High Performance Management - Chapter Two - Overall Literature Critique - Part 4

            Author

Leader

Manager

Leader-manager

Zaleznik (1975)

“changes the way people think about what is desirable, possible, and necessary” (p. 76)

“develop fresh approaches to long-standing problems and open issues to new options” (p. 77)

“”work from high risk positions” (p. 77)

“disposed to see out risk and danger, especially where the change of opportunity and reward appear promising” (p. 77)

“a problem solver” (p. 75)

“rationality and control” (P. 75)

“persistence, tough mindedness,  hard work, intelligence, analytical ability, and perhaps most important, tolerance and goodwill (p. 75)

“prefer to work with people” (p. 77)

“reconciling differences, seeking compromises, and establishing a balance in power” (p. 78)

“strive to convert win-lose into win-win situations” (p.78)

“perpetuating and strengthening existing institutions” (p. 79) 

“the presence of leaders may undermine the development of managers” (p. 75)

Kotter (1990)

“about coping with change” (p. 86)

“aligning people” (p. 86)

“setting a direction – developing a vision of the future” (p. 86)

“broad-based strategic thinks who are willing to take risks” (p. 86)

“motivating and inspiring” (p. 86)

“involve people in how to achieve the organisation’s vision” (p. 90)

“coping with complexity” (p. 86)

“order and consistency” (p. 86)

“planning and budgeting – setting targets and goals for the future” (p. 86)

“ensure plan accomplishment by controlling and problem solving” (p. 86)

“create human systems that can implement plans” (p. 90)

design and implement processes plus provide training to achieve targets and goals (p. 90)

“leadership is different from management” (p. 85)

“one cannot function without the other” (p. 85)

Mintzberg (1990)

As demonstrated in Figure 2.1, “these ten roles are not easily separable” (p. 6) as “they form an integrated whole” (p. 6)

Alversson et al (2001)

“create change” (p. 1436)

“create stability” (p. 1436)

Sweeny (2001)

“adept at influencing and directing others, skilful at building relationships and masterful at solving problems and making decisions” (p. 64)

“are more visionary, looking at things completely differently – strategically, as opposed to tactically” (p. 64)

“extremely bright” (p. 64)

“assertive” (p. 64)

“driven to persuade” (p. 64)

“emphatic and resilient” (p. 64)

“usually 10 steps ahead” (p. 65)

“want a fast paced environment” (p. 65)

“ know how to get things done, to run the shop, day-to-day” (p. 64)

“conservative” (p. 64)

“succeed by working within established guidelines” (p. 64)

the two should not be confused (p. 64)

Zimmerman (2001)

“create more, more empowered associates” (p. 10)

“visionary” (p. 10)

“collaborator” (p. 10)

“charismatic” (p. 11)

“negotiator” (p. 11)

“focusing primarily on the enterprise’s revenue” (p. 10)

“captain”  – setting priorities and utilizing department resources to advance the enterprise’s agenda (p. 11)

“analyst” – determine course of action based on findings (p. 11)

“conductor” – assigns tasks based on skills (p. 12)

“understand the differences and similarities between individual, departmental and enterprise goals” (p. 12)

“controller” (p. 12)

“combine the elements of both disciplines most needed for optimum results” (p. 12)

Ozeroff et al (2003)

“have many of the traits of a manager” (p. 3)

“enthusiastic” (p. 3)

“optimistic” (p. 3)

“articulate” (p. 3)

“demonstrate their personal conviction through their actions” (p. 3)

“someone who inspires us” (p: 3)

“who cares about us and what we do and how we do it (p. 3)

“someone everyone wants to work for – the person who makes the group work as a team” (p. 3)

“transition from management to leadership” (p. 3)

Hughes et al (2006)

 “function of three elements - the leader, the followers, and the situation” (p. 24).

 “tendency to assign narrow rather than broader tasks for followers to perform” (p. 40).

more concerned with administering, maintaining and control (p. 39)

Managers can also have leadership qualities, and leaders can have manager qualities.  There are individuals who will fit the profile of just a manager, or just a leader.  But it is also possible for an individual to be both a manager and a leader (Hughes et al 2006).

There are obviously those who are true managers who fail to inspire and those who are pure leaders who lack management “stability” (p. 40)

Knight (2005)

“support and enable others to develop as individuals and teams” (p. 37)

“strong influencing skills” (p. 36)

“recognise the different skills that those around them bring” (p. 36)

“encourage challenge” (p. 37)

“acting predominantly to maintain status quo” (p. 36)

“leader will have been a manager at some stage” (p. 36)

Diamond (2007)

“earned” (p : 66)

“consistency” (p : 66)

“open to change” (p : 66)

“mentor” (p : 66)

“learnt” (p. 66)

“focus on achieving goals” (p. 66)

“doing the little things” (p. 66)

“leadership doesn’t mean that you can skimp on your managerial skills” (p. 66)

Turk (2007)

“innovative and creative” (p. 20)

“generally a people person” (p. 21”

“they make their passion and enthusiasm for the team or organisational vision and mission contagious so that others catch it and become believers” (p. 21)

“help people believe the impossible is possible, which makes it highly probable” (p. 21)

“provides opportunities for people to grow, both personally and professionally” (p. 21)

“creates a work environment in which people feel important and appreciated” (p: 21)

“makes people want to follow” (p. 21”

“reactive to whatever situation happens to crop up” (p. 20)

“a traditionalist” (p. 20)

“a good manager must believe that people are important” (p. 21)

“a good leader and a good manager can, and should be the same” (p. 21)

“the leader-manager shares information and plans with the team” (p. 21)

“the great leader-manager has integrity and practises good ethical decision making” (p. 22)

“uses vision and creativity to establish an environment of continuous improvement” (p. 21)