511.1.3.RB_SiegmundWayne

Leadership vs. Management

    In regards to terminology, it seems to make sense that leadership personnel are in the role position to lead people, and management personnel are in a role position to manage things. I would think at first glance that we are talking about two different types of people. Individuals that perhaps carry different traits, characteristics and beliefs about who they think they are in, and of themselves, and who they think they are in relationship to their environment, may in fact, both possess similar capabilities in ways of attracting others to follow them. In some cases, people will go along with an idea, because they are of like mind. But who, out there, is of like mind? How does one know? And if inspired, can they become like minded?

    Approximately 16 years ago, it was recommended that I get in touch with a U.S. Navy SEAL Reserve Captain who was mentoring new SEAL candidates if I was interested in applying to the SEAL Challenge program. After meeting Captain Andrew Bisset, I realized that I was with the right mentor; not because he inspired me to become a Navy SEAL, but because I knew he was someone that would steer me, and support my endeavor in training to become a Navy SEAL. It was the allure of the challenges that the SEAL program offered that inspired me to volunteer and try out.

    In another sense, a manager might be able to do something similar with employees. They need to first know where in their job they can inspire their subordinate personnel to conduct business in a manner according to the manager's determination that will improve organizational efficiency, productivity, and overall morale. I feel this aspect of leadership for managers require managers to learn, if they do not already have, effective social skills. However, social skills as a leadership skill set means that you are capable to socially communicate with others, but says nothing about how to inspire to have others follow you. In Simon Sinek's (2010) TEDx talk, How Great Leaders Inspire Action, Sinek discusses how leaders in industry connect with people in the sense of sharing with them what it is they are trying to do, make, provide, or sell. Instead Sinek (2010) suggests that leaders express the reasons as to why they are doing, making, providing, or selling something. In doing so, those to be inspired, and are of like mind, will buy into those reasons, and support it far beyond typical customer response. Similarly, a manager needs to share with their subordinates, their reasons as to why they need the support of them, not just what they are trying to accomplish.

References

Sinek, S. (2010). How great leaders inspire action. Website TEDtalks Video, Retrieved from
      https://www.youtube.com/watch?v=u4ZoJKF_VuA&feature=share&list=PL42F8562DCD3CCEA8.