Search results

Many management experts explain leadership as a function of good management – an unvalidated theory which, perhaps, accounts for some recent poor corporate performance. While certain personal characteristics are common to both, analysis of how leaders and managers achieve results demonstrates the use of opposing managing behaviour and also indicates two quite separate power bases: leaders deriving their authority from within their group, managers externally. Proposes a new “overlap” model in which the overlap represents the common personal characteristics and the open areas represent two quite different identities: identities exhibiting radically different behavioural styles – leaders flexible and open, managers controlling and closed – and goal setting priorities.