Introducing the Leader/Manager: 4. What the manager actually does
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Wednesday 25 June 2008 |
First we talked about the value of feedback to a manager and then what the feedback would be about. To build a framework, Peter Farey drew on the work of James McGregor Burns, and distinguished between:
'Management' as about agreeing goals and developing the strategies to achieve them, the marshaling of required resources, the design, organization, direction and control of the activities required, and the motivating and rewarding of people to do the work.
'Leadership' looking beyond present constraints, striking out in new directions, taking risks, and influencing the thoughts and actions of others by changing what they believe to be desirable, possible or necessary.
He went on to point out that: it can be seen that not only does management have its task and people aspects, but so does leadership. In fact we know this already from our two different uses of the word 'leader'.
- A leader is the person in front, winning, first, the best at what they do (ie task)
- A leader is someone who inspires willing followers (ie people)
The simplicity of the Leader/Manager Framework is that it takes the two basic concepts (Task vs People and Leadership vs Management), and combines them into one way of describing the behaviours required, to a greater or lesser extent, by every leader or manager.
The combination is illustrated in the graphic above. The four directions represent the preferences a manager might have in how they manage - inferred from what they do, their behaviour.
You might note that in doing this, Farey created a 'holistic' framework, one that can measure any behaviour that could be important to a team, their manager, or to the organization.
It follows that any set of competencies that an organization may choose as critical for success of their managers can be mapped on the Leader/Manager Model. We often do this for our clients. It lets them highlight the specifics they regard as essential in their organization, and it gives the team the chance to comment on other issues that could be highly important to them in their work and in their working lives. For more on this, check 360facilitated.com.
Naturally, the Model does not take account of technical and other skills, although such questions can be added to Leader/Manager questionnaires when required.
(Excerpted from The Leader/Manager Guide © Peter R. Farey. To be continued).
[more]Labels: 360 Facilitated, 360 feedback, Competencies, Leadership |
posted by Dr Ron @ 16:03  |
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This is fantastic, I have recently been debating with some HR people if conducting a one on one is a management or leadership activity, my position is that it depends how you conduct your one on one, you could conduct your one on one as a manager or as a leader.
Using this technique (Which is so simple but so eloquent) I can now start to diagram or make visual my debates, sometimes I wish I were more articulate .... but a diagram will solve that need.
Thankyou so much.
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This is fantastic, I have recently been debating with some HR people if conducting a one on one is a management or leadership activity, my position is that it depends how you conduct your one on one, you could conduct your one on one as a manager or as a leader.
Using this technique (Which is so simple but so eloquent) I can now start to diagram or make visual my debates, sometimes I wish I were more articulate .... but a diagram will solve that need.
Thankyou so much.