WHY MANAGERS CAN'T LEAD AND LEADERS CAN'T MANAGE

WHY MANAGERS CAN’T LEAD AND LEADERS CAN’T MANAGE
THE EXECUTIVES’ PREDICAMENT AND THE LEADAGEMENT SOLUTION
A BOOK REVIEW
By BISIKAY, Director, The Global LEADAGEMENT Institute, London, England, UK


PREAMBLE
The problem today, is that most organisations are OVER MANAGED but UNDER LED - Philip Kottler
A leader knows what's best to do; a manager knows merely how best to do it. - Ken Adelman
A SuperExecutive has the Soul of a Leader, the Mind of a Manager, in the Body of a Leadager - Bisikay


SYNOPSIS:

WHY MANAGERS CAN'T LEAD AND LEADERS CAN'T MANAGE is the book that addresses the perennial problem facing all executives in struggling to maximise their productivity, efficiency and effectiveness potentials, in their effort to become great managers as well as great leaders at the same time. The book offers the unique solution of LEADAGEMENT to this predicament in showing managers and leaders the way to a balanced executive development and superlative productive capacity achievement., by overcoming the effects of executive dissonance which affects all executives globally

This unique book addresses such critical EXECUTIVE DEVELOPMENT issues as:
Who is the Better Executive: The Manager or the Leader? Neither of them. The better Executive is the Leadager, who is a Master of the basics, the mechanics and the dynamics of both systems.
The MANAGER’s fundamental role is to LEAD people to MANAGE themselves, as the LEADER’s fundamental role is to MANAGE people to LEAD themselves, and the LEADAGER’s fundamental role is to MANAGE to LEAD people to MANAGE to LEAD themselves.
If one remains simply a MANAGER, or merely a LEADER, then one may end up becoming a DEFECTIVE Executive within the organisational systems of the future
The missing link in a manager or a leader becoming a more highly productive Executive, or a leadager, is Leadagement – a supersystem that helps to double up on the executive’s PERFORMANCE on managerial efficiency and leadership effectiveness, in a systematic, synergetic and strategic way

WHY MANAGERS CAN'T LEAD AND LEADERS CAN'T MANAGE is the tale of the discovery of the SECRET of the very exclusive class of the world’s management and leadership SUPEREXECUTIVES.

The seminal book has 6 CHAPTERS and 4 APPENDICES plus an EPILOGUE with detailed outlines of MANAGEMENT, LEADERSHIP and LEADAGEMENT, and will promote executive excellence achievement.

KEY WORDS: MANAGEMENT, LEADERSHIP, BUSINESS, ENTREPRENEURSHIP, EXECUTIVE, LEADAGEMENT, ADMINISTRATION, GOVERNANCE, DVELOPMENT, HEADSHIP, SUPERVISION

WHY MANAGERS CAN'T LEAD AND LEADERS CAN'T MANAGE…
…The book for every MANAGER who wants to become a GREAT Leader,
And for every LEADER who wants to become a GREAT Manager

Somehow, all managers and leaders suffer from the executive dissonance predicament, and now we bring you the Leadagement Solution to this executive helplessness and its engendered organisational functional frustrations.

AND, Here is the SEXY part:
What do you get when a MANAGER Mates a LEADER?....
Their offspring is a hybrid called LEADAGER, that is an expert in the Principles and Practices of LEADAGEMENT based on the integration of the tools and techniques of Management-in-LEADERSHIP, and Leadership-in- MANAGEMENT systems of superexecutiveness.


PREFACE

The ideas put forward in this book began to agitate my mind since 1976, some thirty two years ago, since when I have been struggling to untangle the complexities of MANAGEMENT and LEADERSHIP as the way we now come to administer human organisations.

My background was then in education, as a Teacher and as an Administrator, in various secondary schools and a teacher training college, in Nigeria from 1977 till 1987, when I migrated to the UK, and entered the world of health and social care as a Nurse and as a Manager.

Over the years I keep on encountering scenarios where I think that the practices of management and of leadership as they are currently practised continue to cause their own limiting difficulties. One observes leaders who have no clue about management as one also finds cases of managers who are far removed from leadership . Yet executives are expected to perform their administrative and governance roles in a dualistic mode.

This observed executive helplessness and functional frustrations is what I now refer to as the EXECUTIVE PREDICAMENT: whereby an executive is split between the two executive modes of management and leadership. It is also seen as the EXECUTIVE DISSONANCE: where an executive has to grapple with being either a functionally good manager or leader.

I began to think of the need for what I now call LEADAGEMENT as a super concept of TOTAL and INTERGRATED executiveness from 2003. I have a background in PHILOSOPHY and the idea of dialectical analysis of concepts helped me to see the need for the synthesis of the thesis of management and its antithesis of leadership principles and practices.

An executive who really wants to be a SUPEREXECUTIVE would need to wear the garment of Dr HYDE and Mr JERKYL, so to say. Through this split personality process, a highly productive executive, as a LEADAGER, will assure their performances to the highest level of EFECTIVENESS and EFFICIENCY, in integrating and balancing both MANAGERSHIP and LEADERSHIP organisational demands

So, what I believe is required for all administrators, all managers, all leaders and all executives to advance their career and capacity is to move on into the new unified paradigm of LEADAGEMENT.


INTRODUCTION

This book is intended to introduce the subject of LEADAGEMENT to the world.

I have presented it in the simple form of a tale, as an imaginary conversation between YOU, the reader, and ME, the writer.

There are six chapters, with the first five chapters being the conversation to explore the idea of LEADAGEMENT together. Chapter six is a later addition in the form of the basic outline of three prospective case studies on the application of the Leadagement paradigm in corporate and/or state administration and governance, in the United Kingdom, Nigeria and the United States.

Then we have an epilogue which is the basic exposition of the concepts of MANAGEMENT, of LEADERSHIP and of LEADAGEMENT. I have taken ideas from the internet to present the principles of management and of leadership. For this I am grateful to WIKIPEDIA.ORG and ANSWERS.COM, and their articles contributors.

At the end of the main chapters and the epilogue, I have appended some appendices to further support the process of the development of leadagement. Here I have introduced the SUPERGRID system of superexecutive assessment and development. This is still undergoing testing and a book is in the pipeline to fully introduce the SuperGrid to the world.

There is also among the appendices the outline of the LEADAGEMENT SUPERMODEL whereby we try to present the divergence and the convergence of the basic concepts and characteristics of management, of leadership and of leadagement.

Then we introduce the Global LEADAGEMENT Institute, based in London, to readers. The GLI is leading the process of the development of leadagement, currently a work in progress.

Finally, reader will find in the last appendix our proposed programme of the Global SUPEREXECUTIVE Class Development in 2009. We invite readers and executives, managers, leaders and administrators to join us across the nations and continents of the world to become the pioneer LEADAGERS. More details of each programme will be made available upon further enquiries as directed.

In conclusion, my dear executive colleague, you are welcome to the super new world of LEADAGEMENT. Your contribution in advancing the course of the super concept is hereby requested, and any input shall be greatly appreciated.


OUTLINES

The book’s six chapters are presented as a virtual conversation between the writer and the readers. The chapters can be summarised as follows:


1. TAKE ME TO YOUR LEADAGER!
In which we learn about the missing link in crossing over from management and leadership into the new world of superexecutive development for super organisational performnace.

2. WHO WANTS TO BE A LEADAGER?
In which we learn that the world is only full of executives who are just
either managers or leaders who can only manage or lead but can’t do both.

3. WHO NEEDS LEADAGEMENT ANYWAY?
In which we learn that in order to increase the executive power of managers and leaders, we must include leadagement into their capacity building blocks and solve the intractable problem of EXECUTIVE DISSONANCE

4. DON’T MANAGE! DON’T LEAD!! JUST LEADAGE!!!
In which we learn about the limitations of managership and leadership principles and practices in the development of the class of the SuperExecutives for tomorrow’s world.

5. LEADAGERS OF THE WORLD, ARISE!
In which we learn that there is already a very small number of “LEADAGERS” in the world and about the Global LEADAGEMENT Institute, leading the development of leadagement capacity in organizations and competencies in individual executives: the administrators, the managers, the leaders and others.

6. CASE STUDIES: THE MANAGER/LEADER AS LEADAGER
In which we try to illustrate the principles of LEADAGEMENT in practice with three case studies of some form of the combination of Leadership with Management, in the UK, Nigeria and the US.

EPILOGUE: - Outlines the Basic Concepts of the executive functions of:
MANAGEMENT, LEADERSHIP & LEADAGEMENT

4 APPENDICES - Describe the processes of HOW TO apply Leadagement / become a Leadager :
• APPENDIX 1: THE LEADAGEMENT SUPERMODEL
• APPENDIX 2: THE SUPERGRID OF LEADAGEMENT
• APPENDIX 3: THE GLOBAL LEADAGEMENT INSTITUTE
• APPENDIX 4: THE SUPEREXECUTIVE CLASS PROGRAMME


CONCLUSION

Due to human scepticism, cynicism and pecimicism, it is not uncommon that when a new unique and revolutionary is first presented to the world it generally takes a bit to catch on. So too may it be with LEADAGEMENT. But sooner or later it will surely and steadily catch on and guide dynamic EXECUTIVES, managers, leaders, administrators, directors, CEOs, etc, to higher levels of productivity through their newly acquired leadagement power of SUPEREXECUTIVITY.

WHY MANAGERS CAN’T LEAD AND LEADERS CAN’T MANAGE is both a warning and a wake-up call on the limitations of both Management and Leadership systems inherited from the last century and which are no longer fit for purpose in our emergent globalised and humanised corporate and state organisations. We all need to face the challenge and renew our practices. Who will to be the LEADERS and who wants to be a LAGGARD in this coming ORGANISATIONAL revolution?


PROFILE
BISIKAY, PhD, is the Principal of BCK International, the global M.A.D Systems consulting organisation for Strategic Personal & Organisational Development. He also heads the Global LEADAGEMENT Institute, based in London, UK


BCK INTERNATIONAL, 11 EALING HOUSE, 33 HANGER LANE, LONDON W5 3HJ, ENGLAND, UK

drbisikay@yahoo.com

leadagement@gmail.com















NEW PUBLICATION DETAILS


TITLE: WHY MANAGERS CAN’T LEAD AND LEADERS CAN’T MANAGE

AUTHOR: BISIKAY, PhD

PUBLISHER: BCK INTERNATIONAL, London, UK

ISBN: 1-873-006-01-10

FORMAT: Paperback / Limp

SIZE: 6 x 9 ins

PAGES: 185 pages

PRICE: £10.78

CATEGORY: Non-Fiction

CLASSIFICATION: Global Business, Management, Leadership, Governance, Entrepreneurship, Administration, Executive Development

PUBLICATION DATE: Monday 29 September 2008

ORDERS: Visit www.lulu.com

ENQUIRIES to: Dr BISIKAY, PhD

E-mail: drbisikay @ yahoo.com


BCK INTERNATIONAL
Publishing – Training – Resourcing – Consulting
LONDON – NEW YORK – LAGOS

- & -

THE GLOBAL LEADAGEMENT INSTITUTE
Developing The New Class of SuperExecutives for Tomorrow’s World


CONTACT:

11 EALING HOUSE, 33 HANGER LANE, LONDON, ENGLAND, UK

drbisikay@yahoo.com / leadagement@gmail.com