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    Course summary

    Well done on completing this course. Here is a summary of the key ideas from the course. We encourage you to discuss what you have learnt with your team.

    “Action, without vision, is just passing the time. Vision, without action, is dreaming.”


    Direction:

    ManagementLeadership
    Gives direction in the short-term regarding detailsGives direction in the long term regarding the big picture.
    Focuses on implementationCalls for creativity
    Produces a degree of stability, predictability, order and efficiencyQuestions and challenges the status quo so that flawed, outmoded or irrelevant norms can be replaced to meet new challenges
    Helps the organisation meet its current commitmentsNeeds to move the organisation into the future
    Helps us to actually get to the future Builds bridges to the future

    Alignment:

    ManagementLeadership
    Organises a structure to accomplish the plan, helps the right people to find their right places within that plan and develops policies, procedures and systems to direct the people to fulfil the planCommunicates the vision and developing a shared culture and core set of genuinely-shared values that can lead the organisation to the desired future
    Separates people into specialties and functions, with clear boundaries separating them by department and hierarchical levelBreaks down boundaries so people know what others are doing, can coordinate easily, and feel a sense of teamwork, equality and overall purpose in fulfilling God’s will.

    Achievements:

    ManagementLeadership
    Focuses on things like procedures and reports and on taking the daily steps necessary to achieve the organisation’s goalsFocuses on encouraging and inspiring people to continue moving toward the vision
    Involved in directing and overseeing the people Concerned with helping others grow
    Communicates process usually involves providing answers, solving problems and directing others Asks questions, listening and involving others
    Relationship with others is likely to be more formal Leader sees himself as a mentor, coach or facilitator

    Personal qualities:

    ManagementLeadership
    Like certainty Comfortable with ambiguity
    Talk Listen
    Expert mind Open mind
    More formal relationships Emotional connectedness
    Oriented toward programs and procedures Oriented toward people and concepts
    Conformity Nonconformity
    Seek clarity of structure and procedures Seek flexibility
    Skilled in technical competence, supervision, administration Skilled in diagnosis, conceptualization and persuasion
    Concrete and well defined Abstract and conceptual
    Decision making is analytical and rational Decision making is intuitive and ambiguous
    Dislike anarchy and Surprise Dislike inertia and boredom
    Management is a science Leadership is an art

    Some practical implications:
    • Both leadership and management are legitimate and necessary.
    • Leaders and managers must respect one another and learn to work together.
    • Everyone needs both orientations to some degree.
    • Leader-managers are very valuable!
    • Leaders provide vision.
    • Leader-managers provide strategy.
    • Managers provide tactical details.

    “Be who God has called you to be. Know your calling and do it well!”

    Leaders guide questions:

    • What is your orientation – toward leadership or management, or both? How do you know?
    • What are ways that ignoring this distinction has hindered your effectiveness in your organisation? What are ways that valuing it has made you more effective?
    • If you lead a team, what changes do you need to make within that team to increase your effectiveness?

    Download the above summary and questions