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Reflections Magazine : Reflections Magazine Issue 54
7 Most people know a story about a highly intelligent, highly skilled person who has been promoted into a leadership position and has failed at the job. Those same people would also know a story of someone with solid, but not extraordinary intellectual abilities and technical skills that was promoted into a similar position and soared. Such anecdotes support the widespread belief that identifying people with the 'right stuff' to be leaders is more art, than science. Leadership is different from management. Leadership and management are two distinctive and complementary systems of action, and both are necessary for success. Most organisations are 'over managed' and 'under led' and need to develop their capacity to exercise leadership. Successful organisations do not wait for leaders to come along but actively seek out people with leadership potential and expose them to career experiences designed to develop that potential.Talent selection and promotion establishes a path for career advancement and retains employees through motivation and satisfaction.With careful selection, nurturing and encouragement, many people can play important leadership roles in an organisation. While improving the ability to lead, organisations should remember that strong leadership with weak management is not better, and is sometimes actually worse, than the reverse.The real challenge is to combine strong leadership and strong management and to use one to balance the other. The difference between leadership and management is that leadership is about dealing with change, setting the direction of the organisation, the vision for the fu- ture and strategies for achieving that vision. Management is about dealing with complexity through planning and organisation. The table below highlights these differences: But leaders cannot succeed on their own. Without strong relationships to provide perspective, it is easy to lose your way. Support teams help leaders to stay on course -- they counsel at times of uncertainty, help in times of difficulty, and celebrate in times of success. Leaders need to develop mutually beneficial relationships - giving as much to their supporters as they get from them. Many leaders have had a mentor who changed their lives.The very best mentoring interactions spark mutual learning, exploration of mutual values and shared enjoyment. It is the two-way nature of the connection, which sustains it. Leaders recognise that leadership is not about success or getting loyal employees to follow them. They know the key is having empowered leaders at all levels, to inspire those around them and empower other individuals to step up and lead. No one person can stay on top of everything -- a model of distributed leadership has the potential to unleash expertise, ideas, vision and innovation. Even the most talented leaders require the input and leadership of others. Leading can be high stress work. When you are responsible for people, children, families, organisations, outcomes and the constant uncertainties, one cannot avoid stress. Authentic leaders are acutely aware of the importance of staying grounded and balancing personal and professional responsibilities. This is essential to their effectiveness as leaders, enabling them to sustain their authenticity. LEADERSHIP MANAGEMENT Setting direction Planning and budgeting Aligning people Organising and staffing Motivating and inspiring Controlling activities and solving problems Author: Ros Cornish CEO Lady Gowrie Tasmania LEADERSHIP -- the Art of People Leaders
Reflections Magazine Issue 53 Summer 2013
Reflections Magazine Issue 55 Winter 2014