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Steering the Ship and Inspiring the Crew C69

support and teamwork of all employees, including supervisors, senior
leaders, and HR staff.

: THE CHANGING CHALLENGES OF LEADERSHIP AND
MANAGEMENT

In many ways, it can be argued that distinctions separating leaders
and managers are artificial ones. Leaders must manage, and man-
agers must lead. The classic distinction—that leaders do the right
things and that managers do things right—is valid to an extent, but
simplistic.
Leaders and managers face significant challenges and changes:

: In the post–Enron era, only about 40 percent of the work-
force believes that senior leaders hold the best interests of the
organization over their own self-interest. 1
: A survey of U.S workers indicated that 56 percent are not
proud of company leaders. 2
: The advent of flatter organizations, along with the related
reduction in the ranks of middle managers, has increased the
average supervisor’s span of control to unreasonable numbers
of direct reports in many companies.
: The increased (and proper) use of 360-degree developmen-
tal feedback now serves as a check against ineffective, disre-
spectful, abusive, and weak leaders and managers.
: Managers are themselves increasingly disengaged as a result
of heavier workloads.
: Manager-employee conflicts are made worse because of sig-
nificant differences in what younger workers expect to receive
and what many older managers are prepared to give, espe-
cially with regard to frequency of coaching, feedback, and
recognition; work-life balance; learning opportunities; and
the exercise of one’s strengths in meaningful challenges.