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What Leaders Really Do

The article discusses the differences and relationships between leadership and management. It suggests that leaders and managers have different but complementary roles in an organization. While managers focus on planning and organization, leaders facilitate change and adaptation. The article argues that most companies are "overmanaged and underled", focusing too much on management tasks and not allowing leadership roles to emerge from within the organization. This imbalance can cause companies to lose the "human" side of managing people and resist necessary change.

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536 views10 pages

What Leaders Really Do

The article discusses the differences and relationships between leadership and management. It suggests that leaders and managers have different but complementary roles in an organization. While managers focus on planning and organization, leaders facilitate change and adaptation. The article argues that most companies are "overmanaged and underled", focusing too much on management tasks and not allowing leadership roles to emerge from within the organization. This imbalance can cause companies to lose the "human" side of managing people and resist necessary change.

Uploaded by

kashif iqbal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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“What Leaders Really Do”

BY ‘JOHN KOTTER’
“What Leaders Really Do”

Article by John Kotter entitled, “What Leaders


Really Do” is one of the most effective pieces of
writing for determining where you stand in terms of
your role as a leader or manager of an organization.

It offers suggestions about what elements of


leadership you can further develop to make yourself
more beneficial to your organization.
“What Leaders Really Do”

John Kotter suggests, one aspect of leadership is to


first expose the differences and similarities between
leaders and managers and indicates that leaders are
not rare people with exceptional charisma
necessarily.

Furthermore, there is no hierarchy that exists where


one is more important than the other.
“What Leaders Really Do”

Instead, he states that these two roles should


compliment one another in their focus and that they
are different entities with differing roles in an
organization that are interdependent.
Role of Leadership & Management

While many people can play roles as leaders in an


organization, it is the duty of management to help
guide the group through rough patches.

This involves leadership skills, leading can come


from beyond this managerial role from within
members of the organization who can be leaders in
the sense that they are open to changes and can
adapt and help others do the same.
Change and Evolution

Since constant change and evolution are such


important parts of the success of an organization,
having a balance between the aligning influences of
the leaders in the organization and the management-
based duties of organization and assistance with
stability through the change, is vital.
Over Management

With over-management, the “human" side of the


equation is lost, which is just as important as all of
the planning, charting, and organization involved on
the management side.

Near the beginning of the article “What Leaders


Really Do”, John Kotter states that most
corporations in the United States are “overmanaged
and underled."
Over Management

This idea underscores many of the main ideas since,


if this assessment is correct, it means that many
organizations are not allowing managers and leaders
to work together,

 Instead favoring a less suitable arrangement where


it is the responsibility of management to handle all of
the tasks of organization and aligning people.
Over Management

Many people in the organization can assume


leadership roles and in fact, by having more than one
official leadership position, change can be more
readily accepted and implemented.
Thank You 

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