The Difference Between “Leadership” and “Managership”

The Difference Between “Leadership” and “Managership”

It’s neither easy nor fair to make too many sweeping generalizations when it comes to the way people work in organizations. However, there are some themes as to the differences between manager / supervisor behavior and leadership behavior.

For supervisors who are focused on “managership,” the effort is more on solving the daily problems, working on their own activities, getting others to do their work, and meeting deadlines. The focus is less on staying out of day-to-day conflicts and projects, less on removing obstacles for the employees and the department, and less on setting goals and directions for the group into the future.

For bosses who are task-oriented and present-day focused, it’s more about getting the job done, any way and any how, over delegation, employee empowerment, or employee development.

These types can range from being hands-on bosses (micro-managers, at one extreme); hands-off bosses (missing managers, at the other extreme); or interactive bosses (the best of both approaches).

They tend to stay in a fire-fighting mode, trying to solve daily problems as they erupt. They may lack the desire or confidence to delegate work, fearing their people may not complete these tasks correctly (or that they may exceed expectations and get the credit). They may still feel compelled to do more task-oriented work, because they are less comfortable being away from the results. They may feel overwhelmed by having to solve customer problems or employee conflicts.

For “leadership,” the focus is more on thinking strategically, not operationally. This emphasis says: What problems are we trying to solve? What can I do to help people function more efficiently? Who are my strongest employees? What am I dong to help them grow and develop to the next level? What trends, problems, or opportunities appear on the horizon, not just next quarter, but next year, and the year after that? How will I have to plan to make the best use of our people, budget dollars, materials, resources, and time? What issues, projects, or responsibilities does my boss want me to tackle, solve, or manage? Who can I hire, promote, or transfer out of here, so that we have a diverse, enthusiastic, creative, and cohesive team?

Leaders are future-focused, strategic, big-picture thinkers, who make good use of their existing resources (people, money, and time). They tend to spend more time thinking about how to correctly set the direction of the organization and / or the group and less on day-to-day distractions (i.e., they delegate time-burning conflicts downward, getting involved only when necessary or to be the final arbiter).

They realize the importance of their downstream decisions, as having an impact beyond today, i.e. they seek to create a legacy for themselves or the organization that’s not based on ego, but on results. They actively seek out employees (at every level) who demonstrate an aptitude for their work, so they can offer them more responsibilities, challenges, training, and access to promotion possibilities.

They don’t fear delegation; they make careful use of it by giving employees a chance to grow and learn, even if they make mistakes along the way. They choose certain critical moments to “get their hands dirty” and dive into projects along with the line-level employees. They know when to use this approach to build cohesion and show they are not above working hard.

They make time to communicate with employees, so that people don’t learn important news by accident, via gossip, or the grapevine. They are not afraid to make hard decisions or take risks that others avoid as unsafe, career-threatening, or outside the status quo of the work culture.

They demand accountability and responsibility from all, and they model these traits themselves, especially when it comes to ethics, keeping promises, and “walking their talk.” They know when to be visible and when to stay behind the scenes. Because of their people-oriented style, employees like working with and for them.

Dr. Steve Albrecht, PHR, CPP, is a trainer and HR consultant in San Diego, CA. He can be reached at drsteve@drsteveAlbrecht.com