Where Management Ends, Leadership Begins

By Joan Marques

An often-discussed topic in academia as well as in the corporate world is the difference between management and leadership. And the interesting part of this abundance of discussions is that all definitions and distinction-listings make sense.

The most often heard distinction might be that leadership pertains to larger, long-term issues, while management generally involves smaller, short-term occurrences.

Like the above, there are some other interesting thoughts that come to mind, which may be useful to share here, of only to serve as a mind refresher of what you probably knew all along.

a.. Both leadership and management pertain first toward yourself, and then to others. You need to first be able to define your long-term goal, and subsequently develop your step-by-step plan to get there before you can apply these skills to others.

b.. Leadership and management may or may not be needed at the same time, and may or may not be executed by the same person. There are circumstances where the greatest life-saver is not the big picture but a meticulous and well-considered implementation of actions, and there are situations, on the other hand, where the most essential issue is not the daily development of matters but the direction in which a business, family, or institution is being guided.

c.. Not every leader is a good manager. Not every manager a good leader. Yet, both can be outstanding in their particular area of expertise.

d.. Although it seems that, in modern times, leadership is "in" and management is "out," both phenomena are still very much alive and very hard needed in every institution that strives toward good performance.

e.. "Good" management, as well as "good" leadership may both entail different elements at different times and under different circumstances. Where, in some places, a laissez-faire approach may be regarded disastrous, it could be the best recipe for success in another, and where, under some circumstances, direction is needed from moment to moment, a more people-oriented and less directional strategy may be preferred in other situations.

f.. Neither managers nor leaders are omnificent: no one knows or can do everything. Besides, it is not necessarily the level of knowledge or ability that determines "good" management or "quality" leadership: A good manager or leader has no problems elevating the output quality of his or her environment by attracting complementary talent.

g.. Finally: Management and leadership are often intertwined. We all apply them at the appropriate times, even if we may have better skills in one or the other regard. The best way to look at it may be that, where management ends, leadership begins, vice versa. After all, we first have a vision, then we develop the steps and procedures to it, and subsequently we start the coordination of those steps and procedures toward the realization of the vision. And if the vision has to change due to unforeseen developments, we will reformulate it, alter our steps and procedures, and continue our coordination toward the realization of the changed vision. That's the alternating function of leadership and management at work. Nothing else.

Burbank, March 21, 2005

About the author:
Joan Marques emigrated from Suriname, South America, to California, U.S., in 1998. She holds a doctorate in Organizational Leadership, a Master's in Business Administration, and is currently a university instructor in Business and Management in Burbank, California. Look for her books "Empower the Leader in You" and "The Global Village" in bookstores online or on her website: http://www.joanmarques.com

Acres of Diamonds
By Russell Conwell

Book Description:
This book is small, eloquent, and easy to understand. It is about life, success, money, and priorities, what these things are and aren't, and will continue to challenge the way most of us choose to live our lives for years.--This text refers to the Audio CD edition.
Download Description:
Yet Conwell did not get readily into his life- work. He might have seemed almost a failure until he was well on toward forty, for although he kept making successes they were not permanent successes, and he did not settle himself into a definite line. He restlessly went westward to make his home, and then restlessly returned to the East. After the war was over he was a lawyer, he was a lecturer, he was an editor, he went around the world as a correspondent, he wrote books. He kept making money, and kept losing it.--This text refers to the Digital edition.
From the Publisher:
A new edition of the classic inspirational speech--This text refers to the Hardcover edition.
About the Author:
Russell Conwell (1843-1925) was a lawyer, Baptist minister, decorated Civil War officer, and founder of Temple University, which is now the largest post-graduate training institute in the United States.

See You At The Top
By Zig Ziglar

Classic book on progressing from fear to success. The author leads us to analyze our self-image, relationships with others, goals, attitudes, work habits, and desires.

The Power of Positive Thinking
By Norman Vincent Peale

Book Description:
Faith in yourself makes good things happen to you. This classic guide to self-esteem and success will help you learn how to: break the worry habit; get other people to like you; avoid "the jitters" in your daily work; believe in yourself and everything you do; develop the power to reach your goals, and so much more.

From Simon & Schuster:
Translated into fifteen languages with more than 7 million copies sold, The Power of Positive Thinking is unparalleled in its extraordinary capacity for restoring the faltering faith of millions. In this insightful program, Dr. Peale offers the essence of his profound method for mastering the problems of everyday living. You will learn: How to eliminate that most devastating handicap---self doubt How to free yourself from worry, stress and resentment How to climb above problems to visualize solutions and then attain them Simple prayerful exercises that you can do every day, through-out the day, to reinforce your new-found habit of happiness Eliminating all the negative thoughts that prevent you from achieving happiness and success, The Power of Positive Thinking is an inspiring program that will help you create a positive change in your life.--This text refers to the Audio Cassette edition.

Inside Flap Copy:
Faith in yourself makes good things happen to you. This classic guide to self-esteem and success will help you learn how to: break the worry habit; get other people to like you; avoid "the jitters" in your daily work; believe in yourself and everything you do; develop the power to reach your goals, and so much more.
About the Author:
Dr. Norman Vincent Peale The late Dr. Norman Vincent Peale was an author, columnist, radio and TV commentator and the Minister of the Marble Collegiate Church in New York City, preaching to 4,000 people every Sunday. His sermons were mailed to an additional 500,000 people worldwide. The Power of Positive Thinking is largely based on his pioneering work with the Religio-Psychiatric Clinic of the American Foundation of Religion and Psychiatry, of which Dr. Peale was president.

The 21 Irrefutable Laws of Leadership
By John C. Maxwell and Zig Ziglar

John C. Maxwell offers lively stories about the foibles and successes of Lee Iacocca, Abraham Lincoln, Princess Diana, and Elizabeth Dole in The 21 Irrefutable Laws of Leadership. Readers can expect a well-crafted discussion that emphasizes the core attitudes and visions of leadership. Maxwell uses the same tell-it-like-it-is approach that he honed in the bestselling Developing the Leader Within You. For instance, when explaining "The Law of Influence," Maxwell states that "job titles don't have much value when it comes to leading. True leadership cannot be awarded, appointed or assigned. It comes only from influence and that can't be mandated." Even after Princess Diana was stripped of her title, Maxwell says she was still able to lead a global effort toward banning land mines because of her sophisticated ability to influence others.

If readers are looking for a step-by-step formula, Maxwell's list of "laws" will probably seem too chatty and anecdote driven. There are no specific tips on what readers can do during the next workday to help them become stronger leaders. On the other hand, Maxwell's background as a pastor gives him an inspirational voice and a spiritual context to leadership that many business and church leaders appreciate. --Gail Hudson

What would happen if a top expert with more than thirty years of leadership experience were willing to distill everything he had learned about leadership into a handful of life-changing principles just for you? It would change your life.

John C. Maxwell has done exactly that in The 21 Irrefutable Laws of Leadership. He has combined insights learned from his thirty-plus years of leadership successes and mistakes with observations from the worlds of business, politics, sports, religion, and military conflict. The result is a revealing study of leadership delivered as only a communicator like Maxwell can.

The First 90 Days: Critical Success Strategies for New Leaders at All Levels
By Michael Watkins

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job.

In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly.

Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.

Concise and actionable, this is the survival guide no new leader should be without.

"Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition."
-Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments

"Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you."
-Colonel Eli Alford, U.S. Army

"Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter."
-Suzanne M. Danielle, Director of Global Leadership Development, Aventis

"Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable."
-Gordon Curtis, Principal, Curtis Consulting

"The First 90 Days is a must-read for entrepreneurs. Anyone who's been the CEO of a start-up or early-stage company knows that you go through many 90-day leadership transitions in the course of a company's formative years. In this groundbreaking book, Michael Watkins provides crucial insights, as well as a toolkit of techniques, to enable you to accelerate through these transitions successfully."
-Mike Kinkead, President and CEO, timeBLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council

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