This document discusses leadership vs management and the impact of leadership on business performance. It provides definitions of leadership from US presidents that emphasize inspiring others and achieving goals through voluntary follower action. Stephen Covey's definition distinguishes leadership as focusing on the right objectives versus management's focus on efficiency. Statistics show a lack of leadership competency among frontline managers negatively impacts engagement. Different leadership models are presented, including those emphasizing emotional intelligence and relating leadership style to organizational culture and results. The document encourages organizations seeking leadership development support to contact the provider.

1. growthco.uk
WHY… LEADING FOR RESULTS?
Understanding the link between leadership behaviours
and business performance.

2. DEFINITIONS OF LEADERS VS MANAGERS
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“If your actions inspire others to dream more, do more and become more,
you are a leader”
6th President of the United States, John Quincy Adams on Leadership

3. DEFINITIONS OF LEADERS VS MANAGERS
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“Leadership: The art of getting someone else to do something you want
done because he wants to do it”
34th President of the United States, Dwight D. Eisenhower on Leadership

4. DEFINITIONS OF LEADERS VS MANAGERS
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“Management is doing things right: leadership is doing the right things.
Management is efficiency in climbing the ladder of success; leadership
determines whether the ladder is leaning against the right wall”
Stephen Covey on Leadership vs Management

5. FACTS & STATS
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33% of respondents said their organisation’s frontline managers are
competent in business-based decision making.
Harvard Business School 2014

6. FACTS & STATS
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More than 90% believed frontline managers’ lack of leadership
development negatively impacts employee engagement results.
Harvard Business School 2014

7. FACTS & STATS
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43% of UK managers rate their own line manager as ineffective –
and only 1:5 are qualified.
Johnson – Author of High Potential Leaders in the Making 2016

8. FACTS & STATS
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Best-practice management development can result in a 23% increase in
organisational performance
Dept for Business , Innovation and Skills 2016

9. LEADERSHIP MODELS
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Tannenbaum and Schmidt Continuum model shows the relationship
between the levels of freedom that a manager chooses to give to a team,
and the level of authority used by the manager.

10. LEADERSHIP MODELS
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Emotional intelligence (EI) is the capability of individuals to recognise
their own and other people's emotions.
Dan Goleman Emotional Intelligence

11. EMOTIONAL INTELLIGENCE COMPONENTS
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Self awareness I Self Management I
Social Awareness I Relationship Management

12. LEADERSHIP VS CULTURE & PERFORMANCE
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To build a culture and improve bottom line performance – you need to
recognise the level at which the leader is operating and their approach.
1. Distributed leadership: where people lead each other will create a
culture of self-organising transformation.
2. Servant leadership: where people service the needs of others
before their own self interest, working together to achieve more
3. Pace Setter: driven by targets, with the sole aim to achieve bottom
line results
4. Autocratic: sets the tasks and the method of approach and expects
people to adhere to the rules
5. Coercive: dictates activity with the sole aim to survive.

13. FURTHER SUPPORT FROM US
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We want to help your organisation be happier, healthier and more sustainable. If you’d like to talk
to us about leadership in your organisation, please get in touch or find out more about our
leadership development support here.
To find out more about The Growth Company and what we’re all about, visit
www.organisationalimprovement.growthco.uk, call us on 0161 237 4200* or email
orgimprove@growthco.uk
* Calls will charged at your standard network rate