Too much heroic leadership, Not enough engaging management.

Henry Mintzberg wrote a blog post title Managing to Lead (19 February 2015).

« I propose an end to the belief that leadership is separate from management, and superior to it. »

« Here’s an example from my book Simply Managing: John Cleghorn, as CEO of the Royal Bank of Canada, developed a reputation in his company for calling the office on his way to the airport to report a broken ATM machine, and such things. This bank had thousands of such machines. Was John micromanaging? Maybe he was setting an example that others should follow: keep your eyes open for such problems. »

« So let’s get beneath the cloud of leadership theory, to the ground of management practice. Maybe then more so-called leaders will do the right thing, namely cease leading by remote control, disconnected from everything except the “big picture.” … Big pictures have to be painted with the brushstrokes of grounded experience. »

« We have too much heroic leadership and not enough engaging management. We need to recognize that some of the best leadership is management practiced well, also that anyone with ideas and initiative can exercise leadership. »

Engaging Management

«

• Managers are important to the extent that they help other people to be important.
• An organization is an interacting network, not a vertical hierarchy. Effective managers work throughout; the don’t sit “on top”.
• Out of the network emerge strategies, as engaged people solve little problems that can grow into big initiatives.
• To manage is to help bring out the energy that exists naturally within people. Managing thus means engaging, based on judgment, rooted in context.
• Leadership is a sacred trust earned from the respect of others.

 »

“Heroic” Leadership

«

• Change everything all the time. In particular, reorganize constantly…
• Beware of insiders: anyone who knows the place is suspect. Bring in a whole new “top team.” And rely on consultants—they may not know the business, but they do appreciate heroic leaders…
• It’s best to ignore the existing business and especially its culture… Instead merge like mad, with the devils you don’t know.

 »

Henry Mintzberg has written several books including Understanding Organizations Finally!