Management and Leadership

“Management is doing things right; leadership is doing the right things.”

-Peter Drucker (1909 – 2005), management consultant.

Watch these reels and react to them:

Do you understand? https://www.youtube.com/shorts/KEizNBjsBl0

Meetings: https://www.youtube.com/shorts/TZYz292Fc_E

Is this real: https://www.youtube.com/shorts/C9vsSmgfmnM

Networking perhaps? https://www.youtube.com/shorts/GS1BZEjY_vs

Vocabulary: Right!

• Right on target: This means that something is exactly what is needed or expected.
  For example, you might say that a sales presentation was "right on target" if it met all of the goals that were set for it.

• Right the wrong: This means to correct an injustice or mistake.
  For example, you might say that a company "righted the wrong" by restoring the data loss during the cloud server malfunction.

• Do the right thing: This means to act in a moral or ethical way, even if it is not the easiest or most convenient thing to do.
  For example, you might say that a CEO "did the right thing" by resigning after it was revealed that he failed to keep the company afloat.

• Make things right: This means to resolve a problem or issue.
  For example, you might say that a customer service representative "made things right" by refunding a customer's money after they received a defective product.

• Get it right: This means to do something correctly or perfectly.
  For example, you might say that a team "got it right" when they launched a new product that was a success.
  
  

1. The sales presentation was ________ on target, meeting all of the goals that were set for it.

• Right

• Wrong

• Correct

• Incorrect

2. The company ________ the wrong by compensating employees who were underpaid.

• Righted

• Wronged

• Made things

• Got it

3. The CEO ________ the right thing by resigning after it was revealed that he failed to meet the KPIs.

• Did

• Made

• Got

• Righted

4. The customer service representative ________ things right by refunding the customer's money after they didn't receive the promise product.

• Made

• Got

• Righted

• Did

5. The team ________ it right when they launched a succ

• Got

• Made

• Righted

• Did

Correct Answers:

1. The correct answer is "right". This means that the sales presentation was exactly what was needed or expected. 

2. The correct answer is "righted". This means that the company corrected an injustice or mistake. 

3. The correct answer is "did". This means that the CEO acted in a moral or ethical way, even if it was not the easiest or most convenient thing to do. 

4. The correct answer is "made". This means that the customer service representative resolved a problem or issue.

5. The correct answer is "got". This means that the team did something correctly or perfectly. 

Pronunciation: -ight 

Words with similar pronunciation

might - night - white - sight - tight - quite - ride - dive - lighten - upright - die - try

1. The sight of white tights might make me quite light, but I might try to dive tonight.

2. The upright knight might ride tight, but he might die if he tries to dive at night.

Listening:  Leader versus Managers - Watch the video.

Link: https://www.youtube.com/watch?v=nSUJwmPQEyg

1. What are the main takes of the video?

2. Why does he say that being a leader come with self-sacrifice?

3. What kind of real things a leader must do?

4. Why do you think many people cannot be a leader?

5. Why CEOs are not responsible for the customers? 

MANAGEMENT VS LEADERSHIP 

Leadership and management overlap, but they are not the same. Both leadership and management involve influence, working with people, and working to achieve common goals. However, the fields of leadership and management considered very different. Researchers assert that leadership is a multi-directional influence relation, while management is a unidirectional authority relationship. Both leadership and management involve influence, working with people, and working to achieve common goals. 

By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. Authoritarian, transactional style Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so. Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates. An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.

Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity. Charismatic, transformational style Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following you will lead them to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.

Every organization needs managers and leaders, and their roles should be viewed as complementary to one another. The optimal effectiveness of an organization can only reach if the organization has strong leadership and strong management. In today‘s dynamic workplace, organizations need leaders to cope with new challenges, and transform organizations in order to achieve a competitive advantage in the marketplace. In addition, organizations need managers to maintain a smoothly functioning workplace, and to utilize resources effectively. Finally, a well balanced organization should have a mix of leaders and managers to succeed.

Exercise 1: Multiple Choice

Read the article and choose the best answer for each question.

1. According to the article, what do leadership and management have in common?
   a) They involve authority relationships.
   b) They are synonymous terms.
   c) They both focus on risk-taking.
   d) They work to achieve common goals.

2. What is the main difference between leadership and management, as stated in the article?
   a) Leaders have subordinates, while managers do not.
   b) Leaders provide formal authority, while managers focus on influence.
   c) Leadership is about authority, and management is about influence.
   d) Management involves voluntary followers, while leadership does not.

3. What is a characteristic of a transactional management style?
   a) Focusing on appealing to followers' desires.
   b) Leading followers into risky situations.
   c) Telling subordinates what to do for rewards.
   d) Encouraging conflict and confrontation.

4. According to the article, what kind of background do managers generally come from?
   a) Risk-taking and unconventional.
   b) Stable and comfortable.
   c) Charismatic and transformational.
   d) Authoritarian and formal.

5. What is the main point made about leaders in the article?
   a) Leaders always have subordinates.
   b) Leaders must rely on formal authority.
   c) Leadership requires voluntary following.
   d) Leaders avoid transactional rewards.

Exercise 2: True or False

Indicate whether the following statements are true or false based on the information in the article.

1. Leadership and management are entirely distinct fields that do not overlap.

2. Managers typically come from backgrounds characterized by risk-taking.

3. Transactional management style involves appealing to followers' desires.

4. Leaders can still exercise formal authoritarian control when they want to lead.

5. Every organization should have both strong leadership and strong management.

Exercise 3: Short Answer

Answer the following questions based on your understanding of the article.

1. Explain the difference between a transactional management style and a transformational leadership style.

2. Why do leaders need to appeal to their followers' desires rather than simply telling them what to do?

3. Why is it mentioned in the article that leaders do not have subordinates?

4. According to the article, what are the key functions of managers in an organization?

5. In your own words, explain why the article emphasizes the importance of having a mix of leaders and managers in a well-balanced organization.

Exercise 4: Discussion

1. Do you agree with the article's assertion that leaders must give up formal authoritarian control to effectively lead? Why or why not?

2. Can someone be both a leader and a manager at the same time? Provide examples to support your answer.

3. How might a company's culture and values impact whether a transactional or transformational approach to management and leadership is more effective?

4. Can you think of any real-world scenarios where a charismatic leader's influence might lead people into risky situations? How can this be balanced with responsible leadership?

5. Discuss the concept of "happy ship" management. Do you believe that running a "happy ship" is always beneficial for an organization? Why or why not?

Reflecting on the main topic

1) What are the differences between a leader and a manager?

A manager is someone who...

A leader is someone who...