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Much has been written about leadership and management however, we believe much of this ends up being a discussion about leaders V managers. 'Great leaders' are then paraded before us. You could be forgiven for thinking that leaders are 'sexy and managers are not. We believe such ways of thinking about leadership and management are both overly simplistic and unhelpful - it should not be seen as an 'either/or' but an 'and-both'. We would rather see the discussion centre on leadership and management as complementary functions - different sides of the one coin. In our experience, leadership without a level of competence in management is not effective leadership. Equally, management without a level of competence in leadership is not effective management.

We therefore believe that both leadership and management are essential components in discharging the responsibilities of all roles in the organisation. The mix might change at different levels of the organisation but both components need to be present. Leadership, in essence, sets the direction and engages people in that direction whereas management is more about co-ordinating and controlling the resources to effectively implement the direction.

The Linnergy Leadership Framework encapsulates these thoughts in a simple model, as follows:

At the heart of the Linnergy Leadership Framework is credibility. To be an effective leader/manager you need to be credible to the people who you lead and manage. In our view credibility stems from having three key 'foundation stones'in place:

• Alignment of leaders/managers behaviours to the core values of the business - creates an environment of trust.
• Clearly defined enterprise governance processes that are consistently applied.
• Leadership and management competencies.

Once leaders/managers have established a credible base the next question is: what do they actually do?


The answer to this question is that they:
...set the direction (scenario, strategic and business planning)
...engage their people in that direction (engagement: aligned people meaningfully involved)
..enhance the organisational capabilities (especially the distinctive capabilities).
...build stakeholder support (communications strategy)

• Do your leaders/managers behave consistently in line with the values of the organisation?
• Do you have clearly defined enterprise governance processes in place?
• Does your management team have the competencies to lead and manage the business through its next phase of development? Do you have a management succession plan in place?
• Is your business direction clearly set with engaged people acting accountably to consistently improve organisational capabilities in delivering your value strategy?
• Do you consistently communicate your message to your key stakeholders? Are they 'on board'

Please also refer to the Linnergy Leadership Quotient for more discussion on the topic of Leadership and Management.