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Posted: 2005-06-14 / Author: Pat Grove

Leadership Versus Management

While your company benefits from being managed - kept orderly and productive - it will thrive from increased leadership. The essence of leadership is creating the change, including the change in your corporate culture, which is necessary to produce the results that will keep you ahead of the competition.

Leadership of this type is an emotional, not an intellectual, craft. It is an attitude, and the behaviors associated with that attitude, that results in participating in ways that inspire and motivate others to invest themselves in helping you create the results your company wants.

When people and companies get stuck, they usually focus on becoming more competent at doing what led them to being stuck in the first place. They work harder, try harder, add more resources, exercise more control, bear down. They produce more of the same or similar results and get more stuck

Moving forward and making progress requires thinking about and doing things differently. It requires, in particular:

Developing a different way of being intelligent. This includes developing more effective ways of thinking, working, communicating, honoring what you value, connecting with people, learning and dealing with the expectations and feelings that accompany change.

Learning more about self. Understanding one's purpose and how it aligns with the corporate mission, how one derives meaning in his or her life and what drives that person. What people and businesses don't know about themselves controls them. The more they know, the more choices they have and the better choices they make.

Based on a study of hundreds of high-ranking executives at 15 global companies, emotional competence was the crucial difference between mediocre leaders and stars. Almost 90 percent of the stars' leadership success was attributed to this difference.

The higher one goes in your organization, the greater the increase in the importance of leadership of this type. Also, the more complex one's job, i.e., the greater the cognitive skill required, the greater the value added to your company by people with highly developed emotional competencies.

Nowhere can the importance of leadership, above and beyond technical sophistication, be better seen than in high-technology industries. The smarter people are, very often the less competent they are in handling people, themselves included. A 1994 follow-up of a study of 80 University of California at Berkeley Ph.D. scientists begun in the 1950s found emotional abilities four times more important to their success than IQ.

Truly effective leaders do not just attract followers. They also build other leaders. They model how to deal with change, how to motivate and inspire others, and how to create and bring into being a common vision.

We know that by strengthening the leadership skills of those who run your company, it will be stronger and more competitive. We also know that when the rank and file employees who serve you and your customers are led, rather than managed, they will experience greater satisfaction in their jobs and begin to emulate their leaders.

Many organizations, though they are loath to admit it, make training decisions based on the "spray and pray" theory - "If I send enough people to enough courses, something will stick somewhere, I hope."

The people in your company are primarily looking for meaning in their work. The leaders which will best serve your mission will themselves experience such meaning and assist others in finding it. They know that it is not money that motivates people to be excellent. At the end of the day, people want to know that they have done something meaningful.

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Pat Grove is leadership Coach, author, speaker and the founder of the Pat Grove Coaching Academy.
http://www.PatGrove.com
leadership@intekom.co.za



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