I have learned that leadership and managemnet work hand in hand and that sometimes you may function as one or the other and often times as both.
i believe that i manage and lead just depending on what needs to be done
I believe that I need to work on developing a role as a manager and a leader in context of the business of my day at work. When I have a lot to do I am less inclinde to demonstrate the essential skills needed in a leadership/manager. I just want to focus on my own responsibilites and not those of the people around me. It is that balance that I am struggling to grasp. When does being a leader and a manager take prescedent over my own requirements as an employee first?
I am a person who has both indirect and direct leadership. While doing the quiz I realize that I also manage but in doing so I am always focused on the organizational goals while balancing nurturing my staff and students. I will focus more on the leadership going forward and be unapologetic about it. This is where I am vulnerable at times but I own my role and position. I enjoy nurturing my staff to prepare them for achieving their own goals and notice when a different discussion is need to motivate.
Reply to Daniel Falk's post:Reply to Daniel Falk's post: I am a Leader and my focus is on the students and the instructors. I am a mission-driven person and am always looking at the bottom line. In doing so, I must balance the stakeholders (i.e., students, instructors, community, and Board of Directors). Each group requires leadership but sometimes I find myself managing.
Leaders allow others to take the lead of their job
I am able to do both depending on what is needed at the time.
The focus is on what is best for the company.
People skills and the ability to influence is key for leaders. Leaders must have the ability to develop a vision, inspire and motivate their team. I more clearly understand why managers promote stability and leaders promote change. A key insight taken from this lession for hiring is that high performers do not always make the best managers.
I believe that even if you identify as one more than the other, both are necessary to be successful when you are in charge of a group of people.
In todays world one must were mutiple hats and be able to read a situation to decide what hat best fits.
I feel I lead and I am also a good manager. There is so much to learn on this topic. I have my staff work autonomously because I value autonomy and the ability to trust in others is important and makes me feel good I have that trust in my employees. I can share my vision and they see I work hard so they can be leaders and can follow me too.
Good managers and leaders don't come from the highest performance. Some of the best leaders I know didn't have a high ranking or was top performer. To be a good manager or leader you need to involve your team and have an end attainable goal.
I am definitely both a leader and manager. Especially as an educator, I not only have to set the vision for the course and inspire learning, I also have to manage processes such as grading assignments and interacting with students online.
I learned that I answered the questions as a leader, but I also have manager qualities. Being a servant leader is important, and being able to adapt to different personalities and attitudes is critical for a manager.
From the lesson it is evident that in order to have an effective and efficient organization there has to be a balance between managemnet and leadership skillls. Both sets of skills compliment each other.
I have done both, honestly with varying degrees of success. I learned to manage first, as a junior enlisted, then transitioned toward leadership while maintaining managerial responsibilities. Looking back, I also feel that true "leadership" is often stifled in a great many military organizations when considering the innovation and origination ideals. Far too frequently the organizations resist change and innovation in favor of "tradition" and "proven results". Thusly, there are people in the military who become convinced they are "leaders" when truly they simply degrade the leadership value of others. For myself, I strugged greatly against that, and largely failed. I suppose there was an opportunity to make a greater change in fostering the alteration of the organization toward a greater leadership potential, but in the moment I could not see that.
I learned that there is an overthinking that takes place that lends to the idea managers and leaders are completely different people, and that because of this perception, it appears that one would want to be a leader RATHER than a manager. But the reality is, leaders are great managers, and vice versa. One needs the passion, vision, ever-questioning how things are currently done as part of "Kaizen". However, without the skills to implement these inspirational ideas means they remain just that, ideas. The most successful leaders are able to effectively manage what it takes (people, resources, processes) to make their visions a reality.
This course clearly discusses the differences between a leader and a manager. In most organizations both tactical and strategic thinking and behaving are required. The challenge can sometimes be knowing when to be the manager and when to delegate managerial tasks to others. In most organizations there are more managers than leaders. Therefore, it is important for org leaders to focus on the tasks that no one else can execute, and jump in and manage as needed.
It's important that people are not only promoted in th eworkplace because they are the high performers as it takes much more to be a leader. That person may make a good sales manager, driving the people to make the company goals and targets but have terrible people management or leadership skills to motivate the work force. When you find the combination of a good manager with great leadership skills though, that is a win for all involved and sucess follows.
While this was not new information for me it was good to see that my responses to the assessment suggested I am a leader.
