The main difference between Leader and Manager is that leaders have people to follow them while managers have people to work for them
A successful business owner needs to be both a strong leader and manager to get their team on board to follow them towards their vision of success
Ref: https://www.go2hr.ca/retention-engagement/understanding-the-differences-leadership-vs-management
- Good leaders serve others, bad leaders are served by others
- Good leader success is all about growing others, for a bad leader it’s about growing themselves.
- Bad leaders create more followers, good leader's create more leaders
- Good leader listen, bad leader don't
- Good leader will be fine with taking a decision that’s better for the organisation even if it means detrimental (harmful) to them. Bad leader will only take decision that has some personal gains to themselves.
- Mostly come from the fear of being vulnerable of team members. Team member feel vulnerable to one another and are unwilling to admit their mistakes, weakness, or needs for help
- Without a certain comfort level of trust among the team, a foundation of trust is impossible
The role of the leader here is to go first
The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back channel comments. In a work setting where team members do not openly air their opinions, inferior decisions are the result.
The Role of the Leader here is to Mine for Conflict.
The lack of clarity or buy-in prevents team members from making decisions they will stick to. Without conflict, it is difficult for team members to commit to decisions, creating an environment where ambiguity prevails. Lack of direction and commitment can make employees, particularly star employees, disgruntled. The Role of the Leader here is to Force Clarity and Closure.
The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviours and performance. When teams don't commit to a clear plan of action, even the most focused and driven individuals hesitate to call their peers on actions and behaviours that may seem counterproductive to the overall good of the team. The Role of the Leader here is to Confront Difficult Issues
The pursuit of individual goals and personal status erodes the focus on collective success. Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren't held accountable. The Role of the Leader here is to Focus on Collective Outcomes
Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. At this point the team may produce a successor leader and the previous leader can move on to develop a new team
High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader.
Individual roles and responsiblities are unclear. Processes are often ignored.
Leader directs
Decisions don't come easily within the group. Team members compete for position as they attempt to establish themselves in relation to other team members.
The team needs to be focused on its goal to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress.
Leader coaches
Agreement and consensus largely forms among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities.
Leader facilitates and enables
The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader.
The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other.
Leader delegates and oversees
Tuckman's fifth stage, Adjourning, is the break-up of the group, hopefully when the task is completed successfully, its purpose fulfilled; everyone can move on to new things, feeling good about what's been achieved
- Is the tuskman model only applicable to the stable team ? If the group has a highly turn-over rate, people keep coming and leaving, then it might always stuck at Storming Stage ?
- Could the tuskman model stages heavily depend on each individual of the team ? If teammate are autonomous, responsible and respect others at the beginning, the storming phase might occur in a very short time, and vice-versa.
- The bad leader often has the charasteristic of a Manager ? So is it bad to behave like a manager ?
https://www.businessballs.com/team-management/tuckman-forming-storming-norming-performing-model/ https://www.go2hr.ca/retention-engagement/understanding-the-differences-leadership-vs-management https://www.businessballs.com/leading-teams/five-dysfunctions-of-a-team-patrick-lencioni/
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