Jack Ring closes a post about the subject above with this remark:
>In fact, I'll wager that one day you will discover that leadership is but
>one of the facets of managing.
I can accept that (or argue with it, depending on how I feel and what I'm
up to).
In my own work, I've found it useful to differentiate leadership,
management and governance. All three, as Jack points out, can be viewed as
facets of managing. The distinctions I make are these:
Management focuses on performance. In general, it is concerned with work,
whether done by people or machines and whether grouped into tasks,
functions or processes.
Leadership focuses on people. In general, it is concerned with
motivation, commitment, loyalty and politics.
Governance focuses on power. It is concerned in the main with policies,
rules, regulations, the allocation of authority and so on. In particular,
it is concerned with the limits, exercise and abuse of authority.
I will quickly and happily admit that the three overlap and rarely if ever
can they be cleanly separated. However, they all take turns serving as the
center of attention in various endeavors and two are usually playing second
fiddle to the third. Equally rarely are all three in play with equal force
and vigor. When that does happen, it's been my experience that the entire
enterprise is in jeopardy.
Just a few idle, random thoughts...
--
Fred Nickols
The Distance Consulting Company
"Assistance at A Distance"
http://home.att.net/~nickols/distance.htm
nickols@worldnet.att.net
(609) 490-0095