Managers and Leaders-Are They
? Different
Theodore Levitt has described the essential features of a managerial
Culture with its emphasis on rationality and control:
Management consists of the rational assessment of a situation and
The systematic selection of goals and purposes (what is to be done
The systematic development of strategies to achieve these goals; the
Marshalling of the required resources; the rational design, organization,
Direction and control of the activities required to attain the selected
Purposes; and, finally, the motivating and rewarding of people to do
The work.
In other words, whether his or her energies are directed toward
Goals, resources, organization structures, or people, a manager is a
Problem solver. The manager asks himself “What problems have to be
Solved, and what are the best ways to achieve results so that people
Will continue to contribute to this organizat.ion'?” In this conception,
Leadership is a practical effort to direct affairs; and to fulfill his task, a
Manager requires that many people operate at different levels of status
And responsibility. Our democratic society is, in fact, unique in having
Solved the problem of providing well trained managers for business.
The same solution stands ready to be applied to movement,
Education, health care, and other institutions. It takes neither genius nor
Heroism to be a manager, but rather persistence, tough-mindedness,
Hard work, intelligence, analytical ability and, perhaps most important,
Tolerance and good will.
Another conception, however, attaches almost mystical beliefs to
What leadership is and assumes that only great people are worthy of the
Drama of power and politics. Here, leadership is a psychodrama in
Which, as a precondition for control of a political structure, a lonely
Person must gain control of him or herself such an expectation of
Leadership contrasts sharply with the mundane, practical, and yet
Managers and Leaders-Are They
? Different
Theodore Levitt has described the essential features of a managerial
Culture with its emphasis on rationality and control:
Management consists of the rational assessment of a situation and
The systematic selection of goals and purposes (what is to be done
The systematic development of strategies to achieve these goals; the
Marshalling of the required resources; the rational design, organization,
Direction and control of the activities required to attain the selected
Purposes; and, finally, the motivating and rewarding of people to do
The work.
In other words, whether his or her energies are directed toward
Goals, resources, organization structures, or people, a manager is a
Problem solver. The manager asks himself “What problems have to be
Solved, and what are the best ways to achieve results so that people
Will continue to contribute to this organizat.ion'?” In this conception,
Leadership is a practical effort to direct affairs; and to fulfill his task, a
Manager requires that many people operate at different levels of status
And responsibility. Our democratic society is, in fact, unique in having
Solved the problem of providing well trained managers for business.
The same solution stands ready to be applied to movement,
Education, health care, and other institutions. It takes neither genius nor
Heroism to be a manager, but rather persistence, tough-mindedness,
Hard work, intelligence, analytical ability and, perhaps most important,
Tolerance and good will.
Another conception, however, attaches almost mystical beliefs to
What leadership is and assumes that only great people are worthy of the
Drama of power and politics. Here, leadership is a psychodrama in
Which, as a precondition for control of a political structure, a lonely
Person must gain control of him or herself such an expectation of
Leadership contrasts sharply with the mundane, practical, and yet
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organized, and taught as skills, then society’s faith in technique over
personal qualities in leadership remains the guiding conception for a
democratic society contemplating its leadership requirements. But
there are times when tinkering and trial and error prove inadequate to
the emerging problems of selecting goals, allocating resources, and
distributing wealth and opportunity. During such times, the democratic
society needs to find leaders who use themselves as the instruments of
leaming and acting, instead of managers who use their accumulation of
collective experience to get where they are going.
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