As a training and development professional, you probably have been asked this question more than once: What is the difference between management and leadership?

My perspective on this might differ from yours or from what you have heard or read in leadership books. First, I don't believe that management and leadership are different positions or jobs. Many companies distinguish managers and leaders based on their pecking order in the organization. This seems like nonsense to me because we can see and experience leadership at all levels within an organization. Some people believe that leadership is something you do when you move beyond management--a set of tasks that are somehow higher in level--and believe it takes more skill to lead than to manage. I don't agree. People with all ranges of education and sophistication demonstrate powerful leadership.

So what is the difference, then, between leading and managing? Management is framed by a set of methods and practices--a regimen--that allow us to run a business or a piece of the business. Management is a job. Leadership is a way we do our jobs.

Courage as leadership

When we look back on the careers of those we admire, we often remember moments of leadership--those times when he said or did something that became a catalyst for positive change.

Imagine four peer managers meeting to discuss the progress of a major project. Having update meetings is, of course, one task of management. Let's say that during the meeting one manager demonstrates courage and takes the initiative to openly discuss concerns that the others are too chicken to bring up. At her prompting, the discussion opens up, and important concerns are defined and addressed. The pink elephant in the corner of the room is outed! The discussion leaves the group questioning whether the project is still viable or a good use of time and resources. During that display of courage - in that single moment - this manager demonstrated leadership.

Managers ought to be managers all the time and show leadership when it's needed. This is the case with all jobs. If you are a controller, you ought to be a great controller all the time and demonstrate leadership when needed. If you are a front-line worker on an assembly line, you ought to be a great screw gun operator all the time and lead when necessary. And if you are a trainer, you ought to be a great trainer all the time and a leader when doing so will make a positive difference.

Effects on the training function

Some of you might disagree with my definition of leadership, but let's assume that you agree for a moment. Look through this lens with me and re-imagine the training function. How do we cultivate and develop leadership in the workplace? How do we engage managers and other employees such that leadership grows? What can we do to increase the number and quality of leadership moments?

Leadership training needs to focus on helping employees:

  • act with courage
  • recognize potential leadership moments
  • distinguish and define management and leadership
  • reinforce and appreciate leadership at all levels
  • increase ownership of leading when leadership is needed.

These actions might seem fuzzy and hard to train, but imagine how the workplace would look and feel if all of your managers (up through executive management) improved in these areas. What if your middle and senior managers developed a deeper understanding that leadership is not a destination, or a position, but an opportunity, privilege, and responsibility? This shift in mindset would produce more and better leadership moments.

As trainers we define learning objectives and practice our craft using tried and true educational principles. To develop leadership capabilities we must provide clear expectations, positive role models, practical development, opportunities for practice, and consistent reinforcement of the desired behaviors. Trainers can and should be positive role models for leadership, and we can facilitate the development of leadership by infusing our programs with elements and messages that reinforce it.

Even if you do not agree with my definition of leadership versus management, there is no downside to taking a look at your training programs and ensuring they build and reinforce courage, independence, and ownership for improving the business. Start by asking yourself this question, "Are participants more likely to demonstrate leadership after attending this course?"

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