The Managerial Mystique: Restoring Leadership in Business

This is one of the very best books on management I have ever read. Zaleznik describes and contrasts a typical effective manager (called a leader) and a typical proper but ineffective manager in three main areas. 1 Focus on Results Effective managers focus on substance of decisions and work output; define common goals for the organization, and ensure the common goals dominate the organization, not interests and politics. Ineffective managers focus on decision making processes at the expense of substance, so that interests and politics dominate over work output. 2 Interpersonal Style Effective managers are comfortable with conflict of ideas about what is best for the organization; resolve conflicts based on the best ideas; encourage teamwork, which means that individuals' interests are served through achieving common goals; communicate with clearly stated messages; accept significant responsibility for the welfare of others. Ineffective managers are uncomfortable with conflict of any type, which is viewed as conflict of interests, not conflict of ideas; encourage teamwork, meaning that no one rocks the boat with conflicts, because this might interfere with each individual pursuing his own interests; communicate with vague signals; will not accept responsibility for the welfare of anyone else. 3 Psychological Characteristics Effective managers are inner directed; can be separated from contact with and approval of others; form intimate relationships with and commitments to people; are logical; allow creative thinking to create disorder when necessary; express feelings in support of goals. Ineffective managers are other-directed; like lots of casual contact with people; avoid intimate contact with and commitments to people; dislike disorder; avoid any expression of feelings. Although Zaleznik is known for being a Freudian psychoanalyst, the profound deficiencies of modern Freudian theory are not evident to me in this book.

THE MANAGERIAL MYSTIQUE, Restoring Leadership In Business, Dr. A. Zaleznik, Perennial Library, Harper & Row, Publishers, 1989, 279 pages in paperback. This book addresses why managers do what they do. Dr. Zaleznik describes and illustrates the differences between managers and leaders. Of great significance is how managers and leaders advance in their careers. Managers general do not take chances and seldom allow themselves to fail. Leaders on the other hand will try, fail, and try again while learning from each mistake. This one difference helps explain why management is so reluctant to change, i.e., risk a failure, --there are too few leaders and too many managers. Managers enforce rules and procedures whereas the leaders asks questions like; "What should we be doing?", "Where are we headed?" and "How do we get there?". The difference is very important because managers will ensure that we get to where we are headed but we may not want to be there when we get there. VISION -- We need leaders with vision.