Sullivan Baptist Association

MANAGEMENT VS LEADERSHIP

People in positions of authority can get other people to do something because of the power they wield, but leaders mobilize others to want to act because of the credibility they have (Kouzes and Posner, 31

The mechanical compliance of people in organizations with routine directives (Rost, 131)

Management is transactional and leadership is transformational.

Management is to bring about, to accomplish, to have charge of or responsibility for.

Leadership is influencing, guiding in direction, course, action, opinion. (Bennis & Nanus, 1985, 21).

MANAGEMENT V LEADERSHIP*, Vision*

MANAGEMENT        plans                            specific steps and timetables to implement the strategies

     CREATES              budgets                        plans converted into financial projections and goals (Kotter 1996, 68-70).

LEADERSHIP             vision                            a sensible and appealing picture of the future

     CREATES              strategies                      a logic for how the vision can be achieved

MANAGEMENT V LEADERSHIP*

Management is 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, organizing, staffing, controlling, and problem solving.  Leadership is a set of processes that creates organizations in the first place and adapts them to significantly changing circumstances (Kotter 1996, 25).

MANAGEMENT                                                                    LEADERSHIP

Planning and budgeting                                                  Establishing direction for the future

Organizing and staffing                                                  Aligning people, communicating direction.

Controlling and problem solving                                                Motivating and inspiring.

Produces: a degree of predictability and order,              Produces: change, often dramatic,

Potential to: produce short-term results                          Potential for: extremely useful change

            ORDER                                                                                   CHANGE

Successful transformation is 70 to 90 percent leadership and only 10-30 management (Kotter 1996, 26).

Success creates some degree of market dominance, which in turn produces much growth.  After a while, keeping the ever-larger organization under control becomes the primary challenge.  So attention turns inward, and managerial competencies are nurtured.  With a strong emphasis on management but not leadership, bureaucracy and an inward focus take over.  But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve.  All of these characteristics then make any transformation effort much more difficult (Kotter 1996, 27).

LEADERSHIP VS. MANAGEMENT*

When the consultants exited, the process often stalled.

Many of the pastors with whom we worked had been trained to manage the congregation.  They approached their work from the question “How do I improve the programs and ministries that we are currently doing?”  Few had been trained to ask the question “Are the things we are doing the most faithful and effective means of reaching our community with the Gospel?”

It became increasingly apparent that the consultants had been virtually leading the change process, with the pastor endorsing it, empowering it, and continuing to manage the existing programs and ministries of the church (Herrington, Bonem, and Furr 2000, 10-11).

Management vs leadership*

Management is not something you do to other people.  You manage your inventory, your checkbook, your resources.  You can even manage yourself.  But you do not manage other human beings.  You manage things, you lead people (Hunter 1998, 28).

LEADERSHIP VS MANAGEMENT*

Russell H. Ewing said, ‘A boss creates fear, a leader confidence.  A boss fixes blame, a leader corrects mistakes.  A boss knows all, a leader asks questions.  A boss makes work drudgery, a leader makes it interesting.  A boss is interested in himself or herself, a leader is interested in the group.’ (Stone 2002, 82)

For everyone, there is a natural attraction toward the controlling behaviors embedded in the transactional roles.  These roles involve preserving the status quo.  This attraction is highly consistent with the role of manager and the paradigm of political transaction.  (Quinn 1996, 151)