Leadership Meets Management: Blurring Boundaries for Success

Abstract

For decades, scholars and practitioners have debated the distinction between leadership
and management, often framing them as mutually exclusive domains. However,
maintaining rigid boundaries between the two can undermine organizational effectiveness,
innovation, and adaptability. Abraham Zaleznik famously differentiated these roles,
highlighting fundamental differences in practice and qualities.1 While this separation
was initially helpful for clarifying organizational functions, it has become increasingly
unnecessary—and potentially detrimental—particularly within the dynamic environment
of academic libraries, where agility and innovation are paramount