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Managers and Leaders - Are They Different?

Các tổ chức cần cả hai người quản lý và lãnh đạo thành công, nhưng phát triển cả hai yêu cầu tập trung giảm về logic và các bài tập chiến lược có lợi cho một môi trường nơi mà sự sáng tạo và trí tưởng tượng được phép phát triển. | 1 Managers and Leaders - Are They Different Business leaders have much more in common with artists than they do with managers. by Abraham Zaleznik Abraham Zaleznik is the Konosuke Matsushita Professor of Leadership Emeritus at Harvard Business School in Boston. The traditional view of management back in 1977 when Abraham Zaleznik wrote this article centered on organizational structure and processes. Managerial development at the time focused exclusively on building competence control and the appropriate balance of power. That view Zaleznik argued omitted the essential leadership elements of inspiration vision and human passion which drive corporate success. The difference between managers and leaders he wrote lies in the conceptions they hold deep in their psyches of chaos and order. Managers embrace process seek stability and control and instinctively try to resolve problems quickly sometimes before they fully understand a problem s significance. Leaders in contrast tolerate chaos and lack of structure and are willing to delay closure in order to understand the issues more fully. In this way Zaleznik argued business leaders have much more in common with artists scientists and other creative thinkers than they do with managers. Organizations need both managers and leaders to succeed but developing both requires a reduced focus on logic and strategic exercises in favor of an environment where creativity and imagination are permitted to flourish. What is the ideal way to develop leadership Every society provides its own answer to this question and each in groping for answers defines its deepest concerns about the purposes distributions and uses of power. Business has contributed its answer to the leadership question by evolving a new breed called the manager. Simultaneously business has established a new power ethic that favors collective over individual leadership the cult of the group over that of personality. While ensuring the competence control and the balance .