No

Boss-managers

Lead-managers

1

Boss-managers set the task and the standards for what the workers are to do, usually without consulting the workers. They do not compromise; the worker has to adjust to the job as the boss defines it or suffer any consequences the boss determines.

Lead-managers, however, engage the workers in an ongoing honest discussion of the quality of work that is needed for the program to be successful. They not only listen, but also encourage their workers to give them any input that will improve quality.

2

Boss-managers usually tell, rather than show, the workers how the work is to be done and rarely ask for their input as to how it might possibly be done better.

Lead-managers show or model the job and work to increase workers’ sense of control over the work that they do.

3

Boss-managers inspect the work or designate someone to do it. Because the boss does not involve the workers in this evaluation, they do only enough to get by; they rarely even think about what is required for quality.

Lead-managers teach the workers to inspect or to evaluate their own work for quality with the understanding that they know what high quality work is.

4

Boss-managers create a workplace in which the workers and managers are adversaries because coercion is used to try to make the workers do as they are told. >>>>

Lead-managers continually teach the workers that the essence of quality is constant improvement. The lead-manager’s job is as a facilitator – doing everything possible to provide the workers with the best tools and a friendly, non-coercive, non-adversarial atmosphere in which to work.