Transcript

I wrote an article for the Harvard Business Review. It was about 1972, if my memory serves, called Managers and Leaders: Are They Different? . . . .

The article came out, and I had a call from, maybe it was Ray Corey who was Director of Research, and he said that, "You wrote an article in the Review, and your colleagues are up in arms, because this is a school of management, and you're saying that managers and leaders are different animals, different kinds of people, and that there are different kinds of processes at work. They want to talk to you about this. Would you come and have lunch with a group of your colleagues?" And I said, "Sure, I will."

So I did, and they went after me.

And what is the School today? The school of leadership. And what happened to "management?" And I think that—that article won the McKinsey Prize that year. It's been reprinted dozens of times, both in the Harvard Business Review, and in anthologies on leadership.

And the kernel of it is really something I gleaned from William James in his book, The Varieties of Religious Experience, in which there are one-born and twice-born personalities. And that became a central idea that allowed me to distinguish between managers and leaders.