Responding to a call from the conference “Becoming a leader: A matter of education?”, this paper aims to raise awareness of the challenge for individuals of performing both leadership and management activities and draws attention to the need for a new approach to educating and training leader-managers.
Based on the existing literature and discussions from the abovementioned conference, the paper questions the current approaches which either merge the leadership and management functions or treat them as mutually exclusive roles and offers instead a dual approach that emphasizes the capacity of individuals to switch mindsets.
Managing and leading are distinct activities with different goals and means that need to co-exist. Individuals should be prepared to either manage or lead depending on the situation and to change their mindset accordingly. Education and training programs should be designed for this purpose.
The paper proposes a dual “leading-managing mix” and discusses the challenges of its implementation by individuals. The discussion of the implications for training and education will be of value to practitioners as well as educators and training specialists.
The authors thank the editor (Professor Anders Ragnar Örtenblad) and two anonymous reviewers for their valuable comments. They are also grateful to several practitioners for providing critical feedback from a leader–manager perspective: Vu Van (Co-founder and CEO of ELSA Speak), Mihaela Marinitu (Portfolio Marketing Manager at IBM), Lien Cao (Founder and Managing Director of Berich Corporation), Khoa Nguyen (Engineering Manager at Harvey Nash), Tram Le (Human Resource Business Partner at CSC), Phuong Tran (Transport Planning Team Leader at IKEA) and PhuongTrinh Le (former Marketing Manager at Xerox).
Nguyen, N. and Hansen, J. (2016), "Becoming a leader-manager: a matter of training and education", Development and Learning in Organizations, Vol. 30 No. 6, pp. 10-12. https://doi.org/10.1108/DLO-07-2016-0056Download as .RIS
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