There is often a lot of ambiguity about what constitutes a leader compared with a manager. Many people think that leaders and managers are one and the same. In many instances this is far from reality, as will be seen.
Wikipedia definition: “Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.”
Wikipedia definition: “Management in all business and human organization activity is simply the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.”
Note that management comprises “leading OR directing.” Not all managers are leaders as they tend to be more directors than leaders. Then there are others who can be both leaders or directors, as circumstances dictate.
A leader is usually a self-motivated implementer with drive who is at the forefront of action. He or she is a person who usually exhibits vision or foresight and is prepared to take the initiative to get things done rather than wait to be told what to do. Usually a leader is inspirational and has a following of people [followers] who have faith in the leader and his or her judgment.
Leaders are often the first amongst equals but they may also be a member of management who guides and encourages subordinates by setting an example that the subordinates are willing to follow. Some may try to co-erce employees to do things that they [managers] are not prepared to do themselves. Other managers [authoritarian] exert power because of their position within an organization but a leader, or leader/manager operates by using influence as their tool of trade.
The catch cry of many leaders is, “I would rather seek forgiveness than seek approval.” This is because they act on their own convictions and feel that they may be seen as weak should they go, cap-in-hand, to seek approval. Besides, their supervisor/manager may reject their plans that they are confident will succeed, and in some cases, a selfish manager may even take the credit for the ideas etc. that subordinates may generate.
A wise manager [democratic] will usually empower employees to take certain actions, without seeking approval, as they know that valuable time can be wasted on the seeking and giving of approval for minor things.
Leaders are often managers-in-the-making as their actions make them stand out from the crowd and promotions and salary increases are often close at hand. On the other hand some managers have very good skills such as planning, or obtaining finance, but do not really have the good people skills that leaders have. Often the scope for advancement for such managers may be very limited as, according to the “Peter principle,” they may have reached their level of incompetence.
A good leader not only sets an example but will generally instill trust and encourage others to follow that example. When this happens, a team is forged, formally or informally, and the leader then becomes a team leader. Effective leaders usually look after the welfare of their followers and establish a set of beliefs, common goals, and a feeling of security as comrades. They are generally very good at human relations.
Leadership involves getting followers to work as a co-ordinated team, or group of individuals, rather than pulling against each other. The acronym, “TEAM” standing for “Together Everyone Achieves More” is often used as motivation to this end.
Whilst leaders and managers may have similar or common objectives, it is often the manner in which they seek to achieve those objectives that set them apart. In 1989 Warren Bennis drew twelve distinctions between leaders and managers as set out below:-
* Managers administer; leaders innovate.
* Managers ask how and when; leaders ask what and why.
* Managers focus on systems; leaders focus on people.
* Managers do things right; leaders do the right things.
* Managers maintain; leaders develop.
* Managers rely on control; leaders inspire trust.
* Managers have short-term perspective; leaders have long-term perspective.
* Managers accept the status-quo; leaders challenge the status-quo.
* Managers have an eye on the bottom line; leaders have an eye on the horizon.
* Managers imitate; leaders originate.
* Managers emulate the classic good soldier; leaders are their own person.
* Managers copy; leaders show originality.
Click here for more information about leadership skills.
To learn how to abandon your position as a follower and solidify your new role as an effective leader forever, click here.
