Leadership vs. Management

The emphasis, these days, on Leadership is so pregnant that many promoters of the concept (mainly consultants ready to offer advice) forget about the importance of Management skills as the foundation of leadership. Sometimes they go as far as minimizing the role of management in the effort to make the case for leadership. I beg to see things in a more traditional light, as I can hardly imagine a sustainably successful leader without great managerial qualities.

After many years of studying, practicing and teaching management and leadership I came to the realization that true leadership (Level five in Jim Collins' book “Good to Great”) represents rather an evolutionary stage than a distinct human capability.

A good Manager with imagination, initiative, charisma and ability to communicate and inspire could make a great leader. As a matter of fact these qualities are so much interrelated that it is impossible to set them in any order of importance.

It would be much more difficult for a charismatic person, with wild imagination, initiating something new every day, and able to talk a good story out of any topics to be regarded as great leader, in absence of good managerial skills. Take management skills out of the personal qualities portfolio and you will end up with a good talker without credibility, form without substance, dreams detached from reality, a funny but sure way of losing money, or with a convoluted series of loose ends.

Any common sense perspective on the subject must take into account the ability to define current reality and future state, to create an environment that enables performance, and to execute the action plan as some of the most relevant traits of a leader. To be recognized for great leadership no one could be only a promoter of ideas. He/She needs to lead people. And if nothing else, the ability to direct, coach, support and hold others accountable – in other words to manage - constitutes the core ingredient of a sound leader.

I agree with the need for strong leadership at the helm of any organization. But the effort to grow future leaders must start with building a good managerial foundation. Once this is accomplished, we are 80% there. The other 20% is not less important, but is trickier. Where the natural talent is available, it might only need a nice polish. However, in absence of the innate aptitudes (intuition, creativity, sensitivity, etc.) it may take a lot more effort and some may never get it.

When people say true leaders are 90% born and 10% made, this is what they are referring to.