Lead:ology - Leaders Versus Managers: A False Dichotomy

From Lead:ology - Leaders Versus Managers: A False Dichotomy
By Michael McKinney (June 22, 2009)


The 1989 leadership classic On Becoming a Leader by Warren Bennis contains what has become one of the most discussed and frequently misunderstood concepts in leadership literature. I'm referring to, of course, insightful list of twelve differences between leaders and managers:

The manager administers; the leader innovates.
The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has an eye always on the bottom line; the leader has an eye on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his own person.
The manager does things right; the leader does the right thing.

The distinctions made by Bennis are important as they expose two very different and equally valuable mindsets. As each works best in the presence of the other, it is to our advantage that we possess and practice both. It is through a developed sense of awareness and experience that we are able to determine which mindset we need to employ, relative to what and when.