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Leadership vs. Management
What is the difference between management and leadership? It is a question that has
been asked more than once and also answered in different ways. The biggest difference
between managers and leaders is the way they motivate the people who work or follow
them, and this sets the tone for most other aspects of what they do.
Many people, by the way, are both. They have management jobs, but they realize that
you cannot buy hearts, especially to follow them down a difficult path, and so act as
leaders too.
Managers have subordinates
By definition, managers have subordinates - unless their title is honorary and given as a
mark of seniority, in which case the title is a misnomer and their power over others is
other than formal authority.
AUTHORITARIAN, TRANSACTIONAL STYLE
Managers have a position of authority vested in them by the company, and their
subordinates work for them and largely do as they are told. Management style is
transactional, in which the manager tells the subordinate what to do, and the
subordinates do this not because they are blind robots, but because they have been
promised a reward (at minimum their salary) for doing so.
WORK FOCUS
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They, thus, naturally pass on this work focus to their
subordinates.
SEEK COMFORT
An interesting research finding about managers is that they tend to come from stable
home backgrounds and lead relatively normal and comfortable lives. This leads them to
be relatively risk-averse and they will seek to avoid conflict where possible. In terms of
people, they generally like to run a 'happy ship'.
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LEADERS HAVE FOLLOWERS
Leaders do not have subordinates - at least not when they are leading. Many
organizational leaders do have subordinates, but only because they are also managers.
But when they want to lead, they have to give up formal authoritarian control, because
to lead is to have followers, and following is always a voluntary activity.
CHARISMATIC, TRANSFORMATIONAL STYLE
Telling people what to do does not inspire them to follow you. You have to appeal to
them, showing how following you will lead them to their hearts' desire. They must want
to follow you enough to stop what they are doing and perhaps walk into danger and
situations that they would not normally consider risking.
Leaders with a stronger charisma find it easier to attract people to their cause. As a part
of their persuasion they typically promise transformational benefits, such that their
followers will not just receive extrinsic rewards but will somehow become better people.
PEOPLE FOCUS
Although many leaders have a charismatic
style to some extent, this does not require a
loud personality. They are always good with
people, and quiet styles that give credit to
others (and take blame on themselves) are
very effective at creating the loyalty that
great leaders engender.
Although leaders are good with people, this
does not mean they are friendly with them. In order to keep the mystique of leadership,they often retain a degree of separation and aloofness.
This does not mean that leaders do not pay attention to tasks - in fact they are often very
achievement-focused. What they do realize, however, is the importance of enthusing
others to work towards their vision.
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SEEK RISK
In the same study that showed managers as risk-averse, leaders appeared as risk-seeking,
although they are not blind thrill-seekers. When pursuing their vision, they consider it
natural to encounter problems and hurdles that must be overcome along the way. They
are thus comfortable with risk and will see routes that others avoid as potential
opportunities for advantage and will happily break rules in order to get things done.
A surprising number of these leaders had some form of handicap in their lives which they
had to overcome. Some had traumatic childhoods, some had problems such as dyslexia,
others were shorter than average. This perhaps taught them the independence of mind
that is needed to go out on a limb and not worry about what others are thinking about
you.
THIS TABLE SUMMARIZES THE ABOVE (AND MORE) AND GIVES A
SENSE OF THE DIFFERENCES BETWEEN BEING A LEADER AND BEING A
MANAGER. This is, of course, an illustrative characterization, and there is a whole
spectrum between either ends of these scales along which each role can range. And many
people lead and manage at the same time, and so may display a combination of
behaviours.
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Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames
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The Good News
To be a successful leader, you dont have to be charismatic like Alexander the Great, JFK,
or Churchill. Ordinary people such as teachers, ministers, coaches, and janitors can get
extraordinary results from people because they lead by example.
Keep these common characteristics of good leaders in mind while developing your
leadership skills:
Vision A leader has a clear vision of where he wants to take his business, as well as what
the final product will look like. But thats just the start. They must also be able to share
the vision with others in a way that empowers people so theyll want to follow and be
involved.
Integrity Trust is vital! A leader must be trusted. Team members want to follow
someone whose outward actions match their inner values. Such a leader can be trusted
because they never veer from the inner values even when it might be a shortcut to do so.
Dedication Leaders spend whatever time is necessary to accomplish their vision. Others
are inspired by seeing the example, seeing the leader doing whatever it takes to get to the
next step. When this happens, followers see opportunity to achieve something great for
themselves.
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Five Steps for Building High Performing Teams
1. Benchmark your team with PERFORM2. Create a team charter3. Diagnose your teams development level4. Match leadership style to your teams development level.5. Develop Strategies for higher team performance
Step One: Benchmark your team with PERFORM
We define a team as two or more persons who come together for a common purpose and
who are mutually accountable for results. This is the difference between a team and a
group. Often, Work groups are called teams without developing a common purpose and
shared accountability. This can lead to disappointing results and a belief that teams do
not work well.
Building High Performing Teams is like building a great organization, begins with a picture
of what you are aiming for- a target. It is imperative to know what a high performing team
is. That is why the team performance process begins with PERFORM, an acronym that
represents seven key characteristics found in all high performing teams. These represent
the gold standard for team committed to excellence. By benchmarking your team in each
of these areas, you can identify the areas where you need to focus team development.
PP -- PPuurrppoossee && VVaalluueess
EE -- EEmmppoowweerrmmeenntt
RR -- RReellaattiioonnsshhiipp && CCoommmmuunniiccaattiioonn
FF -- FFlleexxiibbiilliittyy
OO -- OOppttiimmaall PPeerrffoorrmmaannccee // PPrroodduuccttiivviittyy
RR -- RReeccooggnniittiioonn aanndd aapppprreecciiaattiioonn
MM -- MMoorraallee
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PPuurrppoossee && VVaalluueessare the glue that holds the team together and form the foundationof a high performing team.
Following are the indicators of the team with clear purpose and value...
Clear commitment to a common purpose Common values and norms promote integrity, quality and collaboration Specific team goals are clear, challenging , agreed on and relevant to the purpose Strategies for achieving goals are clear and agreed on Individual roles are clear, and their relationship to the team purpose and goals is
understood
EEmmppoowweerrmmeennttis what happens when the organization supports the team in doing itswork effectively.
Following are the indicators of an empowered team...
Values, norms and policies encourage initiative, involvement and creativity All relevant organization and business information is readily available to the team The team has the authority within understood boundaries, to take action and make
decisions
Direction, structure and training are available to support individual and teamdevelopment
The team is committed to the continuing growth and development of all teammembers
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RReellaattiioonnsshhiipp && CCoommmmuunniiccaattiioonn,,both internal and external, are the teams lifeblood.Following are the indicators for excellent relationship and communication...
Different ideas, opinions, feelings and perspectives from all team members areencouraged and considered
Team members listen actively to each other for understanding, not judgement Methods of managing conflict and finding common ground are understood Cultural differences including race, gender, nationality, age, etc., are valued and
respected
Honest and caring feedback helps team members to be aware of their strengthsand weaknesses
FFlleexxiibbiilliittyyis the ability to adapt to constantly changing conditions and demands, withteam members backing up and supporting one another as needed.In a flexible team...
Team members share responsibility for team development and leadership The team is able to meet challenges using the unique talents and strengths of all
team members
Team members shift from behaviours that provide direction or support as needed The team is open to exploring different ways of doing things and adapts to change Calculated risks are supported .Mistakes are seen as opportunities for learning
OOppttiimmaall PPeerrffoorrmmaannccee //PPrroodduuccttiivviittyyis whats generated by a high performing team.Highly productive team...
constantly produces significant results; the job gets done committed to high standards and measures for productivity, quality and service is committed to learning from mistakes and to continuous improvement uses effective problem-solving and decision-making skills to overcome obstacles
creatively
coordinates efforts with other teams, vendors and customers as appropriate
RReeccooggnniittiioonn aanndd aapppprreecciiaattiioonn are ongoing dynamics that build and reinforceproductivity and morale by focusing on progress and the accomplishment of majormilestones throughout the teams life.
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In high performing team...
Individual and team accomplishments are often acknowledged by team leaders andteam members
Team members have sense of personal accomplishment in relation to taskcontributions
Team contributions are valued and recognized by the larger organization Team members feel highly regarded within team The team celebrates successes and milestones
MMoorraalleeis the sense of pride and satisfaction that comes from belonging to the teamaccomplishing its work.
Following are the indicators of the team with high morale...
Team members are confident and enthusiastic about the teams efforts and arecommitted to success
The team encourages hard work, as well as having fun There is a strong sense of pride in and satisfaction with the teams work There is a strong sense of trust and team spirit among team members The members have developed a supportive and caring relationship and help each
other
Step Two: Create a Team Charter
Knowing where you are headed is the first step on the journey to high performing team
performance. But just calling together a team and giving it a clear charge does not mean
the team will become high performing. Team leadership is much more complicated than
one-on-one leadership. Many a times managers typically spend more time preparing for a
meeting with one of their team members rather than with their entire team. Managing a
high performing team takes considerable effort. One of the single most important things ateam leader can do is to set up the environment for and support the team in creating a
team charter.
To create a solid foundation for the teams work, it is important to complete a team
charter at this early point in teams life cycle.
A charter is a set of agreement that clearly states what the team is to accomplish, why it
is important, and how the team will work together to achieve results. The charter
documents common agreement, but it is also a dynamic document that can be modified asteam needs change.
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The team charter agreement directly links the teams purpose to the organizational vision
and purpose. Team values and norms should reflect the organizational values, as well as
provide guidelines for appropriate behaviour within the team. Identifying team initiatives
sets the foundation for determining goals and roles. This is when team establishes
strategies for communication, decision making and accountability. If the team will need
resources, they are identified at this stage. Once completed, the charter provides a
touchstone for making sure the team is on track. The team is now ready to move fromplanning to doing, and it will keep the charter visible and available to navigate the stages
ahead.
Step Three: Diagnose your teams Development Level
Building a high performing team is a journey a predictable progression from a collection
of individuals to a well-oiled system where all the PERFROM characteristics are evident.
All teams are unique and complex living systems. The whole of a team is different from
the sum of its members. Knowing the characteristics and needs of a high performing team
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is critical. It gives you a target to shoot for. Obviously, teams do not start with all the
PERFORM characteristics in place. Regardless of their purpose, teams, like individuals, go
through a series of developmental stages as they grow.
After in depth study and research, following four stages of team development have been
identified.
11..OOrriieennttaattiioonn22..DDiissssaattiissffaaccttiioonn33.. IInntteeggrraattiioonn44..PPrroodduuccttiioonn
Understanding these development stages and teams characteristics and needs at each
stage is essential for team leaders and team members if they will be effective in building
successful, productive teams.
Thats what diagnosis is all about.
The ability to determine a teams stage of development and assess its needs requires
stepping back and looking at the team as a whole, rather than focusing on individual
behaviours and needs.
The Stages of Team Development Model
PPrroodduuccttiivviittyy aanndd MMoorraallee
Two variables determine the team development stages : Productivity and Morale.
Productivityis the amount and quality of the work accomplished in relation to the teams
purpose and goals. Productivity is dependant on members ability to collaborate, their
knowledge and skills, clear goals and access to needed resources.
Morale is the sense of pride and satisfaction that comes from belonging to the team andaccomplishing its work.
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High morale with low performance is partly not a team. On the other hand the team that is
achieving good result yet has low morale will eventually stumble, and its performance will
fade.
Diagnosing the level of productivity and morale is a clear way to determine a teams
development stage and understand team needs at any point in time.
TTeeaamm DDeevveellooppmmeenntt SSttaaggee 11:: OOrriieennttaattiioonn
All new teams have to have a sense of purpose as well as some
clarity about team values and goals, individual roles, team norms
and decision making processes.
CChhaarraacctteerriissttiiccss::
1. Moderate eagerness2. High, often unrealistic expectations3. Anxiety about roles , acceptance, trust in others, demands on them4. Tentative, polite, conforming behaviour5. Lack of clarity about purpose, norms, roles, goals, structure (how they will work
together)
6.
Dependant on authority for direction and support
7. Some testing of boundariesIInn tthhiiss ssttaaggee,, tteeaamm mmeemmbbeerrss ddeeppeenndd ssttrroonnggllyy oonn tthhee lleeaaddeerr ffoorr......
1. A common understanding of the teams purpose2. Agreement on values and norms for working together3. Agreement on roles, goals and standards4. Agreement on decision - making authority and accountability5. Agreement on structure how work will get done and by whom, timelines ,tasks
and required skills
6. Information about available resources7. Knowledge about each other to utilize diverse talents and build personal
connections
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TThhee cchhaalllleennggee ffoorr aa LLeeaaddeerr iinn tthhee oorriieennttaattiioonn ssttaaggee iiss ttoo wwoorrkk oonn ffoolllloowwiinngg iissssuueess......
1. Developing purpose and structure of the team2. Building relationship, Acceptance & Trust
Morale is moderately high and productivity is low during this stage.
TTeeaamm DDeevveellooppmmeenntt SSttaaggee 11:: DDiissssaattiissffaaccttiioonn
During this stage the team gets some experience under itsbelt.
CChhaarraacctteerriissttiiccss::
1. Discrepancy between expectations and reality2. Confusion and frustration around roles and goals3. Dissatisfaction with dependence on authority4. Expression of dissatisfaction5. Formulation of coalitions6. Feelings of incompetence, confusion, low confidence7. Competition for power, authority and attention8. Low trust & Some task accomplishment
IInn tthhiiss ssttaaggee,, tteeaamm mmeemmbbeerrss ddeeppeenndd ssttrroonnggllyy oonn tthhee lleeaaddeerr ffoorr......
1. Clarification of big picture2. Redefinition of purpose ,roles, goals and structure3. Recommitment to values and norms4. Development of team and task skills5. Development of communication processes including active listening, the exchange
of non-judgmental feedback, conflict management and problem solving
6. Valuing of differences & Access to information and resources7. Encouragement and reassurance & Recognition of accomplishments8. Open and honest discussion of issues including emotional blocks, coalition and
personality conflicts
9. Mutual accountability and responsibilityTThhee cchhaalllleennggee iinn tthhee ddiissssaattiissffaaccttiioonn ssttaaggee iiss ttoo hheellpp tthhee tteeaamm mmaannaaggee iissssuueess ooff......
1. Power
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2. Control3. Conflict and begin to work together effectively
This is the most critical stage, it is possible that team may get stuck in this stage if theleader is unable to create collaborative environment within the team.
TTeeaamm DDeevveellooppmmeenntt SSttaaggee 33:: IInntteeggrraattiioonnThis stage is a bridge between dissatisfaction and the efficiency
and excitement.
Moderate to high productivity and variable or improving morale
characterize a team at the Integration team
CChhaarraacctteerriissttiiccss
1. Increased clarity and commitment on roles, goals, tasksand structure
2. Increased commitment to norms and values3. Increased task accomplishment moderate to high4. Growing trust, cohesion, harmony and mutual respect also willingness to share
responsibility, leadership and control
5. Understanding and valuing of differences & Use of team language We ratherthan me
6. Tendency to avoid conflict7. Team members are ready to share leadership and control.
IInn tthhiiss ssttaaggee,, tteeaamm mmeemmbbeerrss ddeeppeenndd ssttrroonnggllyy oonn tthhee lleeaaddeerr ffoorr......
1. Integration of team and individual roles and goals, norms and structure2. Continued skill development3. Encouragement to share different perspective and to disagree in order to further
develop problem solving skills
4. Continued building of trust and positive relationships5. Shared responsibilities for leadership and team functioning6. A focus on increasing productivity7. Evaluation of and learning from each experience8. Recognition and celebration of each success
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TThhee cchhaalllleennggee iinn tthhee IInntteeggrraattiioonn ssttaaggee iiss ttoo hheellpp tthhee tteeaamm mmaannaaggee iissssuueess ooff......
1. Sharing of control2. Management of conflict
TTeeaamm DDeevveellooppmmeenntt SSttaaggee 44:: PPrroodduuccttiioonn
At this stage both productivity and morale are high and reinforce one another. This is
PERFORM in action.
Thee is a sense of pride and excitment in the being part of a high perfroming team The
primar focus is now on perfromance.
CChhaarraacctteerriissttiiccss
1. Clear purpose, values, roles and goals2. Empowering team practices that free team energy and lead to continues
improvement
3. Relationships and communication built on trust, mutual respect and openness4. Flexibility and shared leadership that allow the team to respond to new challenges5. Optimal productivity and high standards6. Recognition and appreciation for individual and team accomplishment7. High morale
IInn tthhiiss ssttaaggee,, tteeaamm mmeemmbbeerrss ddeeppeenndd ssttrroonnggllyy oonn tthhee lleeaaddeerr ffoorr......
1. Continuous focus on productivity2. New challenges3. Recognition and celebration of team accomplishments4. Individual acknowledgement5. Decision-making autonomy within boundaries
TThhee cchhaalllleennggee iinn tthhee pprroodduuccttiioonn ssttaaggee iiss ttoo hheellpp tthhee tteeaamm mmaannaaggee iissssuueess ooff......
1. Sustaining the teams perfromance through new challenges and continued growth.
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Step Four: Match Leadership Style to Your Teams Development Level
As team moves through the different development stages. A team requires leadership that
is responsive to its needs at each stage. Situation Leadership II, used extensvily to
develop individual performance, works equally well when applied to a team or
collaborative group.
Situation Leadership II consists of two variables - directing behavior and supporting
behavior, which combine to form four leadership styles. The same framework applies to
leading teams.
Directing behavior structures and guides team outcomes. Behaviors that provide direction
include organizing, structuring, educating and focusing the team.
Supporting behavior develops mutual trust and respct within the team, Behaviors that
provide support include involveing,enncouraging , listening to , and collabrating with team
members.
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Combining the stages of Team Development Model with the Situation Leadership II
The directing and supporitng behaviors of the Situation Leadership IImodel provide a
framework for meeting team needs.
Situation Leadership II Team Leadership Style
HIGH
LOW
When we combine the four leadership styles with the first four stages of the
team development as illustrated in above figure, we have a framework for
matching each stage with an appropriate leadership style.
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For leaders and members to determine the appropritate leadership style .....
Step 1Diagnose the teams stage of development in relation to its goal, considering both
productivity and morale.
Step 2 Locate the teams present stage of development on the stages of Team
Development Model, and follow a verticle line up to the curve on Situation Leadership II
model.
The point of intersection indicates the appropriate leadership style for the team.
At Stage - 1, the Orientation stage, a directing style is appropriate. The team is
moderately eager but dependent on authority.
Leaders need to get the team off to a good start by developing purpose and structure
while building relationships and trust. This is the time to create team charter.
At Stage - 2, the Dissatisfaction stage, a coaching leadership style is appropriate. At
this point the team is probably experiencing confusion and frustration and needs to learn
how to manage conflict and work together effectivly.
Now is when the leader should ..
reconfirm or clarify the teams purpose, norms,goals and roles develop both task and team skills Confront difficult issues and Recongnize helpful behaviors and small accomplishment
At Stage - 3, the Integration stage, a supporting leadership style is appropriate. The
team, now working together more effectively but cautiously, must learn to share
leadership and address conflict.
In this stage the team needs less direction around the task and more supportfocused on building the confidence, cohesion, involvement, and shared leadership.
This is a time to encourage people to voice different perspective, shareresponsibility for leadership, and examine team functining.
At Stage - 4, the Production stage, a delegating leadership style is appropriate. Now
operating with high productivity and high morale, the team is challenged by the need to
sustain its high perfromance.
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Continued recognition and celebration of the teams accomplishments is needed at this
time, as well as the creation of new challenges and higher standards. At this stage it is
appropriate to foster decision-making autonomy within established boundaries.
Step Five: Develop Strategies for Higher Team Performance
Working in teams requires leaders to acquire new knowledge and skills that they may not
have developed earlier. Yet, if they hope to build high performing teams and people, they
should better learn these skills. Thinking of a team as a partnership between team
leader(s) and members is very important for any leader.
A conscious awareness of the dynamics occuring within a team is a critical factor in
helping the team develop. Observing what is going on in the team is an important function
of the team leader.
By observing the team, leaders can develop strategies and skills to address issues
confronting the teams, such as conflict management, individual differences, problem
solving and decision making. For highest perfromance, leaders should encourage regularly
scheduled team checkups to review the charter, evaluate progress, discuss changes and
incorporate lessons learned.