PMO Knowledge Sharing

Leadership Vs Management
- Vijay Andea
The Differences Between Leaders and
Mangers

The Leader The Manager

Which is more important?

What are the key skills

of each type?
Manage things
&
Lead people
 Management Vs. Leadership

• Leadership and management share some characteristics, but

each is also separate and distinct.
• The leader communicates direction by words and deed to
create effective team. Then the team is free to create strategies
to accomplish task.
• Mangers do things right and leaders do the right things
• Managers expected to balance efficiency and the ability to
accomplish goals.
 Management

• Defined as the coordination of human, material, technological

and financial resources needed for an organization to reach its
goal.
• Its “A multipurpose organ that manages a business and
manages managers and managers workers and work”
• Top level managers spend most of the time in 2 functions of
planning and organizing. They oversee the big picture
• 1st line mangers are typically doing the nitty gritty of daily
operation, which is leading and controlling.
 Leadership

• Leadership is a process of guiding, directing and motivating an

organization to achieve and outstanding outcome.
• Articulating the appropriate vision to stretch the goal.
• Making the right strategy to achieve objective.
• To ensure the resources are available.
• Setting the challenging standard for the growth of organization.
• Leader must communicate to inspire
 Role

Management Leadership

• Innovate • Administrate
• Focus on people • Focus on systems
• Inspire Trust • Rely on control
• Have a long term goal • Have a short term goal
• Ask What and Why • Ask how and when
• Originate • Initiate
• Challenge Status Quo • Maintain Status Quo
• Do the right thing • Do the things right
 Focus
Management
Based on facts
Finds answers
Solves problems
Learns via training
Tactical, short-term horizon
Goal orientation
Narrow and more limited
Running an organization
Leadership
Based on ideas
Rises questions
Creates challenges
Learns through experience
Strategic, long-term
perspective
Feeds the imagination
Seeks alternatives
inspiring people to run an
organization
Skills

Management Skills
Leadership Skills
Territory management
Budgeting Motivation
Sales meetings Recognition
Performance evaluation Coaching
Recruiting/selecting Rewarding
Training Counseling
Record-keeping Creating
Time management

People Skills
Verbal & non-verbal communication skills
Relationship skills
 Characterization

Subject Manager Leader

Acting Doing things right Doing right things
Essence Stability Change
Focus Managing work Leading people
Seeks Objectives Vision
Approach Plans detail Sets direction
Decision Makes Facilitates
Power Formal authority Personal charisma
Appeal to Head Heart
Energy Control Passion
Persuasion Tell Sell
Likes Action Striving
Wants Results Achievement
Conflict Avoids Uses
Direction Existing roads New roads
Truth Establishes Seeks
 Leadership & Management Synergy

Leaders Synergy Managers

Provide Vision  Empowerment  Provide resources
Seeks Opportunities  Achievements  Reduce Risks
Inspire  Teamwork  Coordinate
Creativity  Innovation  Provide Structure
Do Right Things  Effectiveness  Do Things Right
Traditional Functions of Management
 Communication – Bridge between Effective
Management and Leadership

Values
Ability
Motivation
Mission
Vision
Goals

Communication

Team- Creati- Business

building vity
Functional
Ethical Diversity
Decision- Mgmt. Areas
making
 Key Features

• Management is working in the system, leadership is working on

the system.
• Managers gain authority by position, leaders gain it by influence
& character.
• Every manager should be a leader, and every leader must
know management.
• Both Leadership and Management Functions are important to
maximize the opportunities for success.
 Sources of Power

Information Power:
Information power comes from having knowledge that will
influence the outcome of the negotiation. Planning and
research can increase our information power, as can asking
the right questions before we reach the bargaining phase of
the negotiation.

Reward Power:
Reward power comes from having the ability to reward the
other party in the negotiation. It could be the power a buyer
has to place an order for goods and services or the power a
salesperson has to give good service and solve problems
 Sources of Power

Coercive Power:
Coercive power is the power to punish. This is seen most
commonly in the buyer- seller relationship, but can be a
feature of other types of negotiation.

Situation Power:
Situation power is the power that comes from being in the
right place at the right time. A customer is desperate to
place an order and you are the only source of supply in the
short term. Having an effective network and keeping in
touch with what is happening can increase your situation
power.
Management Process
 Sources of Power

Expertise Power:
Expertise power comes from having a particular skill which
you can apply and which can influence the outcome of the
negotiation. Improving negotiation skills helps you win
better deals. Other areas of expertise could also help the
outcome of the negotiation.

Referent Power:
Referent power comes from being consistent over time. If
people see you as having a clear, consistent strategy as a
negotiator, you will increase your referent power. Having
standards that you stick to and being consistent will help to
increase your referent power.
 Leadership Theories

• Trait theories of leadership

• Behavioral theory of leadership
• IOWA study
• University of Michigan study
• University of Ohio study
• Managerial grids
• Contingency Theories
 Idea one

get that
‘vision
thing’
 Get the Vision

• Creating a clear picture of the future that „stimulates, excites and

inspires‟
• Getting everyone to „buy‟ into it
• Ensuring that everyone understands what‟s expected of them
• Turning it into meaningful goals and targets
• Communicating progress towards it continuously
• Celebrating successes
• Working „On‟ it consistently
 Idea two

value
Your
Values
 it’s not
what you
say……
it’s what you DO!
 Idea three

get ‘engaged’
Only 17% are actively ‘engaged’

63% aren’t engaged

20% are actively ‘disengaged’

88% want to work hard and do

their best

50% worked just hard enough

to avoid being fired!

75% believe they could be

significantly more productive
Source: Gallup
 Idea four

give your people a

damn good listening to
• set up feedback systems that suit your team, not you
• „beat the brainwashing‟ – ask your newcomers to spot your
business „stupidities‟
• Ask your team „What do you want from me?‟
 Idea five

be an
‘enemy of
the status quo’
 Idea six

create other
leaders, not
followers
Idea seven

take
action,
not notes
The six most important words:

"I admit I made a

mistake"
The five most important words:

"You did a good

job"
The four most important words:

"What is your
opinion"
The three most important words:

"If you please."

The two most important words:

"Thank you"
The one most important word:

"We"
The least most important word:

"I"
don‟t just stand there….. do something!
- Dick Dastardly