The bottom line of this concept is that, in business, any action or decision can become very critical; hence, the distinction between management and leadership takes center place. Stephen Covey brought a number of valuable insights into this question in his famous trainings, whose implementation can guide organizations through the labyrinthine ways of corporate life in contemporary times. This article discusses these differences, as described by Covey, while seeing ways of application that could decrease much of the friction between managers and leaders.
The Essence of Management vs. Leadership
Covey emphasizes that management and leadership are fundamentally important to the functioning of any organization; however, they are not aimed at the accomplishment of the same objectives. These include:
Efficiency vs. Effectiveness.
The managers maintain their efficiency, i.e., they maintain the machinery effectively, ensure that resources are well allocated, and that the proper equipment and other everyday goals are reached. In other words, they are concerned with doing things right.
Leaders on the other hand focus on doing the things right and, to that end, establish right goals, or to ensure that the organization is, in fact efficient. They are concerned with ‘what’ to do.
Working In vs. On the System:
Managers work on the system. It is for the manager to keep the wheel moving and, when necessary, fix it. This is important because on matters of the predictability and reliability of performance, a great deal depends.
Leaders are the architects of the system and relentlessly search for new and better ways to do things. They question, challenge and create change, so the organizations evolve and meet the challenges of the future.
Short-term vs. Long-term Vision:
Managers more often have their goals in the short term. They are the ones ensuring that quarterly targets are banged and immediate issues are resolved.
It is the function of the leader to have vision. Leaders are concerned with the long-term. They think about where the organization must head in five, ten, or even twenty years into the future and direct strategic alignment in those directions.
Maintenance versus change
The manager is proficient at maintaining stability. They monitor organizations run smoothly and stay put. It is critical for maintaining regular business operations.
Leaders are change agents. They can detect the need for a new direction in the organization and are unhesitant to take the risks the organization needs to lead it to long-term success.
Authority vs. Example:
Managers lead by authority. They attempt to control processes and people to drive compliance. Watch performance like a hawk to keep holes at a minimum.
A leader walks the talk. He inspires and influences others to bring out their best performances from his deeds and acts. He brings out a vision and empowers his followers.
Bottom Line vs Top Line:
The manager is oriented toward the bottom line, which is interest in costs, efficiency, and profits This is so that the organization must be financially viable in the short run.
Leaders are more top-line-oriented, interested in growth, market share, and the long-term and comprehensive vision of what can be achieved with the organization in the future.
Reducing Clashes Between Management and Leadership
Knowing these differences is not just a mental exercise; it is literally the prescription for organizational health. Much of the potential for conflict can be mitigated by managers and leaders knowing their respective roles and how they complement each other. Rather than confronting each other, they can work together, managers concentrating on making sure the organization is operating well for today and the leaders taking it where it needs to be to ensure a successful tomorrow.
This means that, in practice, both management and leadership alike must be valued and understood. It’s about organizations encouraging managers to step back from their tasks and consider the broader implications of what they are working for. At the same time, leaders should value the systems and processes taken care of by managers as the means through which their visionary goals are achieved.
In case these roles are clearly defined and respected, the result can be minimization of friction between management and leadership to move toward a more cohesive, effective organization. If companies embrace Covey’s wisdom, by doing so, they will have created an environment in which both the manager and leader can thrive in their work in cooperation with the realization of the organization’s loftiest ideals.
