Management vs. leadership

Abstract

Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused for one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on ways to achieve project objectives. That includes planning, organizing and monitoring the work. On the other hand, leadership focuses on people and activities involved with the project team. That involves inspiring, guiding, listening and influencing team members. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances but combining qualities of both allows project managers to organize and monitor the undertaking project as well as motivating their teams to succeed .

This article will explain the differences between management and leadership in more detail, by defining the two concepts separately and comparing the differences and similarities. Furthermore, guidance will be provided on how to apply the concepts for project managers as well as pointing out limitations.

Management

Definition

The simplest definition of management is "making things happen" . More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives .

In the context of project management, PRINCE2 defines management as the planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk . The definition of project management from PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals .

Processes

Figure 1: Caption (Ref )

The processes of management to execute any project can be divided into a number of separate processes. However, the main management processes have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control.

Plan: Write

Delegate: Write

Monitor: Write

Control: Write

Figure from PRINCE2

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Competences

To achieve the above mentioned processes effectively, management requires a wide range of skills, behaviours and qualities. Managerial skills suggested to be needed ...

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The managerial behaviours that will result in effective performance are achievement orientation, business awareness, communication, customer focus, developing others, flexibility, leadership, teamwork, problem-solving

From Handbook, p. 26-27

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Management qualities is about doing the things right, including:

• Rational
• Consulting
• Persistent
• Problem solving
• Tough-minded
• Analytical
• Structured
• Deliberate
• Authoritative
• Stabilizing
• Position power

Leadership

Definition

We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively .

The following definition is from the Handbook of Management and Leadership by Michael Armstrong: “Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.” .

According to PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviours needed to influence those on the project team and outside it to achieve the desired results .

PRINCE2 states that it is not possible to define leadership in a method, despite being the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative .

Roles

Role and function of leadership and what is expected...

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Competences

Leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skill. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career. PMBOK provides four skills that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills .

1. Establishing and Maintaining Vision: A purpose exists for each project. It is essential that the project team members understand that purpose for them to devote their time and energy in the proper direction toward reaching the project purpose. The purpose of the project is summarised in the project vision. The vision outlines an appealing but realistic view of the projected results in the future. The vision is not only a description of the desired future condition, but it also serves as a potent motivator. It is a method for inspiring passion and meaning for a project's intended objective. Having a shared vision keeps everyone moving in the same direction
2. Critical Thinking: It is necessary across all the many project performance areas to recognize bias, determine the root cause of issues and take into account difficult problems like ambiguity, complexity, and so on. These tasks can be completed with the use of critical thinking. Disciplined, logical, and evidence-based reasoning are all components of critical thinking. It requires the capacity for objective analysis and an open mind. Conceptual imagination, insight, and intuition are possible components of critical thinking, particularly when it is used for discovery.
3. Motivation: Understanding what motivates project team members to perform is the first step in motivating project team members. The second is working with project team members in a way that keeps them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). Intrinsic motivation derives from within the person or is connected to their work. It is related to enjoying the task itself rather than concentrating on the benefits. Extrinsic motivation is the practice of putting in the effort for an external benefit, such as a bonus. Although there are many different things that can motivate a person, most people have a dominating motivator. Knowing each team member's strong motivation might help to motivate them effectively. To achieve the best results from each individual and project team member, motivating techniques should be tailored based on personal preferences.
4. Interpersonal skills: Emotional intelligence, decision making and resolving conflict are a few interpersonal skills that are regularly used in projects. Awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation are the foundations of good communication, teamwork, and leadership.

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Leadership qualities is about doing the right things, including:

• Visionary
• Passionate
• Creative
• Flexible
• Inspiring
• Innovative
• Courageous
• Imaginative
• Experimental
• Initiates change
• Personal power

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The behaviour of a leader

Approaches

There are various distinct approaches of leadership due to its complex and varied nature. A framework for the study of leadership is provided by Mullins which includes the following approaches :

• Qualities or traits approach
• The functional or group approach
• Leadership as a behavioural category
• Styles of leadership
• The situational approach and contingency models
• Transformational leadership
• Inspirational leadership

Comparison

Both management and leadership require influencing others, collaborating with others, and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another. . Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance . Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of controlling work while leadership focuses on leading people .

Management involves planning, budgeting, controlling, and structuring in order to obtain the desired results. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people. In addition, leadership is also described as a method of influencing others to help the organization achieve its long-term objectives . Leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent and at the same time a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs on the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks .

A person can be a great leader, a great manager, or both, each one demands slightly different abilities and characteristics. The following table gives a comparison of leadership and management .

Table 1: Management and leadership differences (own table, based on and )

	Management	Leadership
Involves	Planning and Budgeting	Establishing Direction
	Establishing agendas	Creating a vision
	Organizing and Staffing	Aligning People
	Establishing rules and procedure	Building teams and coalitions
	Controlling and Problem Solving	Motivating and Inspiring
	Generating creative solutions	Empowering subordinates
Characteristics	Rational	Visionary
	Persistent	Creative
	Consulting	Passionate
	Analytical	Innovative
	Structured	Courageous
	Authoritative	Experimental
	Stabilizing	Independent
	Mind	Soul
	Problem solving	Flexible
	Tough minded	Inspiring
Aspect	Focus on system and structure	Focus on people
	Minimize risks	Takes risk
	Maintains	Develops
	Subordinates	Colleagues
	Controls	Empowers

Practical approach for project managers

Instructions will be provided on how project managers can use the concept and when it is relevant.

Project managers should adopt a practical approach that incorporates both management and leadership skills to ensure project success. By establishing clear goals, developing a detailed project plan, communicating effectively, building a strong team, managing risk, and leading by example, project managers can increase their chances of achieving project success.

For project managers it is necessary to be able to distinguish between the two separate concepts if one wishes to perform better in their job or develop their management and leadership skills. Project managers need both management and leadership skills to succeed in their roles. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes. Leadership skills are essential for motivating, inspiring, communicating, and problem-solving. Knowing when to use each skill set depends on the specific project requirements, team dynamics, and stakeholder expectations.

The PMBOK guide provides a list of principles for project management which are meant to guide the behaviour of project participants. One of the principles listed is to demonstrate leadership behaviours. Each project team member can develop leadership behaviour. It is therefore important for the project manager as well as the project team members to grow leadership qualities to fulfil the needs of both individuals and the team .

When managing a project, being a good manager is not enough, you must also be a good leader. It has been stated that "Managers do the things right, leaders do the right things" . It is beneficial for project managers to possess a combination of both management and leadership skills.

For project managers the first step in developing essential leadership qualities is motivating and inspiring teams. Additional leadership qualities, including communicating, listening, influencing, and team building, are equally crucial, particularly in terms of boosting team performance .

Limitations

Here, the concept and its application will be critically reflected upon, using key resources and literature. For example, under what circumstances it can not be used and what it can not do.

While management and leadership concepts are important for effective project management, there may be circumstances where they cannot be used or may not be appropriate. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

• Lack of authority: Project managers may not have the authority or power to implement certain management or leadership strategies.

• Limited resources: There may be limited resources available to the project manager, such as time, budget, or staff. This can make it difficult to implement certain management or leadership strategies

• Different cultures may have different management and leadership styles that may not be compatible with the project manager's approach. Project managers need to be sensitive to cultural differences and adjust their strategies accordingly

While management and leadership are essential skills for project managers, there are limitations to both approaches that should be considered. Project managers need to strike a balance between management and leadership approaches and adjust their strategies based on the specific needs and context of the project.

Limitations of management

1. Over-reliance on process: Managers can become overly focused on process and procedures, which can lead to a lack of creativity or flexibility. This can be especially problematic in projects where there is a need to adapt to changing circumstances or to be innovative in finding solutions.
2. Limited focus on people: Management approaches can sometimes overlook the human element of project management, which can result in low morale or low engagement from project team members. When managers prioritize process over people, they risk losing sight of the needs and motivations of the team members.
3. Inflexibility: Rigid adherence to management practices can lead to inflexibility in decision-making and problem-solving. This can make it difficult to respond to unexpected events or to adapt to changing circumstances

Limitations of leadership

Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved . The following are some limitations of leadership that project managers must keep in mind:

1. Over-reliance on vision: Leaders can become overly focused on their vision or goals, which can lead to a lack of attention to detail or operational requirements. This can result in projects that are poorly executed or that miss key objectives.
2. Inconsistency: Leaders may be inconsistent in their approach or message, which can lead to confusion or mistrust among team members. This can make it difficult to maintain team cohesion and may undermine the leader's credibility.
3. Overconfidence: Leaders may become overconfident in their own abilities, which can lead to poor decision-making or a lack of collaboration with others. This can be especially problematic in complex or high-stakes projects, where the consequences of poor decision-making can be significant.

https://greatergood.berkeley.edu/article/item/why_leaders_need_a_triple_focus

https://sloanreview.mit.edu/article/why-people-believe-in-their-leaders-or-not/

https://gbr.pepperdine.edu/2010/08/why-good-leaders-do-bad-things/