Leadership - Management: Is there a difference?

Last week I was challenged to revisit my thinking about “leadership” versus “management”.  I'm not so sure that the two constructs, concepts or theories are necessary opposed to one another.  I do believe, however, they are different.  

As I pondered my experiences in leadership including all the books I’ve read, theories I’ve studied, individuals I’ve observed and worked for and with, and the myriad discussions, conversations, as well as opinions debated, I realized something, I’m not sure if we haven’t confused the two.

I recalled the oft-cited Peter Drucker’s proclamation, “Management is doing things right; leadership is doing the right things”.  I remembered how great that sounded at the time!  But, I have learned that there’s much more to both management and leadership.

Management or managing people requires “doing the right thing” as well as “doing things right”.  Limitations and constraints abound if you’re in a position of leadership but when you really examine the tasks, responsibilities, and role you play, how many of them are actually managing rather than leading?

To answer the aforementioned question requires a clear understanding of what is managing and what is leading.

There are generally six accepted principles of management.  They are planning, organizing, staffing, directing, controlling, and evaluating.  These principles or functions and accompanying practices are more or less focused on getting others to do something that they would not normally choose to do or now how to do.  Possibly over simplifying, managing is getting things done through others.

Leading others is different than managing them.  For me the defining difference between managing and leading is vision – not just having one but living it, breathing, it.  I’ve learned that vision is far greater than just articulating a better place - a preferred future.  It is pointing, showing, motivating, encouraging, capturing, and compelling others to see and begin a journey to “different”. 

Concisely, I believe leadership is taking people to a place they never imagined going, staying longer that they planned to stay, and investing more of themself than they thought possible. 

I have experienced the power of vision as a means to accomplish transformation.   Transformation does not take place from the outside in.  Rather, it is an inside out proposition.  Presenting a compelling vision alone will not in and of itself cause transformation.  There must be qualities, traits, or behaviors that create followership.

What qualities come to mind?

Integrity? Action? Selflessness? Candor? Preparation? Learning and Teaching? Fairness? Vision? Caring?

This list comes from the leadership qualities defined by General George C. Marshall.  For an expanded description of these take a look at Jack Uldrich’s book, Soldier Statesman Peacemaker: Leadership Lessons from George C. Marshall (2005).

General Marshall’s influence on military leadership remains in place today.  If you look at the any of the braches of the United States Armed Forces you’ll find Marshall’s fingerprints on leadership principles and expected behaviors.  They remain essential to the development of our military leaders.

Another quality that underpins Marshall’s leadership principles is loyalty.  Loyalty to the mission, loyalty to the vision, and loyalty to the guiding principles that underpin leadership.  These were paramount to Marshall's brand of leadership and followership.

Knowing leadership traits, qualities and virtues is far different than being them.  Argumentatively, you can't rush leadership.  Experience requires time, wisdom from both successes and setbacks, and the constant presences of humility. 

As I wrapped up my week of review and reflection of leadership and management, I really don't have any new revelations or insights.  I do have one conclusion, however.  That is, both leadership and management require a commitment to continuous learning.  A learning that is genuine, sincere, and without any motivation other than to increase ones' competence, confidence, and capacity to influence, develop and serve others.