approach, please download a document we have prepared using the link in the right hand box.To find out about what development programmes we can provide, please click on the drop down menus on the left.
Becuase we don't see that you can separate management and leadership in a role, we use the following continuum to illustrate the relationship between them.
An often neglected element of managing and leading well is the need for physical resilience. Physical resilience comes from being in good health, and is a key part of well-being.
The New Economics Foundation (NEF) http://neweconomics.org/, a 'think and do' tank committed to changing conventional economic thinking, define well-being as 'feeling good and functioning well'. They researched well-being in the workplace in 2014. They identified ten different elements that contribute to well-being at work. To check your levels of workplace well-being, download our Beehive Well-being Balance Wheel here.
Interdependency is the safety culture associated with the fewest accidents and injuries and is therefore the safest way of working - (ref research by Du Pont Du Pont Bradley Curve).Trust is the key interpersonal component of Interdependency - (ref Beehive/Bangor University research).
Trust is an attitude. To increase trust and therefore interdependency it is necessary to demonstrate you are worthy of trust by displaying trustworthy behaviours - (ref Beehive/Bangor research &Trustworthiness Elements)
If you demonstrate trustworthiness through the five elements, others are invited to reciprocate and therefore trust and interdependency builds. The five behaviours are:
The D2iP b.SAFE Leadership Programme is all about developing the five elements of trustworthy behaviour.
The D2iQ metric is about measuring where people are on the spectrum of reactive - interdependent behaviours and how their behaviour changes over time in response to development.