cameron and green making-sense-of-change-management

The underpinning theoryTable 4.2Managers and leadersA managerAdministersIs a copyMaintainsFocuses on systems and structureRelies on controlHas a short-range viewAsks how and whenHas his eye on the bottom lineImitatesAccepts the status quoClassic good soldierDoes things rightA leaderInnovatesIs an originalDevelopsFocuses on peopleInspires trustHas a long-range perspectiveAsks whyHas his eye on the horizonOriginatesChallenges the status quoHis own personDoes the right thingSource: Bennis (1994)This comparison exercise separates management from leadership in avery clear way. This is useful for those wishing to take on more of a leadershiprole, although it is sometimes interpreted as slightly downplayingthe important role of a good manager in organizational life. Mostmanagers have to do both roles.Kotter on what leaders really doKotter (1996) echoes the ideas of Bennis. He says, ‘we have raised a generationof very talented people to be managers, not leader/managers, and visionis not a component of effective management. The management equivalent tovision creation is planning.’ He says that leaders are different from managers.‘They don’t make plans; they don’t solve problems; they don’t even organizepeople. What leaders really do is prepare organizations for change and helpthem cope as they struggle through it.’ He identifies three areas of focus forleaders and contrasts these with the typical focus of a manager:• setting direction versus planning and budgeting;• aligning people versus organizing and staffing;• motivating people versus controlling and problem solving.144