Management took roots on the 20th century evolution of business as decentralized enterprises grow. Expansion could only be made possible by the coming of a new organization model, in which the regional control fell to a specialized contingency of employers. These workers took the local reigns for the corporate heads and became the supervisors; the managers. What was needed was control. These people became the enforcers of the company's goals and standards. These core managerial components are as current and valid today as they were at the beginning of the 20th century. Neverheless, corporations today are putting new emphasis on the roles of managers as leaders, and the necessity of leaders to incorporate and develop a managerial mentality.
According to Barnabas Piper's article Why Leaders Need Managers (12/14/12), “In the process of over-inflating leadership we have deflated the importance of management.” Positioning leadership and management in separate, sometimes opposing, sides of the corporate hierarchical diagram and organizational culture may do more harm than good. Corporations are on a self-assessing path to discover and empower the leader, as an effort to sponsor and reward the “forward-thinking, entrepreneurial, inspirational, make-it-happen types”. However, the image of the manager has suffered as a consequence of the leader's blooming prestige. As Piper posits, “Managers are laggardly Luddites who do little but meddle and muddle the direction of the leader.” In a society where more and more entrepreneurial leaders are evolving their own enterprises or taking the reins of established corporations the manager's image needs to evolve and change as well. We agree with Piper, leaders may be excellent visionaries, but they need the manager's, “people who can implement that inspiring vision.” Real leaders recognize that they must manage their own time, their resources, and their staff. ” Leadership needs organizational productivity to accomplish the objectives towards a goal and vision, and without managers, or the development of successful managerial strategies and practices, the organization will not achieve the right results for strengthening and growth. For Piper, managers need to forge as well a new relationship with leadership, as she explains, “While there are some managers who can lead and some leaders who can manage, most often their respective strengths serve best to complement each other.” The goal should be to embrace both leaders and managers, develop their strengths and up their potential to create “a symbiotic relationship allowing both parties to be healthy and strong.” The value and focus placed upon leaders and leadership should not tarnish the reputation of the manager. “There bought not a stigma attached to the word” manage “as if it is a less gifting or calling than to lead, or that it is somehow redundant and unnecessary.
Managers, as leaders, must be nurture and develop. As Piper concludes, “the cultural stereotyping of managers as minutiae-bound, small-picture thinkers.” It is not only pointless but harmful to the success of any enterprise. The corporate standards and cultural values must establish a healthy work environment for leadership creativity and vision, as well as a place where people “recognize their own management abilities, see themselves as part of a greater whole” and are given the opportunities to develop new tools and strategies to lead and incorporate new managerial systems to their leadership strategies. If Piper is right, and the ultimate aspiration of every member of society is to “put them ahead, to be recognized, to be influential.”
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