Effective IT managers in today's workplace must learn to play a variety of important roles within their teams and their organisations. Two of the most fundamental are management and leadership. These terms are often used interchangeably or, in some cases, viewed as two entirely separate concepts. But in fact, management and leadership are actually two distinct but highly interactive functions.
Management can be defined as a systematic and efficient use of resources, whether it is human resources or property. It usually involves carrying out tasks, processes, and responsibilities that have been established by the organisation. Leadership moves beyond the focus on processes or tasks to a focus on the emotions, aspirations, and attitudes of people. Management establishes the framework for work, while leadership provides the vision, inspiration, and purpose for work.
To be a successful IT manager, you must learn to be both a good manager and leader, with the focus depending on the needs of your teams and the situations you're addressing. Here are a few things to keep in mind to help you become a good manager-leader.
Develop a reputation as a good manager
It is important to develop a reputation for being a good manager. The role of manager is usually provided within the institutional framework of an organisation. However, people will be viewed as being good managers if they show the ability to implement organisational goals and objectives through the efficient and effective management of work processes. They demonstrate expertise in the work, an understanding of factors that enhance or inhibit productive work processes, and an ability to work well with others. Building a reputation as a good manager provides the credibility needed to become a good leader.
Credible and effective managers will not necessarily become good leaders, but developing legitimacy as a manager provides an opportunity to become one. Leadership is almost always earned. It requires the creation of trust and respect from team members, which takes time and patience.
Demonstrate sensitivity and vision
Successful managers-leaders are doers who show sensitivity and vision toward people and the work environment. They show the willingness and ability to work alongside their staff during times of crisis, while always maintaining a grasp of the big picture. They can also influence the implementation of organisational goals and objectives through the positive and respectful relationships they build with senior managers, peers, and other work team members.
Managers-leaders will enhance the implementation process by clarifying the values that add purpose to the work. They find ways to help staff members perform beyond their own expectations and position the work team to anticipate and accept changing conditions and circumstances.
Gauge the level of leadership needed
The optimal balance between manager and leader often depends on organisational dynamics. organisations with stability and strong leadership at the top require less leadership and more management from mid-level managers. In these situations, it is often sufficient to reinforce the vision and values being communicated from above. However, organisations suffering from instability and weak or inconsistent leadership from senior management have a credibility gap that mid-level managers often must fill. These situations may require more leadership from the middle to motivate and encourage staff to find purpose in their work.
One scenario
As a new LAN administrator for a small marketing organisation on the West Coast, William has a stellar reputation for being technically proficient in his work and for being easy to get along with. The organisation had enjoyed several years of stability and profitability. However, shortly after William assumed his new position, things changed for the organisation. A downturn in the economy had reduced business by 30 percent, which was fueling speculation of layoffs and downsizing. To make matters worse, two senior managers were dismissed amid charges of embezzling company resources and lying to investors about profits.
William was initially befuddled by the quick change of events. He could sense that his team needed more than someone to help keep things operating smoothly and effectively. He believed that their confidence in the organisation was badly shaken because of the chaos at the top and the fear of layoffs. He wondered how he could expect anyone to perform with distinction under such adverse environmental conditions.
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