The difference between a manager and a leader
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Transcript of The difference between a manager and a leader
8 NEWS WEDNESDAY OCTOBER 26 2011 WORKPLACE
The difference between a manager and a leader
LIZA VAN WYK
STANDARD Bank’s ChrisMukoki has been crowned the2011 Boss of the Year.
Is he a leader or a manager? Inhis acceptance speech, Mukoki in-dicated he was a leader.
He gave an example of the head:the eyes to see, ears to listen, mouthto speak and brain to think aboutbusiness imperatives.
Mukoki is correct. In today’smarketplace, buffeted by economicuncertainty, lack of consumer con-fidence, weakened demand andworkforce anxiety, effective leader-ship is more critical than ever.
Recent research has shown that,in these turbulent times, whatmakes the difference is the agilityof a company’s leaders – at all lev-els of the organisation.
There are those who say a man-ager focusing primarily on the en-terprise’s revenues tends to be a
master at organising a workforce inmeeting or exceeding annual profitprojections.
Typically, great managers havestaked their reputations, if not theircareers, on maintaining bottom-lineresults. Others say good leaders sac-rifice micromanagement of the bot-tom line in favour of a macroscopicunderstanding of the enterpriseand its strategic direction.
Distinguishing between leader-ship and management has always
been difficult. Although the skillsrequired overlap to some extent,there are also distinctions. Thereare fundamental differences intheir philosophical approaches.
Top American managementguru Robert B Kowalski providesthe following differences betweenleadership and management: lead-ers motivate, create enthusiasm,inspire loyalty, inspire productivity,set a course, initiate change andbuild consensus. Managers organ-
ise, delegate, implement, interviewand supervise.
Therefore leadership develop-ment is not just about developingleaders – it is about creating a cul-ture of performance.
Great leaders attract, hire andinspire great people. A mediocremanager will never attract or re-tain high-performing employees.
Leadership development createsa magnet for high performers andfosters a high-performance organi-sation. This is why the organisa-tions that are built to last havestrong histories of leadership de-velopment.
Research shows that organisa-tions that invest in human capitaldevelopment (including leadershipdevelopment) see a significant re-turn in the form of stock prices.
To effectively manage and leadin times of crisis and complexity,company leaders need multipletypes of development, including fi-nancial management, strategy,communication and leadership de-velopment.
A true leader is always learningand developing skills. He seeks outnew information through formaland informal settings. He does not
discourage constructive feedbackand disagreement.
Therefore, adapting your leader-ship style and changing it to face or-ganisational challenges is part ofbeing a successful leader.
Management and leadershipboth share the common element ofattaining goals.
If the goal becomes the team’sdestination, then the method – man-agement versus leadership – is thejourney, and there are many roadsavailable to the successful profes-sional.
The strategies and practices thatensure success are limitless asworkplace technology continues toevolve faster than at any other timein our history.
Congratulations to StandardBank for grooming leaders such asMukoki. What sets one managerapart from another is whether he orshe chooses to lead, manage or com-bine the best elements of both dis-ciplines most needed for optimumresults. ● Liza van Wyk is chief executiveof skills and development compa-nies AstroTech and BizTech.www.astrotech.co.za/www.biztech.co.za
Boss of the Year winneran example of theagility businesses need
BOSS OF THEYEAR: ChrisMukoki is anexample of goodleadership, notjust effectivemanagement.Handing him theaward is EuliceMaluleke, chiefexecutive of theMTN SAFoundation.
LOWVELD HIGH SCHOOLNELSPRUIT MPUMALANGA
HAS THE FOLLOWING MPUMALANGADEPARTMENT OF EDUCATION
VACANCY(AVAILABLE 1ST JANUARY 2012)
A Mathematics / MathsLiteracy Educator
who meets the following criteria:
•Possesses the necessary academic qualifications (mathematics to at least 2nd year level)•Able to teach in the F.E.T. band (grade 10, 11 and 12)•Possesses the necessary professional qualifications to be registered as an educator by S.A.C.E.•Has a valid S.A.C.E. certificate.•Computer literate - preferably with interactive white board experience.
A letter of application, with a comprehensive CVand the names and contact details of at least two
referees should be sent to:THE PRINCIPAL
LOWVELD HIGH SCHOOLPO BOX 8844
SONPARK1206
Tel: (013)741 1041Fax: (013)741 1537
EMail: [email protected] date for applications:
07 November 2011Please note that if you have not heard froma representative of Lowveld High Schoolby end December 2011 your application
can be deemed to be unsuccessful.
OM/03/13190997
Clientèle Limited is a diversified financial services groupand one of South Africa’s leading direct distributors offinancial service products. Over the past 18 years we havesuccessfully offered convenient and easy to understandproducts through various direct marketing and salesdistribution channels.
Based in Sandton, you will be required to:
- Maximize sales opportunities and grow our client base- Maintain a high level of customer satisfaction- Work additional hours and weekends when required
In addition to this, you must meet the following
requirements:
- Possess a valid matric certificate- Have 1 to 2 years telesales call centre experience- Be computer literate- Have excellent communication skills- Able to work under pressure and meet targets
Dynamic Telesales Consultants Required
If you have what it takes and meet all of theabove criteria, send your CV [email protected]. Should you notreceive a response within 2 weeks, consideryour application as unsuccessful.
‘An Authorised Financial Services Provider’
Human Communications 81558www.humanjobs.co.za
BECOME PART OF THE GREEN ECONOMY CAREER DEVELOPMENT OPPORTUNITY FOR POSTGRADUATE STUDENTSThe National Cleaner Production Centre of SA (NCPC-SA) is the dti’s key industrial sustainability programme tasked with contributing to a competitive green economy and strengthening market access for SA industry. This is done by transferring resource efficiency and cleaner production (RECP) technologies and services to industry, aimed at achieving measurable economic, environmental and social benefits.
The NCPC-SA’s Sustainable Intrapreneurship Programme offers postgraduate students in the fields of clothing, textiles, environmental science and engineering the opportunity to become part of this initiative and programme and gain valuable in-plant experience by assisting companies in addressing competitive challenges, production weaknesses and skills gaps.
Requirements
Candidates with a postgraduate qualification are invited to submit applications for the Sustainable Intrapreneurship Programme. The minimum requirement is a Bachelor’s degree or equivalent qualification in Clothing and Textiles or Environmental Science or Engineering (Chemistry, Chemical, Industrial or related fields). The Programme will commence by mid-November 2011, and successful candidates will be contracted for a 3-month period in Gauteng, KwaZulu-Natal or Western Cape. The Sustainable Intrapreneurship Programme could lead to potential employment opportunities.
Only applications with full particulars on the following (included in your CV) will be considered:������������ ������������ �������� ������� ��������� ��������� ����������� ����������� ������ � �����������
Please note that feedback will only be given to short-listed candidates. The NCPC-SA reserves the right not to appoint if suitable candidates are not identified.
All submissions must be submitted by 4 November 2011 by 12:00. Applications received after the closing date will not be considered.
Interested candidates can send an application via e-mail to: [email protected]
Queries may be directed to Pearl Thusi on tel. (021) 658-3985.
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