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Writer's pictureWilliam Guth

What leaders really do.

Updated: Jul 9, 2021


In this article, author John Kotter articulates the differences between leaders and managers, makes the case that leadership skills can be acquired and honed, and departs from classical perspectives on the leader vs manager conversation by proposing that management and leadership are different but complementary.

At its core, the difference between the two roles lay in how managers and leaders communicate with the people in their organizations. After all, both groups are tasked with achieving the same organizational goals. One key difference is that leadership sets and communicates organizational goals, and managers solve the problems of how the organization will reach them. And these require separate but complementary communication strategies for buy-in. One point from the article which really spoke to me is the idea that on-the-job experience tends to undermine the development of attributes and skills that employees need to become leaders. I see this in daily practice at my organization. There are several in my department who are leaders by title, but not in their actions, tactics or communications. Organizing and staffing are front and center, communicated clearly. The motivation to perform and aligning the work with our purpose and vision is lacking. As a developing leader I intend to organize and lead people in a way that stresses the values of my direct reports and involves them in the decision of how to achieve the organization’s vision in their work.


LO2: Demonstrate the ability to assess complex organizational environments and achieve communication goals


LO4: Apply communication-centered scholarship to strengthen effectiveness.


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