New whitepaper looks at the difference between manager training and leadership development.
The line between leadership and management skills has been blurred to the point where the two disciplines are often seen as being one-in-the-same.  However, close examination of specific functions reveals that each role requires distinctly different skill sets.
Personalities and perspectives of effective managers can be compared closely to those of great diplomats, while the behavior of a great leader is more comparable to that of an artist.
Drawing from academic and business writing, the latest Jim Seybert Whitepaper acknowledges the organizational imperatives of vision and productivity and presents an argument for a more intentional approach to training in, and recognition of, those skills specifically related to managing teams of people.
Distinctly identifiable skill sets are required for effective management and leadership. Organizations need both managers and leaders to achieve objectives. Leaders are needed to set objectives and stand as totems of collective vision; managers are necessary to coordinate the efforts of the company’s diversely talented individuals. The tendency to refer to leadership roles as a higher calling, or as an advanced stage of management, places inappropriate emphasis on one critical role over another.
If worker productivity is a key performance indicator, resources invested in training managers to manage can produce greater ROI than training them to lead.
Request a complimentary copy of this 12-page whitepaper, complete with source references.
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