STRATEGIC MANAGEMENT AND LEADERSHIP

Strategic Management and Leadership

Abstract

Purpose - The purpose of this paper is to examine the re-branding of much management education and development under the heading of leadership and to identify the dangers this may bring particularly if it results in key management skills being neglected.

Design/methodology/approach - The authors use their extensive background in management education and development in the UK and abroad to consider the implications of the increasing emphasis on leadership as opposed to management education and development. Recent trends are identified as is both the distinction between and overlap between the terms leadership and management. Relevant literature is examined and the potential dangers of the re-branding process identified

Findings - Increasing use is being made of the term leadership. Whilst there is considerable overlap between the concepts of leadership and management, the market appeal to providers and users of qualification and short course programmes implies that leadership is a higher level of organisational activity than management. This may be an unrealistic view of organisational activity and ignores the concept of strategic management. However, it may create a market pressure for people to aspire to be leaders rather than managers. Four specific potential dangers are identified. These are the lack of emphasis on the need to match people to situations, a failure to distinguish between process and task leadership, the general lack of obvious pathways for people to become leaders rather than managers and neglect of the development of critical managerial skills. Whilst much useful work may take place under the title leadership there is also the overall danger that some of the activity is superficial and even counter-productive.

Originality/value - The paper is a timely and necessary counter-balance to the bandwagon effect of the use of the term “leadership” in the generic area of management education and development. It encourages readers to examine carefully what is covered under leadership activities and the extent to which these meet real as opposed to status needs.

Strategic Management and Leadership

Introduction

The term “leadership” is increasingly used as a label to describe programmes in the generic area of management education and development. The distinction between leadership and management is difficult to define exactly, if only because there is no commonly agreed definition of the term leadership. There is also considerable overlap between the terms leadership and management. Differences can be that leaders depend on popular support for their position whilst managers are appointed. Leaders can exist in many areas of society, not just in commercial and public sector organisations. However, this article is about the use of the term leadership in an essentially managerial setting. A traditional academic distinction (e.g. Drucker, 1955; Zaleznik, 1977) is that leaders are visionaries who operate at a much more strategic level than managers. This can give competitive advantage to providers of leadership programmes because of the implication that users will be on a pathway to a higher level of organisational activity and position.

The educational value of programmes operating under the banner of leadership will depend on the ...