mulated it. Heller (1975) compares the mountain and valley of the philosophers ancient puzzle, one concept cannot exist without the other. Leadership is prior to purpose and purpose is prior to managing, both chronologically and logically. It is just this priority that gives leadership primacy over managing.
Leadership is also a relationship between leader and follower. It cannot exist by itself, it only exists if followership is produced. Doubtless there are special qualities of leadership. But beyond these special qualities, it is plainly something that elicits a positive response from those who are led. Leadership really begins, therefore, not with the leader, but with the follower. What leadership does is enable the individual to satisfy his psychological needs by his own actions, which are the very actions sought by the leader to achieve the purpose of the organization.
According to Heller (1995), we can be the keepers of the gate, so to speak enjoying while they last, the prerogatives fortuitously given us by the work ethic. Or we can accept the decline of organization power and start to accomplish things, advocating leadership. Power has always been the main pillar of and most visible aspect of managing. Crosby (1986) in discussing power verses leadership, asks the question, "what happens to the meaning of managing if we remove power from the concept?" Power is an anathema to leadership. Power does not produce followership; it antagonizes it. We can give managing new meaning and importance by conceiving it as the tool of leadership to achieve the organization's purpose. Managing, becomes art, technique, systemization, method and economics. And where leadership is the ability to motivate, communicate and seek purpose, managing is cool, impersonal, objective, and imaginative. It connotes professional action for getting results, including followership. Embracing this view, we would think of ourselves at ev...