With the rise of the knowledge worker, “one does not ‘manage’ people. “The task is to lead people. 1) Sets objectives. The manager sets goals for the group, and decides what work needs to be done to meet those goals. 3) Motivates and communicates. The manager creates a team out of his people, through decisions on pay, placement, promotion, and through his communications with the team.
4) Measures. The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance.
5) Develops people. With the rise of the knowledge worker, this task has taken on added importance.
Leadership is less about your needs, and more about the needs of the people and the organization you are leading. About Sunshine DrugsThe Sunshine Drugs Family of Pharmacies are committed to shining our light, to improve the lives of all our customers, and their families.
Since the difference between leadership and management came up today in the discussion, i thought it was a good idea to share some of the definitions it happend to have read lately. I hope you find these definitions usefull and keep challenging the differences between leaders and managers. Thank you for the good definitions of the difference between these two, management vs leadership. I think that given our society current state of being and how we have grown up, at least in my culture, it is rather intuitive to manage than lead. Michigan State University Extension helps people improve their lives by bringing the vast knowledge resources of MSU directly to individuals, communities and businesses.
Real financial leadership by governing boards requires connecting the money to the mission and clear delineation of board and staff roles.


In Financial leadership for government and non-profit boards: Part 1, we outlined three key points from a presentation by three faculty of the Midwest Center for Nonprofit Leadership at UMKC, and described in more detail the first point, fiduciary oversight. The third key element of true financial leadership is that both the board and management must carry out their respective roles well, and resist the temptation to do the job of the other. The chart above, taken from Gioia’s presentation, gives a clear delineation of the roles of both the board and management. In a knowledge economy, people are the company’s most important asset, and it is up to the manager to develop that asset. We will advance, and champion, Health & Wellness, measured by longevity, and lifestyle, through a culture of Caring, Quality, Service, Innovation, and a Passion for Excellence. To me, no one can asnwer this, even with risk assessments, one has to actually do it and find out. This website may not function properly.Click the icons below to upgrade to a newer version or another web browser.
In my nearly 19 years with Michigan State University Extension and 10 years of experience working with boards elsewhere, nearly all of the board members I have met have at one time or another either worked in management roles or owned their own business.
Rather, they should be adapted to the particular demands of the situation, the particular requirements of the people involved and the particular challenges facing the organization.
Both of them have they own characteristics which are perfectly complemented by one another. It is important to point out each does a better job carrying out its role when the two work collaboratively together. They often understand much more about the management roles than they do the leadership roles of developing long term vision and strategy, and writing policy which enables management and staff to achieve the mission. And i think one of the most challenged way is to balance between strong leadership and strong management.


This approach is particularly valuable “when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization.” Be warned  against using it alone, since its emphasis on group praise can allow poor performance to go uncorrected.
While managing well often exhibits leadership skills, the overall function is toward maintenance rather than change" (Cuban, 1988).
Each board, whether nonprofit or governmental, needs a plan, a model, to keep them focused on their role in financial leadership, and total organizational leadership as well.
Our tendency to manage pieces of the organization independently fails to properly recognize the impacts of each part of the organization on other parts.
It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. This learning technique really drives home the reality of the interdependent nature of organizations. He or she is “obsessive about doing things better and faster, and asks the same of everyone. True financial leadership requires that this interdependence be considered in the development of every policy, and in the execution of every decision.
Be warned this style should be used sparingly, because it can undercut morale and make people feel as if they are failing.
Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction.



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