1 Leader vs. manager : what 's the Distinction? by Craig Perrin A BUSINESS ISSUE. The Question QUICK READ. what 's the difference between a We presented this early model to focus Leader and a manager ? groups of executives and middle man- Well-worn as that question may be, it agers in a range of industries and the remains worth asking because times public sector. Their real-world experi- change, and leaders succeed when ence confirmed some themes, added About Craig Perrin their words, decisions, and actions new ones, and helped refine the model As AchieveGlobal's Director of address prevailing conditions.
2 We all for quantitative testing. Solution Development, Craig is suspect, for example, that solving a thought Leader who works We then designed and launched an cross-functionally and with clients today's extraordinary problems will online survey in the United States, to guide creation of a range of take someone other than the all- Mexico, India, China, Singapore, responses to market needs. Since business manager who kept us on Germany, and the United Kingdom, 1986 he has played a central role the tracks and then ran us off the gathering 971 responses from business in developing the company's tracks over the past few years.
3 And government leaders and associ- flagship programs in leadership, ates. Respondents represented global sales, and customer service;. To answer this and other questions, co-authored two best-selling the AchieveGlobal research team set and domestic-only organizations rang- ing from fewer than 500 to more than books; written many articles and out to discover how leaders succeed position papers; and produced to isolate their central concerns and 25,000 employees. eLearning and video that have activities in today's business climate.
4 Earned scores of national and The Findings international awards. In 1998, Craig was named Times Mirror The Research Our principal findings were 42 Leader - Editor of the Year. Craig holds a We defined a multi-phased process, ship practices1 some behavioral, and from San exploring secondary and primary some cognitive required to meet key Francisco State University. sources, to collect and analyze qualita- global leadership challenges isolated by tive and quantitative data. To begin, we the research: captured key themes from two years of Cost pressures articles in eight respected peer- Competitors reviewed journals from Europe, Asia, and the Americas.
5 Improving customer satisfaction Technology challenges We reviewed all article abstracts, read and summarized 80 full articles, and Driving sales growth developed a provisional leadership Employee productivity model a hypothesis, if you will to Product/service innovation guide the primary research. 1 We defined practice as a behavior or thought process, something a Leader does, or about which he or she has evolving thoughts and feelings. Developing the 21st century workforce TM. We sorted the 42 practices into six Reflect often on their performance categories, or zones, to form a com- as a Leader .
6 Prehensive model of leadership in the Give serious consideration to opinions 21st century. that differ from their own. Speak frankly with others to learn from The Leadership Zone Model them and build trust. Zone 2 Society: leaders apply princi- ples such as fairness, respect, and the greater good to balance individual and Business Reflection group well-being. To succeed in this zone, leaders : Act ethically to serve the larger good, not just to obey the law. People Society Encourage others to take socially responsible action.
7 Openly challenge what they consider Ingenuity Diversity unethical decisions and actions. Take action to benefit others, not just themselves. Recognize and reward others based on Statistical analysis confirmed that all six merit, not on politics. zones correlate very highly with each Make fair decisions, even if they have other, suggesting that the six zones a negative impact on themselves. triangulate on a larger leadership construct. Take steps to reduce environmental In other words, the six-zone approach is harm. very Zone 3 Diversity: leaders respect and leverage such basic differences as The Practices gender, ethnicity, age, nationality, and As useful as statistics may be, most lead- beliefs.
8 To succeed in this zone, leaders : ers will find greater use in the practices Strive to meet the needs of customers themselves listed here with a short representing other cultures. behavioral definition for each zone: Encourage collaboration among people Zone 1 Reflection: leaders assess from different groups. their motives, beliefs, attitudes, and Display sensitivity in managing across actions, asking, How can I make sure my 2 A full research report with detailed cultural boundaries. limitations don't lead me to make poor statistical analysis is available from decisions?
9 To succeed in this zone, leaders : Collaborate well with people very AchieveGlobal. Among other statistical analyses, we tested the internal different from themselves. Take responsibility for their own consistency and accuracy of this Effectively lead groups made up of model by calculating a Cronbach's very diverse people. alpha. This alpha value was .983, Seek the knowledge required to make indicating a highly consistent and Learn about the business practices sense of the big picture. accurate description of leadership of other cultures.
10 Today ( is perfect), and therefore Examine what role they play in the a very reliable model. Manage virtual teams with explicit challenges that they face. customer-centric goals and practices. 3 The top-rated leadership practice in Treat failure as a chance to learn our survey. and grow. Zone 4 Ingenuity: leaders offer Manage the costs of operation. and execute practical ideas and help Learn new ways to make the business others do the same to create a cli- competitive. mate in which innovation can thrive. Develop and implement effective To succeed in this zone, leaders : business plans.