Management has a foundation in systems, processes, frameworks, and organizational practices.
For that reason, training programs and manuals can help people acquire a certain level of management capability.
Leadership is different.
Knowing about leadership does not mean that someone can demonstrate it.
Leadership needs to become internalized as behavioral competencies through experience and interaction with other people.
Of course, management also requires interpersonal capability, and leadership requires foundational knowledge such as industry expertise.
The difference is one of degree rather than an absolute separation.
That is why hierarchical training programs alone are not enough.
Leadership needs to be developed from an early stage, together with opportunities to practice it in real situations.
One Important Clarification
As people move upward through an organization, the situations in which they exercise leadership certainly change.
Their perspective expands from their own responsibilities to the team and eventually to the organization as a whole.
The scope of their influence increases.
So does the responsibility they carry.
But what changes is the stage on which leadership is exercised.
The fundamental competencies underlying leadership do not necessarily change simply because someone receives a new title.
Are we confusing these two things?
４Questions for Your Organization
Consider these questions:
①Does leadership development in your organization begin only after employees become managers?
②When you hear the phrase “someone with leadership,” do only managers come to mind?
③Do you dismiss younger employees’ proposals or attempts to engage others by saying, “It’s too early for you”?
④Do you sometimes hesitate to take action yourself because you do not have a formal title?
If even one of these applies, it may be time to reconsider the assumption that leadership should be tied to organizational position.
Management authority changes with position.
The stage on which leadership is exercised also changes.
But the ability to influence others, take initiative, build trust, listen, engage people, and take responsibility should begin developing long before someone receives a management title.
So here is the question I would like to leave you with:
How does your organization develop leadership in its newest and young employees?