What’s more important: good leadership or good management?

In business school courses, Jennie Walker explains that there is an ever-popular debate about which is more important: being a good leader or being a good manager?

The conversation often starts by delineating the difference between the two roles: we manage things and lead people. Another way of putting it is that management is about doing, while leadership is about being. From there, students often make compelling arguments promoting leadership as the clear winner. After all, isn’t it more important to be visionary and to inspire others to follow your lead? Look to the cover of any business magazine, and it’s clear to see that visionary leaders–those who dare to forge new ground or stand firm in their vision of the future—are a source of intrigue and reverence. The case for leadership is, indeed, compelling. But what does research actually show?

GLOBE, a longitudinal research study of leadership effectiveness across cultures, revealed administrative excellence was just as important as visionary leadership to be considered an effective leader (Strategic Leadership Across Cultures, 2014). What is perhaps most surprising about this finding is that the study focused on more than 1,000 CEOs and 6,000 senior managers. The perception that the top brass doesn’t need to worry about administrative excellence as much as leading the charge did not hold true among followers. Poor administrative competence also was linked to a lower degree of financial success as an organisation. Employees may be inspired, but if administrative tasks don’t get accomplished projects don’t come to fruition; products don’t roll out; and people don’t receive information or even payment. Good management matters.

HR professionals can use this information to help prepare their line managers to be exceptional leaders in the future. How? By building a strong foundation of administrative management excellence. Competency models will vary, but all of them have at their core five classic management skills: plan, organise, command, coordinate, control. These were first identified by management theorist Henri Fayol in the early 20^th century, and remain at the heart of ‘getting things done’ as a manager.  Here’s a brief look at each skill:

1. Plan. Planning consists of identifying specific activities to reach a goal, often on a specified timeline.
2. Organise. Organisation consists of structuring and coordinating activities and people in an orderly way.
3. Command. While sounding harsh, commanding is simply about assigning people to tasks and providing them with clear direction.
4. Coordinate. Coordination involves synchronizing activities, people, and resources in a way that is efficient and harmonious for the organisation.
5. Control. In an age promoting a more collaborative leadership style, the term ‘control’ has slipped into the shadows. However, control is central to management effectiveness. By definition, control involves setting standards, monitoring performance, and taking corrective actions, as necessary. We should not shy away from these. Control and collaboration are not mutually exclusive; they do require some finesse in leadership approach though.

HR partners can help managers develop a firm foundation for each of these skills through clear job descriptions, training, mentoring, and performance feedback. HR may not be at the front line with managers on a daily basis, but they can provide the tools and insights needed for them to master basic management skills.

Tips to foster classic management skills

1. Set expectations by providing clear and detailed job descriptions to new managers regarding the need for each of these skills in the context of their specific positions.
2. Ensure your organisation offers foundational management training. This could involve an in-house program or an external vendor familiar with the organisation’s needs and culture.
3. Facilitate new manager mentoring by pairing them with experienced and successful managers and providing some guidance about topics for conversation and instruction.
4. Provide new managers with a roadmap for development that includes goals, performance measures, and ongoing feedback. Some studies say the first 90-days are the most critical time to develop managers for retention and success. Consider having more frequent touch points during this timeframe.

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