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McKee Chapter 1:
Managing and Leading Today: The New Rules
CHAPTER OBJECTIVES
1.1 Describe why managers must also be leaders.
1.2 Differentiate between managers and leaders.
CHAPTER SUMMARY
Chapter one discusses what it means to be a leader and a manager today in an
environment of political, economic, and environmental instability. The chapter also poses
the challenge that we all need to be leaders today. It explores the differences, as well as
the similarities, between managers and leaders from both a traditional viewpoint and
CHAPTER OUTLINE
Teaching Objective: To increase awareness of how important it is today for everyone to
take responsibility for leadership and to know the difference between leadership and
management.
I. Why Do Managers Have to Be Leaders?
A. Today everyone needs to be a leader
B. What Being a Leader Means for You
1. Engage in analytical thinking—while also honing intuition
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II. What Is The Difference Between a Manager and a Leader?
1. To manage means to handle, to control
2. To lead means to guide; to cause to go with one
A. Traditional Views of Managers and Leaders (Exhibit 1.4)
1. Traditionally, managers have perceived the environment as one to
2. Traditionally, leaders have been encouraged to see the big picture and be
strategic
1. Mintzberg studied what managers actually do
a. Manager’s work is about meetings, delivering performance results, and
fire fighting
2. Mintzberg defined three characteristics and ten roles (Exhibit 1.5)
a. Informational – monitor, disseminator, and spokesperson
III. What is the Other Side of the Leadership Coin?
1. Not just leaders judged as effective or ineffective – same holds true for
followers
2. Followership is about 5 different types of followers (Exhibit 1.6):
a. Isolates – nonresponsive or indifferent to leaders
b. Bystanders – not engaged in the life of the organization
3. Managing up describes how followers can influence leaders
4. Warren Bennis, notes that acceptable characteristics of both leaders and
followers are often different from culture to culture
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IV. What is HR’s Role in Managing and Leading Today?
1. Human resource (HR) management is the strategic approach to managing
and developing an organization’s workforce.
2. HR’s areas of technical expertise:
a. Recruiting: Handling employee selection, hiring, succession planning,
and staffing.
b. Employee development: Providing leadership development and job or
career-related training for employees through a variety of means.
f. Labor relations: Managing relations between internal and external
groups (e.g., trade unions) that set standards for how employees are to
be treated.
V. What Can We All Do to Become Excellent Managers, Leaders, and Followers?
1. If you want to be a great leader, manager, and follower, you will need to
VI. A Final Word: Changing World, Changing Expectations of Managers and Leaders
1. We have responsibility as business people and leaders to create a better
world.
DISCUSSION QUESTIONS
Discussion Questions for Objective 1.1:
1. Think about the groups you are part of, including your family, friends, school and
work. Who looks to you for leadership in these groups? What do they want from you?
How do you inspire them to follow you?
Suggested Answer:
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2. Complete the “Whom Do You Lead” exercise to discover the ways that you are a
leader (Exhibit 1.2).
Suggested Answer:
Discussion Questions for Objective 1.2:
1. Think about the last time you worked on a project with a group at work or in school.
What did you and others do that could be described as “managerial” behavior? What did
you and others do that could be described as “leadership” behavior?
Suggested Answer:
Student responses will vary. Some of the managerial behavior students may recognize
2. Consider Mintzberg’s managerial roles in Exhibit 1.5. Which of these roles are easy
for you to play or come to you naturally? Which roles do you think you need to learn
more about or learn how to do better?
Suggested Answer:
Student responses will vary. Many students will typically be comfortable with
Discussion Questions for Objective 1.3:
1. When have you been a good follower? What inspired you or encouraged you to take up
this role in a positive way?
Suggested Answer:
Student responses will vary. Many students may bring up their uneasiness about taking a
2. What do you do when you are expected to follow someone, yet you know what he or
she is doing is wrong or could be done better? How effective are you at influencing that
person from the follower position?
Suggested Answer:
Student responses will vary. Students may argue that the person should be confronted
Discussion Questions for Objective 1.4:
1. Look at the eight roles within the HR Cycle. In your opinion, are some of these roles
more important than others? If so, which ones, and why?
Suggested Answer:
Student responses will vary. In organizations, it all starts with people. While getting the
2. Leaders of many organizations have said the now famous phrase: “People are our
greatest asset.” What do you think this means? Can you come up with an example from
your own work experience or that of someone close to you where you found this not to be
true? Explain.
Suggested Answer:
Student responses will vary. When such a claim is made by progressive organizations that
Discussion Questions for Objective 1.5:
1. Why is it important for you to create a personal vision now, while you are in college?
How might this help you choose a career or find an organization where you will fit in
well?
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Suggested Answer:
Student responses will vary. A learning plan starts with a personal mission (what you
2. Who in your life today can help you think about your future? What advice do you think
they might give you about your personal vision?
Suggested Answer:
Student responses will vary. There are many options that students can think about. The
END OF CHAPTER ACTIVITIES: EXPERIENCING LEADERSHIP
Leading in a Global World: Your Global Team
Imagine you are a team leader for a major global organization. Eight team members
report to you: two are American, two are from India, two are from the Middle East, and
two are from Brazil. Do some brief online research of these cultures. Be sure to note
religious, political, and social differences that may have an impact on your management
style. After you have some knowledge of cultural differences, answer the following
questions in teams or individually:
1. What are the fundamental differences among my team members?
2. What are the fundamental similarities among my team members?
3. What things can I do as a leader to make my team comfortable, culturally speaking?
4. What can my team do to make me a more effective leader?
There are many sites online that provide ample information on cultures of the world.
Following are a sampling of sites:
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Suggested Answer:
Student responses will vary. This is an excellent exercise to assign in teams where each
Leading with Emotional Intelligence: What Kind of Follower Are You?
Think of a situation in which you were a follower. It could have been on a sports team,
project team at school, or a work team at your job. Now think about the various
characteristics you brought to your role as a follower.
Answer the following questions:
1. What was right or wrong, good or bad with the leadership/management that led to you
exhibiting these characteristics?
2. What could leadership/management have done to change the type of follower
characteristics you exhibited?
3. Do you naturally gravitate to those follower characteristics? Why or why not?
Suggested Answer:
Student responses will vary. Students should address the five types of follower roles that
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Leading with Critical Thinking Skills Leadership and Management—What’s
Different, What’s the Same?
Imagine you have been selected to identify key management and leadership duties for a
new company that is manufacturing an electric car called the Mongoose. The company
has already identified financial backers and acquired an automobile manufacturing
facility from another car manufacturer. Your company wants to offer the Mongoose to
the public in 10 months. In teams or individually:
1. Make a list of responsibilities the leadership team must address immediately, the day
the car is offered to the public, and in the months following the car’s release.
2. Make a list of responsibilities the management team must address immediately, the day
the car is offered to the public, and in the months following the car’s release.
3. Look for overlaps in your two lists of duties and responsibilities. It may help you to
create a matrix in order to identify shared responsibilities.
Suggested Answer:
Student responses will vary. Students can address/develop the various different planning,
organizing, leading, and controlling activities/responsibilities that managers and leaders
Ethical Leadership: Recognizing the Good and the Not So Good
In teams or individually, choose two or three leaders from the list below. Perform a brief
Internet search by typing the leader’s name and “leadership” or “ethical” into your
favorite search engine. Use your research to answer the following questions:
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1. Do you believe these individuals are ethical leaders? Do they do the right things for
both their businesses and their communities?
2. Are these leaders good role models for ethical leadership? Why? Why not?
3. What are the good and bad qualities of these leaders? Make a short list.
A. Steve Jobs
B. Jeffrey Skilling
C. Ann Mulcahy
D. Jeffrey Hollender
E. Melinda Gates
F. Hillary Clinton
G. Charles Schwab
H. Howard Shultz
Suggested Answer:
Student responses will vary. Students conducting research should find for the most part
AACSB: Ethical understanding and reasoning abilities; Reflective thinking skills
ADDITIONAL SUPPORTING MATERIALS
VIDEOS
• Matt Weinstein – What Bernie Madoff Couldn’t Steal from Me.
“Matt Weinstein lost his life savings to Bernie Madoff’s notorious scam. But his response
to the disaster is unexpectedly hopeful.”
• Richard St John’s 8 Secrets of Success
“Why do people succeed? Is it because they’re smart? Or are they just lucky? Neither.
Analyst Richard St. John condenses years of interviews into an unmissable 3-minute
slideshow on the real secrets of success.”
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• Ed Oakley – Management Skills VS Leadership Skills
“The video addresses how we see management and leadership and their importance to
each other. The difference between hard and soft skills is discussed. “
• Carly Fiorina, et al – Management Vs Leadership
“The former CEO of Hewlett Packard discusses the difference between management and
• Tara and Bella – Dog and elephant model leadership
A shining example of relationship management by a dog and elephant.
INDIVIDUAL EXERCISES
1. Ask students to think of a current job, extracurricular activity, club, etc. where they
have had managerial/leadership responsibilities. Ask those who have (had)
2. Ask students to pick three leaders, living or dead, with whom they identify. Ask them
3. Ask students to interview the person next to them. They have three minutes. The goal of their
questioning should be to identify, in the interviewer’s opinion, whatever makes that person
unique. At the end of the three minute interview, each student will introduce the person they
4. Ask students to introduce themselves by identifying a favorite book and/or movie. For
example “My name is Lisa, I am from Denver, CO, and my favorite movie is “The Social
Network” because it tells the story of a college student who makes the controversial journey
5. Ask students to select one leader who, in their opinion, completely contradicts their ideal of a
great leader. Have them identify qualities/characteristics these leaders have or do not have
that make them ineffective or just bad leaders. Have them discuss in dyads and encourage
TEAM EXERCISE
An exercise such as this one at the beginning of the semester will help students connect
with one another, especially if they have group projects assigned. The outcome of this
exercise is that students will know a few people in the class.
• Ask students to divide a sheet of paper into 3 columns: “Name,” “Similar,”
ADDITIONAL RESEARCH
Followership
Edwin Hollander [i] examined leadership by focusing on the dialectic relationship
between leader and follower. Hollander argues that there is a two way relationship
affected by perceptions and subjective biases. Consequently, any effective model of
leadership must acknowledge and therefore include followers’ orientations and
perceptions. Following this lead, researchers Lord, Brown and Frieberg [ii] argue the
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Managers and Leaders
Although many management theorists seem to indicate that managers and leaders are two
completely different types of personalities, it is important to note that neither managers
nor leaders are born; they are created through their experiences and subsequent
responses. Managers can become leaders, or at least take on some of the qualities that
tend to define leaders through seeking out certain types of experiences and developing a
new set of responses to them. In other words, managers have to step outside their comfort
zones. The pay-off can be crucial. Michel and Wortham[i] studied how two investment
banks transformed employees through business practices, and they found that one bank’s
method of increasing uncertainty and exposing bankers to new situations outside their