Thomas A. Stewart is the Chief Marketing and Knowledge Officer (CMKO) of the global management consulting firm Booz & Company. Stewart most recently served as editor and managing director of Harvard Business Review, and is a best-selling author, an authority on intellectual capital and knowledge management, and an influential thought leader on global management issues and ideas.
During Stewart’s six years with Harvard Business Review, the magazine was a two-time finalist for general excellence in the National Magazine Awards, and received an “Eddie” in 2007 from Folio Magazine.
Previously, Stewart served as the editorial director for Business 2.0 and as a member of Fortune’s Board of Editors. He is the author of two books, Intellectual Capital: The New Wealth of Organizations, and The Wealth of Knowledge: Intellectual Capital and the 21st Century Organization, published by Doubleday Business in 1998 and 2003, respectively.
Stewart is a fellow of the World Economic Forum. He is a summa cum laude graduate of Harvard College, and holds an honorary Doctor of Science degree from Cass School of Business at City University, London.
Question: What is the difference between management and leadership?
Tom Stewart: I don’t. I mean there is … There is a common differentiation that, you know, leadership is the
… is the “why” and the “where”, and management is the “how” and is sort of a lower … a lower arc. But I actually think it’s a distinction without a difference. In an important kind of way, I think there is an element that, you know, bosses – senior people – have that is a leadership element. And we’ve gotta decide where we’re gonna go and what this is all about. And we’ve gotta try to make meaning and make sense of things in sort of an inspirational role. That role doesn’t necessarily have to be held by somebody who’s the chief person in the hierarchy, too. The leader … there’s … that leadership role can be taken by anybody at any time. So there is that part of being a leader, but there’s also the … When I think of … In this leadership/management distinction, management becomes a lesser art. You know it’s “leadership is poetry and management is prose.” I … I think there’s a lot of poetry in the prose. When I think about it – and this is something that I’ve only come to recently but it motivates me strongly – is this idea that you spend … we spend … people who work in organizations spend … at least a third of their waking hours at work. They get most of their training and education after school – after they leave school – happens at work. They, you know, their relationship to their workplace is the most important workplace … relationship that they have except for that to their families. And in some cases it’s more important. So there’s a moral dimension to this. The decisions that managers make about whom to promote or whom not to promote, or the decisions the – the seemingly little decisions managers make about how to … whether to treat people rudely or kindly are … are decision with kind of large moral consequences for the … for themselves and for the individuals around them. And so I … I really think it’s a false distinction. I think that … that … that in this prose of management, there is some pretty important stuff.
Recorded on: 6/22/07