Leadership Style Leading versus Managing Dr. Robert Hurley

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1 Leadership Style Leading versus Managing Dr. Robert Hurley Copyright 2001 Dr. Robert Hurley (203) USA

2 2 Leadership versus Management Chinese Government Personnel (From W. Warner Burke) Leader Manager Strategic Tactic Spiritual Practical Overall Specific Aggressive Passive Directing Implementing Giving orders Giving methods Political Business Idealism Practicality Broader contacts Limited contacts Stimulating Enthusiastic Policy making Execution Leader Manager Giving ideas Working the idea Leader chooses Manager reports to manager leader Reward via Reward via intrinsic and intrinsic extrinsic Long-term Short-term Giving orders Carrying out orders Decision making Decision implementing Analytical Problem solving Controlling Measuring Thinking Doing Abstract Concrete Guidance Management

3 3 Leadership versus Management Japanese Executives (From W. Warner Burke) Leader Manager Leader Manager Active Thoughtful Playful Serious Persuade Make plans Risk taker Follower Break the rule Keep the rule Interesting Boring Create Maintain Horse-riding nation Farming nation Not satisfied with present condition Satisfied with present condition Suggest problems Solve problems Meditative Realistic Unpunctual Punctual Starter of change Administrator of change Authoritative Consensual Innovation Maintenance Enterprise Man of organization Dynamic Static Change Observe Talk a lot Listen a lot New On-going Top-down Bottom-up High Average Charismatic Commonality Ability to influence Ability to transact Revolution Conservation reformation Creative Businesslike Change gears Step on the accelerator Strategies Tactics What How Brave Cool Rush Calm Charismatic Logical Genius Talented Optimistic Precise

4 4 Proportional View of Leadership Management Transactional - Operates the system Balanced Focus Transformational - changes the system Leadership

5 5 Zaleznik(1977) Leaders and Managers Dimensions Attitudes Toward Goal Conceptions of Work Relations With Others Sense of Self Leaders Personal; active Projecting ideas into images that excite people; developing options Prefer solitary activities; relate intuitively and empathetically Feel separate from their environment; depend on personal mastery of events for identity Managers Impersonal; reactive; passive An enabling process of coordinating and balancing; limiting options Prefer to work with people; relate according to roles Belong to their environment; depend on memberships, roles, etc., for identity

6 6 Zaleznik How do we develop leaders Managing doesn t always do it Leadership requires power to influence people s thoughts and actions The need to hedge risks creates conservatism which suppresses the development of leaders

7 7 Zaleznik Leaders have a depth and inner perceptiveness that affects the signals they detect in themselves and others and this affects how they relate to people Leaders are twice born having had a less than straightforward and uneasy journey of development Once borns sense of self comes from being part of. Twice borns sense of self comes from being separate from

8 8 Zaleznik Leaders develop through a journey in search of personal mastery which impels the person to struggle for change Self esteem does not rely on personal attachments and rewards. A form of self reliance takes hold with expectations of achievement and sense of responsibility and mission

9 9 Zaleznik Zaleznik suggests that leaders are developed by other leaders who manage themselves

10 10 Bennis Leadership ( On Becoming a Leader 1989) Guiding vision Passion Integrity Self Knowledge Candor Maturity Trust Curiosity Daring

11 11 Kouzes and Posner ( The Leadership Challenge 1995) Challenge the process Search out challenging opportunities to change, grow, innovate and improve Experiment, take risks and learn from mistakes Inspire a shared vision Envision an uplifting and ennobling future Enlist others by appealing to their values, interests, hopes and dreams

12 12 Kouzes and Posner ( The Leadership Challenge 1995) Enabling others to act Strengthen people by giving power away, providing choice, developing competence, assigning critical tasks, and offering visible support Encouraging the heart Recognize individual contributions to the success of projects Celebrate team accomplishments

13 13 Tichy Keys to Leadership ( The Leadership Engine 1997) 1. Teaches other leaders 2. Learner - experience, reflection, vulnerability 3. Promotes good ideas - understands the business model, notices, thinks, creates 4. Creates values aligned with business ideas 5. High energy and energizing 6. Edge - mentally tough, not complacent, sense of urgency 7. Engages through stories - communicates, connects with people in a compelling way

14 14 Orientation Toward Change Transformationals Change the status quo Think long range, what might be Less concerned with how to get there Transactionals Implement change Think short range; what is realistic

15 15 Ways of Influencing Transformationals Arouses emotions; enthusiasm; heart Thinks leadership is inspirational Transactionals Though being clear Exchange process with people Reward for goals Think leadership is practical

16 16 Sense of Purpose Transformationals Strong almost moral purpose Demand emotional connection Transactionals Less intense and personal Work is only one aspect of life Reward for goals Fewer emotional demands

17 17 View from the Feedback Transformationals Innovation (items 7, 9, 12, 13) Communication (item 22) Networks (item 41) Leading (item 43) Confidence (items 47, 49) Transactionals Direction (items 3,4,5) Teams (items 36, 38) Communication (item 23)

18 18 View from the Feedback Change Management Process dimension - managing Vision dimension - transformational leadership Personality Sensing - Managing Intuitive - Leading

19 Sam Brent Need for Achievement Fear of Failure Performance

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