Summary – Chapter 1-13
Study leadership – Traditional and critical approaches – Doris
Schedlitzki and Gareth Edwards
,Chapter 1 – Leadership and management
Is management and leadership the same? The book discusses different researchers’
opinions and weight the concepts against each other. There is no consensus, and the
chapter is based on several different opinions and statements from different authors and
researchers. But four views permeate the leadership and management literature.
1) leadership is a broader concept than management
2) leadership and management can’t be differentiated, a manager is by definition the
same as a leader.
3) Leadership is one of many roles and tasks of a manager.
4) leadership and management can be sharply differentiated to the extent of calling
some people leaders and some people managers.
Management = Manus – Latin word for “handling things”
Leadership = Laeder – Anglo-Saxon word for “a road” or “a path”.
Example of statements (p. 17):
‘‘Management is about arranging and telling. Leadership is about nurturing and
enhancing’’
‘‘The manager administers, the leader innovates; the manager is a copy, the leader is
and original; the manager maintains, the leader develops’’
It could be perceived that leadership rather than management is promoted as the key to
effective organizational performance. But researchers believe that this is not the case, as
there is also a need for "managers" in the post-industrial world, in that it is complex and
that people sometimes need to be managed.
Bennis and Nunes’ (1985; 21) – Managers – ‘people who do things right’ compared to
leaders, who ‘do the right things’. ‘Things right’ is here referred to competence or
technical mastery, whereas ‘the right things’ implies desirable ends, purposes or values.
Both leadership and management is needed in organizations’
There is a consensus that leadership is a managerial skill and that managers need to
know what leadership is. But there is a view that leadership and management are not
synonymous and that both are needed in organizations is poorly defined.
Within the concepts of transactional leaders and transformational leaders (further
discusses in the book), it has been discussed that transactional leadership is a typical
leadership of a manager, in its use of setting objectives and monitoring outcomes. But as
a whole, both leaders and managers work in relation to the company's culture, where a
transactional leader works and conducts the work within the culture and a
transformational leader creates, manages and changes the culture, and can therefore
not be fully used as a definition of the two.
A distinction based on emotionality, leadership is seen as more intense and emotional,
reflecting human drives and desires, whereas management is seen as more impersonal,
reflecting order and consistency.
1
,Management – produces orderly results which keep things working efficiently
Leadership – creates useful change
Both are needed in organizations and nations to be able to develop and prosper.
Déjà vu – Things we have seen before – linked to management. Management therefore is
about coping with problems that reoccur.
Vu jàdé – Things that haven’t been seen before – linked to leadership. Leadership deals
with new complex problems which hasn’t a certain answer or endpoints.
Leadership, management and power’
By considering leadership and management through the lens of personal power and
position power, it’s suggested this enables us to have four different views – managers
‘doing’ leadership, managers ‘becoming’ leaders, ‘being’ leaders and managers, and
leaders ‘doing’ management. Represented in a framework. This framework can be used
as a common method for categorize leadership within management and organization
studies.
2
, Chapter 2 – Leadership competencies
– Trait – a distinguishing feature in character, appearance, habit or portrayal
– Personality – a distinctive character or qualities of a person, personal existence or
identity, being a person
– Skill – expertness, a practised ability, facility in an action
– Style – a kind or sort, a manner of writing, speaking or doing, a distinctive manner
of a person
Intelligence – understanding, a quickness of understanding
All of these topics will be covered individually in this chapter.
Traits
The characteristics of a leader is defined by different researchers and literature.
Thomas Carlyle (1866) and ‘The Great Man Theory’
– Leaders as heroes in society within positions of responsibility
– Roots of leadership as a heroicised, masculinised concept (Spector, 2016)
Stogdill (1948 and 1974): theory and research into traits
– Leaders are born – aim to find the ‘ultimate list of traits’
– Research could not prove that traits are the main explanatory factor for leadership
and effective leadership
– Lack of evidence has led to inclusion of behavioural and situational factors
From the late 1940’s until the 1990 trait research was ongoing and found a number of
characteristics which appear the be linked with leadership.
3
Study leadership – Traditional and critical approaches – Doris
Schedlitzki and Gareth Edwards
,Chapter 1 – Leadership and management
Is management and leadership the same? The book discusses different researchers’
opinions and weight the concepts against each other. There is no consensus, and the
chapter is based on several different opinions and statements from different authors and
researchers. But four views permeate the leadership and management literature.
1) leadership is a broader concept than management
2) leadership and management can’t be differentiated, a manager is by definition the
same as a leader.
3) Leadership is one of many roles and tasks of a manager.
4) leadership and management can be sharply differentiated to the extent of calling
some people leaders and some people managers.
Management = Manus – Latin word for “handling things”
Leadership = Laeder – Anglo-Saxon word for “a road” or “a path”.
Example of statements (p. 17):
‘‘Management is about arranging and telling. Leadership is about nurturing and
enhancing’’
‘‘The manager administers, the leader innovates; the manager is a copy, the leader is
and original; the manager maintains, the leader develops’’
It could be perceived that leadership rather than management is promoted as the key to
effective organizational performance. But researchers believe that this is not the case, as
there is also a need for "managers" in the post-industrial world, in that it is complex and
that people sometimes need to be managed.
Bennis and Nunes’ (1985; 21) – Managers – ‘people who do things right’ compared to
leaders, who ‘do the right things’. ‘Things right’ is here referred to competence or
technical mastery, whereas ‘the right things’ implies desirable ends, purposes or values.
Both leadership and management is needed in organizations’
There is a consensus that leadership is a managerial skill and that managers need to
know what leadership is. But there is a view that leadership and management are not
synonymous and that both are needed in organizations is poorly defined.
Within the concepts of transactional leaders and transformational leaders (further
discusses in the book), it has been discussed that transactional leadership is a typical
leadership of a manager, in its use of setting objectives and monitoring outcomes. But as
a whole, both leaders and managers work in relation to the company's culture, where a
transactional leader works and conducts the work within the culture and a
transformational leader creates, manages and changes the culture, and can therefore
not be fully used as a definition of the two.
A distinction based on emotionality, leadership is seen as more intense and emotional,
reflecting human drives and desires, whereas management is seen as more impersonal,
reflecting order and consistency.
1
,Management – produces orderly results which keep things working efficiently
Leadership – creates useful change
Both are needed in organizations and nations to be able to develop and prosper.
Déjà vu – Things we have seen before – linked to management. Management therefore is
about coping with problems that reoccur.
Vu jàdé – Things that haven’t been seen before – linked to leadership. Leadership deals
with new complex problems which hasn’t a certain answer or endpoints.
Leadership, management and power’
By considering leadership and management through the lens of personal power and
position power, it’s suggested this enables us to have four different views – managers
‘doing’ leadership, managers ‘becoming’ leaders, ‘being’ leaders and managers, and
leaders ‘doing’ management. Represented in a framework. This framework can be used
as a common method for categorize leadership within management and organization
studies.
2
, Chapter 2 – Leadership competencies
– Trait – a distinguishing feature in character, appearance, habit or portrayal
– Personality – a distinctive character or qualities of a person, personal existence or
identity, being a person
– Skill – expertness, a practised ability, facility in an action
– Style – a kind or sort, a manner of writing, speaking or doing, a distinctive manner
of a person
Intelligence – understanding, a quickness of understanding
All of these topics will be covered individually in this chapter.
Traits
The characteristics of a leader is defined by different researchers and literature.
Thomas Carlyle (1866) and ‘The Great Man Theory’
– Leaders as heroes in society within positions of responsibility
– Roots of leadership as a heroicised, masculinised concept (Spector, 2016)
Stogdill (1948 and 1974): theory and research into traits
– Leaders are born – aim to find the ‘ultimate list of traits’
– Research could not prove that traits are the main explanatory factor for leadership
and effective leadership
– Lack of evidence has led to inclusion of behavioural and situational factors
From the late 1940’s until the 1990 trait research was ongoing and found a number of
characteristics which appear the be linked with leadership.
3
