After our readings, I think there is a huge difference between doing things right and doing the right thing.
I automatically think of doing things right as the behavior of a type-A person or a managerial person. I think of someone very task orientated and procedural, someone who tends to follow the exact guidelines given. Managers “make decisions that enable the organization to achieve its objectives” (Moran & Morner, 2017, p. 6). Companies want managers to make decisions that are “tactful, financial and interpersonal” (Moran & Morner, 2017, p.14), not decisions based on what the manager feels is the right thing to decide.
When addressing doing the right thing, I think of a leader, a person whose morals supersede their need to do things “by the book”. A leader is someone who inspires me to dig deep and be motivated. Their decisions help create vision and strategy and focus on more interpersonal aspects-on human feelings and intrinsic motivations (Moran and Morner, 2017, p. 292).
I know that people often want to be both a leader and a manager but because their tasks and jobs are different, it makes it difficult to be good at both. Focusing on both feelings and procedures don’t generally go hand in hand. Managers are often associated with qualities “such as rationality, analytics and authority, and leaders with soulful qualities such as vision, creativity, passion and inspiration” (Moran & Morner, 2017, p. 292).
In my teaching career, I’ve had many administrators. Only one has stood out as someone who could overlap the distinctions between leaders and managers that Moran mentioned in the book. This administrator was able to cope with change and complexity, to focus on interpersonal aspects and administrative duties (Moran & Morner, 2017, p. 292) all at the same time. She encouraged and welcomed employee’s participation in the decision-making process, which in turn, made us feel motivated to achieve the organization’s goals and objectives” (Moran & Morner, 2017 p. 298). According to Moran & Morner, and to my own experiences, I know this to be a rare occurrence, and because of that, I have used her as a model when given any type of leadership or management role.
References:
Moran, B. B., Morner, C. J. (2017). Library and information center management (9th ed.). ABC-CLIO.
I appreciate your blunt definitions and examinations of the roles of both managers and leaders. I have definitely experienced the type of manager you describe, those that follow the “three essential sets of managerial skills: technical, human, and conceptual” (Moran & Morner. 2018, pg. 16). Because of the tasks and duties that they perform, and the expectations of their managerial role, they are businesslike and each decision is made with the company in mind.
As our book mentions the Human Resources side of things, I read a quote somewhere (I do not recall the exact source) that has stuck with me. “Human Resources do not exist for the employee, they exist for the company”. I think that puts into the perspective of the stereotypical manager’s position.
Conversely, a leader “through actions, appearance, and articulated values [they] present a vision that others will want to bring to fruition” (Moran & Morner, 2018, pg. 337). They emphasize shared values, a common mission, and influence their followers.
A library, especially a school or children’s library, needs both to thrive. There is a business side of a library that requires management, but also users that need leaders to inspire and to “transform organizational potential into reality”. (Moran & Morner, 2018, pg. 335).
References: Moran, B. B., & Morner, C. J. (2018). Library and information center management (9th ed.). ABC-CLIO.
I love your quote about human resources and do believe that represents a manager’s role. I agree a library needs both a leader and manager or at least someone who can show some characteristics of both. A good manager can always identify the traits they need in good leaders in the library as well. They need to be able to serve as liaisons to build networks within the company or organization. In libraries bigger than a traditional school library, there are employees that can serve as leaders or managers if the librarian is unable to be good at both skills. In school libraries, this becomes more difficult as there usually is just a librarian and assistant.
Wow! I really like your idea of how a type A person or a managerial person often does things right. I myself am a type A person and can relate to this. In my classroom or at any job I have worked I rarely have any issues with my superiors because, like you said I “do things by the book.” Despite this, people who are often promoted or moved up into managerial positions do things by the book, but also find ways to get other people to be excited about doing things for them or the good of the company. In a library things would have to be done correctly, so that all of the systems put in place could run smoothly, but I can think of some examples from a customer services standpoint where doing things the right way might not always be the answer.
I agree that people promoted are usually a bit more “special” and find ways to get people excited to help the company-yet another way that being a good manager also has to be a good leader. My view keeps changing on the ability to do and or be good at both. I think the ability to be good as a leader and a manager at the same time is really situational (like your example of customer service). I’m really finding it to be more and more of a gray area as opposed to a black and white area.
Hello,
My mind automatically assumes people in management are born with a type A personality, or is a naturally technical person. Based on the Moran & Morner quote you included, “tactful, financial and interpersonal”, this is completely logical, but it does make me question if managers should not make decisions based off their feelings. In the future, I would have to find a balance with that. It would seem like a manager is more of the individual that goes “by the book” because someone would have to maintain the company’s manual and manage their employees. Could you see why I come to that conclusion? Leaders are in place to inspire and motivate people. I think a leadership position would be something I could excel in however, I am not very confident in my management skills at the moment. I believe good leadership is often remembered and I can only hope that I leave a lasting impact on people around me. *
Hi Sharon,
I think it’s interesting that you drew the comparison to manager/leader being compared to Type A/other (though not exactly Type B, which I guess is another whole thing to consider!). I had very similar thoughts on that first reading.
One leader distinction that didn’t really stand out brightly for me in the reading, but which clearly did for you, is the question of ethics. I like how you summed up a leader as “a person whose morals supersede their need to do things ‘by the book.’” That definition really does place firmly “leader” a rung above “manager.” I wonder how often, then, that application of situational ethics (if that’s what this is) also means that leaders are vulnerable to a different kind of judgment than managers. To decide the right thing one time, then determine that another thing is what’s right the next time, might be perfectly ethical given the specific details, but it can invite the conclusion by anyone who disagrees that this is a wishy-washy leader. I would add to the list of leadership qualities, then, a great talent for gentle handling and diplomacy!
– AnnaLisa
Hi AnnaLisa!
I think the one quote that really stuck out to me from the book dealt with leaders making decisions based on insight or intuition and as Moran & Morner stated, those types of decisions are impossible to defend from a management point (Moran & Morner, 2017, p.14). I agree with you that I think leaders definitely probably are much more open to ethical judgement because they do act with more empathy and it makes it difficult to not be viewed as too emotional or not giving the same standard of treatment to all. Diplomacy is definitely a trait I think serves a great leader.
I agree with you that good leaders are often remembered (at least in a more positive light) than managers. I too want to make a lasting impression on people, patrons, and employees. I do tend to have more “type a” characteristics, but I also am pretty confident in my ability to empathize with others so I struggle to figure out where I stand on either side. Hopefully, in my future job of being a librarian, I can find the balance needed to be both a good manager and leader.