Week 2 Instructions

Mr. Chasz Parker, Course Developer


If you have not posted your introduction on the Assignment Board, please do so as soon as possible.


Often in ministry there is a “lack” mentality, the “ifonlys”—if we only had the resources, if we only had etc.  Stephen Covey challenges that mindset in his book, The Seven Habits of Highly Effective People, where he suggests effective people have an “abundance” mentality.  I need to exercise faith that God has given our Rescue Mission or our local church the spiritual gifts within the people necessary to accomplish the task given or He will be sending those people.


This leads to this week’s class of introducing the topic of Leadership and Management.  As leaders and managers we have the responsibility to help those who work with us to recognize their gifts, talents, and strengths and then help them to use those resources in a coordinated effort to further the Mission effort.


There is much debate about the terms leadership and management and on the difference of being a leader and being a manager.  Sometimes the terms are used interchangeablely.  Often leadership is viewed as superior to management.  The following is quotation is taken from a research paper posted on the web that describes the differences between leadership and management.


It has been said that there are as many definitions of leadership as there are those that write about it (Bass, 1990). But when leadership has been compared to management, the picture becomes clearer. Abraham Zaleznik (1977, 1992), writing for a broad practitioner audience in the Harvard Business Review, made the point that leaders are those that energize a system. Leaders live in a working environment that is often chaotic. In contrast, Zaleznik saw managers acting to ensure the stability of the system. This contrast between managers and leaders was deemed important enough by the HBR editors that Zaleznik’s article was reprinted 15 years later in 1992.


Warren Bennis and Bert Nanus (1985) contributed to the discussion by listing several key differences between leaders and managers. They said that leaders: 1. do the right things; 2. see people as great assets; 3. seek commitment; 4. focus on outcomes; 5. see what and why things could be done; 6. share information; and 7. promote networks. In contrast they list as manager’s attributes that they: 1.  do things right; 2. see people as liabilities; 3. seek control, create and follow the rules; 4. focus on how things should be done; 5. seek compliance; 6. value secrecy; and 7. use formal authority (hierarchy). In the following years these ideas have been adopted and built upon by authors in the conceptual academic sphere (Conger, 1992; Czarniawska-Joerges & Wolff, 1991; Rost, 1991; Spreitzer & Quinn, 1996).[1]


The distinctions made by Warren Bennis and Burt Nanus between leadership and management seem to be the basis for most discussion on the topic.  It appears that management is given a lesser role in contrast to leadership from their viewpoint and from various leadership writers and thinkers.  Others will see leadership as a subset of the skills required to manage. You will see from the different sources we read that each have their own perspectives on what constitutes management and leadership.


I see both leadership and management as equally necessary.    In all of our careers, we will be called upon to do both.  My theory is management and leadership are separate skill sets and we are usually gifted or wired to do one better than the other and we ignore either to the peril of the ministries we serve.  My experience is both excellent leadership and excellent management are rare and each needs to be developed and cultivated.  Leaders get the recognition but without managers, leaders will not be able to influence and accomplish the tasks to achieve the vision. I believe good management is vastly under recognized for what it can do for an organization.  In my opinion one of the key issues that keep churches and ministries from growing is poor management, which is attending to the tasks and processes required to help the organization operate effectively. On the other hand without leadership with its casting of vision and influencing people to desire a preferred future leaves the organization and ministry without direction. 


To paraphrase an old statement, leaders who do not manage blow up, managers who do not lead dry up, managers who lead and leaders who manage grow up.  I think it is important during this course you begin to assess your management skills and leadership abilities and devise your management and leadership philosophy as these will be crucial to your Mission in the future.


Overview  of Assignments


The text and article will give overviews of leadership and management thinking and its application to the nonprofit organization.  The article by Seath will offer a perspective of the application of leadership and management theory at a Rescue Mission.


The internet sites will introduce you to the varied viewpoints of management and leadership in nonprofits and ministries.


If you are doing the optional assignment and reading Jim Collins, you will be introduced to his research on the key issues in management and leadership and what his research has discovered in making mediocre and outright bad businesses become great organizations.  For those doing this assignment, please let me know and I will provide you my PowerPoint outline of the book and my AGRM presentation on it.


In Addition


 I have included an article on Peter Drucker, to let you know more about his heart and character.








[1] Field, R


chard H.G.  Leadership Defined: Web Images Reveal the Differences between Leadership and Management.  Submitted to the Administrative Sciences Association of Canada 2002 annual meeting in Winnipeg, Manitoba.  January 9, 2002. http://www.bus.ualberta.ca/rfield/papers/LeadershipDefined.htm