The concept of leaders having “followers” is fundamentally flawed. There is a difference between an individual who goes along with something that has been created by someone else and an individual who gives their support and total commitment to something that they have been involved in creating.
How can we determine whether someone is “going along” with a proposed change?
Is it because they are really committed and excited about the future outcomes of what is being proposed, or is it because they believe it’s easier to conform rather than challenge it?
| Management | Leadership |
| is mostly about processes. | is mostly about behaviour. |
| relies heavily on tangible measurable capabilities such as effective planning; the use of organisational systems; and the use of appropriate communications methods. | involves many management skills, but generally as a secondary or background function of true leadership. Leadership instead relies most strongly on less tangible and less measurable things like active involvement, trust, inspiration, attitude, decision-making, and personal character. |
| is about controlling and directing people and resources according to systems, processes, principles and values that have already been established. | is about creating positive and constructive discontent to pave the way for individuals at all levels and functions in the organisation, to contribute to the sustainability of the enterprise and of their own health, well-being and quality of working life. |
The role of the Change Leader requires knowledge, understanding, competence and confidence in both the ability to manage and the ability to demonstrate leadership. They are both important and are intertwined. Both require a different set of skills and behaviours and the challenge for Change Leaders is to be able to practice those skills and behaviours in a seamless way. Nobody said it was easy!
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