Leadership vs. Management: The Difference is Everything
Ever wonder why some workplaces feel like a grind while others inspire growth?
It’s not just about the tasks—it’s about whether leadership or management is in the driver’s seat. Seth Godin’s video on this topic really resonated with me, especially after diving into it for my master’s in business psychology. He argues that leadership and management are not the same thing—and here’s why it matters:
Modern Management: Born from the Past
Godin explains that modern management traces its roots back to Henry Ford and Frederick Taylor’s approach: workers repeat tasks, create value, and get paid. Simple. Efficient. Not about growth or innovation. No wonder burnout, stress, and “surviving” at work became the norm. One of my mentors even coined the term “mangle-ment” for the damage this kind of thinking causes.
The Key Difference: Management vs. Leadership
Management = logistics. Payroll, meetings, reviews.
Leadership = vision. Inspiring people. Setting direction.
Both matter. But they’re not interchangeable.
A Town Hall, A Mistake, and the Real Cost of Fear-Based Management
I’ll never forget the time I was preparing for my first virtual town hall at a new company. Everything was running smoothly—except for one small issue: I forgot to enable the Q&A feature in Microsoft Teams. No big deal, right? Employees could still submit questions through the form I’d sent out.
My manager didn’t see it that way.
Rather than focusing on the content or the employees’ engagement, he insisted we have a follow-up call immediately after the event to “discuss the mistake.” His fixation on perfection turned a small issue into a major point of contention. Instead of fostering growth and learning from the experience, his approach made me feel micromanaged and demoralized.
That’s the real cost of fear-based management: it’s not about progress or growth. It’s about compliance—and that kills creativity, innovation, and morale.
What Today’s Workforce Really Wants
Leadership is what today’s workforce craves. Command-and-control is on its way out. Talent wants meaningful work and a culture that supports it.
My family’s career shifts reflect this. My dad, a Baby Boomer, worked for two companies over 40 years. I’ve worked for five (and counting). When my grandfather (a member of the Silent Generation) heard that my dad was changing companies, he was shocked. “Why would anyone do that?” For him, loyalty to a job was a given. For people like me, loyalty is earned—and leadership plays a big role in that. A manager who clings to control and avoids discomfort might keep a team afloat, but a leader who takes risks and creates space for growth is far more likely to help people thrive.
Bottom Line: The Leadership Test
Managers keep the trains running. Leaders decide where they’re going—and whether anyone wants to get on.
