Winnipeg Free Press - Section H - - CAREERS -

Man­agers have sub­or­di­nates, lead­ers have fol­low­ers. Sim­ply put, man­agers ap­pointed to a po­si­tion of au­thor­ity and their sub­or­di­nates are largely told what to do and ex­pected to com­ply. This is a trans­ac­tional style. How­ever, telling peo­ple what to do will not in­spire them to fol­low you. Lead­ers will at­tract and in­spire oth­ers to take up their cause by show­ing how it will ben­e­fit them and, in the long run, help them to at­tain their goals. This is a trans­for­ma­tional style.

Man­agers are fo­cused on work, lead­ers are fo­cused on peo­ple. While man­agers are usu­ally fo­cused on tasks, man­ag­ing bud­gets and meet­ing dead­lines, lead­ers put the most ef­fort into de­vel­op­ing peo­ple to per­form at their best. They still pay at­ten­tion to tasks, but their strate­gic fo­cus is usu­ally on “big-pic­ture” achieve­ments that bet­ter the en­tire or­ga­ni­za­tion.

Man­agers seek sta­bil­ity, lead­ers are agents of change. Re­search shows that man­agers like nav­i­gat­ing smooth wa­ters. They tend to have an aver­sion to risk and pre­fer to avoid con­flict as­so­ci­ated with change, wher­ever pos­si­ble. The prob­lem is that they are less likely to take a chance on new growth op­por­tu­ni­ties. On the other hand, lead­ers will go out on a limb be­cause big­ger risk equals big­ger re­ward. They’ll not only take the road less trav­elled, they will seek out the routes to suc­cess that oth­ers over­look.

Pilote says that if man­agers are con­cerned about ef­fec­tive­ness (get­ting work done), then lead­ers are con­cerned about ef­fi­ciency (mak­ing things bet­ter).

“Man­agers en­sure you are ‘do­ing things right, whereas lead­ers en­sure you are ‘do­ing the right things right,’” he says, adding that true lead­ers are also highly ef­fec­tive man­agers.

One of the most im­por­tant ingredients of lead­er­ship is in­tegrity, which is not about what we do, but who we are. It is a re­sult of self-dis­ci­pline, per­sonal ac­count­abil­ity, in­ner trust and a de­ci­sion to be hon­est in ev­ery as­pect of life.

“Lead­ers with in­tegrity con­tin­u­ally demon­strate that their words and ac­tions line up. They are who they are, no mat­ter where they are or who they are with,” Pilote says.

Con­trary to pop­u­lar be­lief, lead­ers aren’t made, nor are they born. Lead­er­ship is a choice. While man­agers are ap­pointed, lead­er­ship is earned. It is a be­lief in your con­vic­tions and a com­mit­ment to your val­ues. Be­cause of this, true lead­ers also have high cred­i­bil­ity. The more cred­i­ble you are as a leader, the more con­fi­dence your peo­ple will place in you. And the more con­fi­dence they have, the more likely they are to fol­low your lead.

It is es­sen­tial that the per­son at the helm of an or­ga­ni­za­tional ship ex­hibits both lead­er­ship and man­age­ment skills to be ef­fec­tive. They need to man­age day-to-day tasks and at the same time, be a big-pic­ture thinker who will be open to new op­por­tu­ni­ties and changes. Hav­ing only good lead­er­ship skills will cre­ate a gap in the abil­ity to ex­e­cute the vi­sion; hav­ing only good man­age­ment skills will not be enough to mo­ti­vate the team to de­liver re­sults. A unique blend­ing of those two styles is what makes one a truly ef­fec­tive leader.

— With reporting by Bar­bara Chabai RE­SEARCH: The Role of Lead­er­ship — Build­ing High Per­for­mance; a pre­sen­ta­tion by Steve Pilote, Peo­ple First HR Ser­vices


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