Managing Leadership^®

As indicated yesterday, we are going to reorient our discussion of what leadership actually does in an organization directly onto the various functions described as uniquely attributable to it. But it might be advisable to establish at the outset that while I am an opponent of the transcendent view of leadership and of individual leaders that is promoted by the modern leadership movement, this does not mean that I do not believe that there are functions that are unique to leadership.

Rather, I believe that those functions originate elsewhere than in the putatively special individual leaders described by the various niches within the movement. Moreover, I do not believe that management is inferior to leadership, but rather that it is responsible for initiating and managing most of the leadership functions.

So, with that in mind, let’s take a look at the various ways leadership is described as operating within organizations. In particular, let us focus on those things that leadership is alleged to be able to do that management cannot, or cannot do as well.

A complicating factor in such discussions is the fact that many of these functions of leadership are specifically viewed as originating in special individuals designated as “leaders.” This results in some of those functions being transmuted into characteristics of such leaders. For example, the leadership function of vision is supposed to arise peculiarly from visionary leaders, or that of innovation from innovative leaders.

It is always entertaining to critique the school of individual leadership from its characteristics and traits flank; it is, after all, the one most riddled with weaknesses. Our purpose here, however, is to bypass that argument for the moment and to try to determine what leadership in an organization really is, by examining what it does to or within the organization. After hopefully establishing that, we will then try to figure out where it comes from.

So, let’s start at the beginning: purpose. Some people assign this as the premier role of leadership; to infuse the organization with a sense of mission, an aim around which to organize itself and toward which to direct its efforts.

There is a strong case for describing this as uniquely a leadership function. Indeed, when correctly understood, this one clearly does transcends management. But it does so not because it is superior to it, but merely because it precedes, and then subsequently employs it.

We will look at why and how this is so, tomorrow. We will also locate the proper source of it. I hope to see you then.

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Today’s tip: Speaking of confusing causes and effects, please see this item by Wally Bock, author of Three Star Leadership, about an example of this which, sadly but appropriately, is undergoing some current and robust exposure.

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