Management vs Leadership applications on teams

8/20/2019 Management vs Leadership applications on teams

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“Management”

vs.“Leadership”

P R E S E N T S

162 Answers! - Uncut Bonus Edition


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Found at Answers on LinkedIn www.Linked2Leadership.com

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necessari), ref)ect the opinion of an,one other than the person +uoted.

We asked the question:

“ Management vs. Leadership: How do you see it ”

162 proessiona!s weighed in with their opinions"

Quotations may be attributed incorrectly. This is an unedited edition of “Let the People Speak.” ™ All quotations hae been

preiously made aailable to the !eneral public. This free resource may be re"quoted #ith the follo#in! attribution$


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www.Linked2Leadership.com

“What is the difference betweenManagement & Leadership?”

M. Al o!bi wrote"

Management is working in the system;Leadership is working on the System.Managers gain authority by position;Leaders gains it by influence and character.Management is reaching goals; Leadership

is fulfilling a vision.Management cares about efficiency;

Leadership is concerned with effectiveness.

#. #later wrote"

A manager get things done via planning anddelegation. Tasks are assigned and results areobtained via others efforts.

A leader get things done by holding a vision,

modeling behaviors and inspiring action.


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$. %!cker wrote"

ou master leadership in your own way because it is a role. Then when you are the manager they blendtogether. !This after only two "olling"ocks...# should run for president....$

#. happle wrote"

#n my view management is aboutensuring a process is deliveredefficiently and leadership is about

influencing change.

A manager is at times a leader and aleader is at times a manager.


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#. Mc'annon wrote"

A great manager is a tactician, capable ofplanning his ne%t three moves, andcontingencies for each.

A great leader is someone who is capable ofseeing the field, articulating the goals, weighing the tactics against these goals, and

being so human and approachable that people want to crawl across broken glass toaccomplish them.

They are not mutually e%clusive; but arecertainly rare in combination.

#. happle wrote"

Similar theme some of the otheranswers & in my view management isabout ensuring a process is deliveredefficiently and leadership is aboutinfluencing change. A manager is attimes a leader and a leader is attimes a manager.

“What is the difference between Management & Leadership?”


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M.Leiter wrote"

Management comforts; leadership inspires.

'on(t know if it(s better, but it(s shorter


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#. #eecharan wrote"

# would have to say, an individual that is in a position of Management acceptedresponsibility to effectively run an organi)ation. They do not have to supervise groups ofpeople, however, they sometime do. And it can be that way at the macro and micro level!s$.

Leaders are also responsible parties, however, their are many types. And one of theirresponsibilities is to be directional. *ere(s an e%ample+ A Sales Manager has a team of -people. The manager needs assistance in facilitating cold&calls. The group of - is broken in

to groups of -. And the sales person with the highest sales is appointed Team Leader. Theirduty is to assist others negotiate and close deals.

Management focus is on running an organi)ation. Leaders focus on commanding a group torun the organi)ation.


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(.#and!sk) wrote"

Leadership is vision andmanagement is goals. Leadershelp others understand thedifference in accountability.

. *orris wrote"

Leadership is something anyonein the company can offer.Management is a responsibilitygiven to someone.# have seen Managers that are very poor leaders and# have seen great leaders that aresimply /employees/.


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. +arnes wrote"

Leadership is motivating others to reach agoal; management is about directingresources to reach a goal. ou can managepeople, but if you do you have to treat them

as commodities. ou can0t leadcommodities, but you can motivate thepeople in charge of the commodities. ouhave to do both to be effective.

#. 'reer wrote"

1ood Managersdo what it takes to make theLeader look good. And a 1ood Leader hiresthe type of Managerthat understands that.


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M. Mc*abb wrote"

# would have to agree with the great 2ohn 3otter in the *4" /5hat Leaders "eally 'o./3otter !66-, 7.-8$ begins by saying, /Smart organi)ations value both and work hard tomake each a part of the team./

MA9A1#91 is about... L:A':"S*#7 is about


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%. +ell wrote"

#(ll offer a rather simplistic yet oftenprofound perspective; someone oncesaid /Managers do things right, whileleaders do the right things@/

7erhaps the same individual also said/ou manage things; you leadpeople@@/ 4ased on your e%perience, dothese resonate with you

'. 'oel wrote"

A person working on his vision isa leader, else he becomes amanager to fulfill a leader(s vision.


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M. Willo!ghb) wrote"

# think that your Buestion is an e%cellent one and a significantly important issue that has become mired in the new management system because of the busyness of the area.

Leaders and managers from my perspective are very different professions. Leaders are thego&getters. They want to change things, they think outside of the sBuare and they make ithappen. # see managers as managing the day&to&day issues.

This shift came when significant numbers of middle managers were retrenched as a result ofa more flat hierarchy. #t isn(t a good shift and isn(t helping business to thrive.

4ring back the understanding that leaders and managers are very different people, # say+$



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#. #)mington wrote"

To be a manager simply reBuires that you have a title and some employees. Maybea budget. 4ut . . .

To be a leader reBuires followers.

Anyone can lead, from any position. #t only reBuires that someone. . . or two orthree. . . .follows.

And sometimes, the very best leaders are&&the first followers. The ones who Cumpon someone else(s suggestion with enthusiasm and says /let(s do it@/


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(. #la)ton wrote"

Leadership focuses more on the people side of the business, while managementis more about systems and processes. #(ve seen strong leaders who have little orno management skills be very successful on the people side of the business butdrop the ball all day long with the administrative side of the Cob.


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(. '!erra wrote"

1osh this is T*: most important Buestion for ne%t generation at work.

The breakthrough of Superperformance is that management and leadershipare opposite hemispheres and need each other for completion. They are the

left and right hemisphere of the organi)ation. 4ecause we are tethered to amechanistic worldview we operate with a fully e%pressed left brain and adwarf right brain. 5hen the right brain is e%pressed !leadership$ along withthe left brain !management$ Superperformance emerges.


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W. ,earce wrote"

A good manager gets his subordinates to focus inwardly on process Bualityand product delivery, good communications, and both business andpersonal professional development.

A good leader gets his subordinates to focus outwardly on vision reali)ation,mission attainment, and goal accomplishment.

4oth are necessary to ma%imi)e the opportunities for success.


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'. #!llam wrote"

The focus of a manager is on money results, the focus of a leader is on people. A good manager of a profitable company see people as /instruments/ in order to reach hisobCectives of sales, profits, "?#. A good leader of a political party, or an organi)ation sees material things as instruments tosatisfy his goals, usually the betterment of his people.

To summari)e, the leader sees money as means, in order to improve people(s life; themanager sees people as means in order to reach his money obCective. 4ut the managers willnever admit this truth. ou can distinguish a manager from a leader, when money is scarce+ a manager will firepeople, to return to profits, while a leader will do everything to avoid it.


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+. #impson wrote"

7eter 'rucker said /Management isdoing things right; leadership isdoing the right things. /

#(ve always found that a useful metricfor me & so if something needs doing well & management will get me there.?therwise #(m probably going to needleadership.

%. #eamon wrote"

Management is the Cob. #n thecourse of their work, Managershave the opportunity to lead.

Therefore it is helpful forManagers to develop leadershipskills.



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-. 'reene

5ho cares@


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(. aeck wrote"

To add to the other answers, it is important to note that a leader can come out of nowhere, from anyrank in any Cob or organi)ation. Leadership is something that you are given, not something you take.

#t is something you earn buy respect that has been given to you.

A good manager can be a bad leader and a good leader can be a bad manager. The perfect manager isone who is also a good leader who is able to continue a forward progress through adversity and thepolitical hierarchy of the business or organi)ation.

Sorry to go on but # could write a book on this one. # also believe that a good manager who is not agood leader will be smart enough to find a way to work in a leader to fill that void. This reBuireshaving a small ego and a huge dedication to the ultimate goal. And conversely, a good leader withpoor management skills will recogni)e that there is a void to be filled and fill it with a good manager.

?n a smart business aspect of the Buestion, ultimately you want to hire one person who can be both agood manager and a good leader. This is because it if very difficult to find a good leader and a goodmanager that can actually work together without the ego issue. #t can happen though. 1ood Luck@


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L. Wilson wrote"

5hat is the most important differentiator between a good golfer and Tiger 5oods

Management, by definition, is a leadership role. The managers recognition of this,coupled with their innate !and honed$ ability, will determine if they are viewed as a(leader/ or be resigned to mediocrity.Leadership, however, is no necessarily a management role. # have seen some

powerful, blue collar, in the trenches, leaders. And good managers recogni)e, andcapitali)e on these. 4ad managers are intimidated, and restrict them.

Management can be done from a dark, smoke filled room in the rear. 4ut as 7attonsaid, you lead people, like a string of spaghetti, from the front.


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-.'. #mith wrote"

My answer also echoes others in one fashion or another.

# see a leader as being able to instill others with a sense of commitment, drive,resources and initiative that will enable them to reach a common goal.

Sadly, many leaders have lofty visions but do not consider whether the resources arethere to deliver on the vision. *ence, if the vision is not achieved, it is perceived as afailure.

A leader needs to know whether his vision is achievable, and works with the managersto ensure they can reach it.


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-. /vans wrote"

Management is doing things right;

Leadership is doing the right things.&& 7eter 'rucker !6-6&D--E$

*. agalsk) wrote"

# once heard someone say thatmanagers motivate subordinates by winning their fear whileleaders motivate followers by

winning their love.


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+. +reen wrote"

The biggest difference between managers and leaders is the way they motivate the people who work or follow them.

Leaders inspire, have vision and set direction, lead people and have followers. Theycultivate loyalty are charismatic and have a transformational style. They are passionate,amplify strengths; are people focus, risk&seeking and have empathy for others.

Managers have a position of authority and emphasi)e control. Management style istransactional and tends to be reaction and minimi)e risk.

# think 2ack 5elch is a wonderful e%ample of leadership. *is goal was to make 1eneral:lectric the world(s most competitive enterprise, and accomplished that. 2ack 5elch is all

about leadership, not management.


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. ,rior0$ones wrote"

ou manage tasks, but you lead people

-. !nsberger1 $r. wrote"

9ot the kind of Buestion you(d normally want to tackle early Sunday morning, buthere(s my two cents+

:veryone manages !professionally or intheir personal life$, and everyone hasinfluence, but not everyone leads !well$.

1reat management is learned, greatleadership is developed.


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%. airh!rst wrote"

# am not sure what management actually is or what it means. Someone /Managing/sounds like a form of slow torture. Leadership on the other hand is totally different.Throughout history people follow leaders, are inspired by leaders. # think managementis implementing routine and process and ensuring that those elements are adhered to.

Leadership sets the tone for the organi)ations, sets its culture, its ethics and howpeople go about their work, with inspiration or not, with passion or not, effectiveleadership instills enCoyment in those working in that construct, where as, in myopinion, management tend to suppress the individual and force them into a mold.


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#. #rinivasan wrote"

Leadership is about getting management to do the things thatneed done.

Management is about doing the things that leaders believe is

critical to the success of the organi)ation.

#n short management is about doing and leadership is aboutleading management to action.


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. hatter3ee wrote"

Leaders+ 7ursue opportunities. Managers+ "educe risks. Synergy+ Strategic Achievements

Leaders sei)e opportunities; Managers avert threats. 4oth together progress more.

Leaders amplify strengths; Managers reduce weaknesses. 4oth together develop more

# have seen such the nature of discussions at 9 numbers of forums but always remember

something, without effective manager a Leader will never be a leader.

Leadership is about getting people to abandon their old habits and achieve new things,and therefore largely about change & about inspiring, helping, and sometimes enforcingchange in people. /5hile there can be effective management absent ideas, there can be notrue leadership./


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'. Langer wrote"

# must say that # enCoyed reading all these answers, veryinformative and profound. My spin on this Buestion would bein a form of an analogy+

Management is to Leadership as Accounting is to 4usiness.


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A. Miller wrote"

#f you aren(t familiar with the work of7rofessor 5. 4ennis at F


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$. $ordan wrote"

#s Management a Cob and leadership a role

# think the /Cob/ refers to two things+ the tasks that have to be done andemployment by someone else to run their business.

/"ole/ is used to mean Cob in F3, Aus and 9I these days.


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W. 5!lick wrote"

5hen # retired from the 9avy and started interviewing for positions, # had oneretired admiral tell me+ /be sure to highlight and market your leadership skills. #can teach you to be a manager, but # can(t teach you to be a leader./

7eople Cust want to be allowed to e%cel without being encumbered withadministrivia or things that interrupt their productivity. A good friend of mineonce said /#n a culture of concurrence, you(ll never have innovation and in aculture of empowerment, you(ll never have concurrence !'r. 2. Sercel,


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-. Mc5inne)1 A,- wrote"

Management consultant 7eter 'rucker saysit best+ Management is doing things right;Leadership is doing the right things.

L. ristea wrote"

Management means defining the rightgoals, putting in place the rightprocesses and using the right resources!staff included$ to deliver the results

within the right time at the right levelof e%pectation.

Leadership means driving the stafftrough those numerous GrightsH.

#. W)rostek wrote"

# always liked& Managers do things right,Leaders do the right thing&# believe it(s possible to have thosecharacteristics in the same person.


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#. 6ila)anoor wrote"

# see the difference between Management and Leadership as follows+

Let us say your customer is visiting your plant at J am on particular day. our assistant takesa look at the conference room and sets the room for the day. She finds that you are out ofcoffee. She may choose to respond in either routes+

.$ 7ut a notice in the room saying that we are out of coffee. She is /responsible/, hence a

/Manager/ ?rD.$ run to the nearest coffee place near by, buy a pot of coffee for the team. *ere, she istaking /ownership/ & not Cust being /responsible/. This is leadership.

#n summary & /management/ stops with /being responsible/; /leadership/ has to do with/taking ownership/.


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5. #evere wrote"

# see management as a skill or knowledge you obtain,management skills are something you can learn. 5hereasleadership is a talent and, although you can hone your

leadership skills, you inherently have the talent or you don(t. # believe a managers ability to be a great, moderate or badmanager rests on hisKher inherent leadership skills.


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#. *ashef wrote"

My favorite Buote on the topic byStephen ".


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-. $indani 7-awat81 ,M, wrote"

# think the most important difference between a Manager and Leaderis that 7eople have to work for Managers whereas 7eople want to work with Leaders.

#ts true that not all Managers can be good Leaders and also true thatone doesn(t have to be a Manager to be a good Leader.


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$. iccone wrote"

ou lead people, you manage things.

5hile this a%iom may seem trite, when you look at all the previous insightful answers, #think you can see how most of them can be drawn back to this simple yet powerful phrase.

Leadership is about communicating your vision to your people, guiding and influencingthem towards the e%ecution of that vision, and empowering them to achieve.

Management is about the logistics, heavy lifting, and analysis of /things/ that your peopleneed to e%ecute your vision.


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(. Atkinson wrote"

Simply put ...Leaders inspire direction.Managers dictate it@

,. La!ro wrote"

Managers are organi)ers. They make surethings get done. Leaders are innovators.Managers are followed because theinstitution e%plicitly mandates theirauthority.

Leaders may or may not have any authority.

Leaders can be the bane of a managerse%istence at any level.


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*. 9:+r)an wrote"

A manager(s Cob is to make his company money.

A leader(s Cob is to get the best possible performance fromthe people he leads.

#n my never to be humble opinion, a leader usually makeshis company more money than a manager.


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M. Astleford wrote"

ou Manage Things !assets,resources, schedule, budget$ and you Lead people !e%pectations,dreams, problems, fears$. Leading

is human interaction that is notconstrained by position !boss,peer, report$.

$. Lee wrote"

Management is a functional orsometimes task oriented role, often within a structure in which there is ahierarchy. Leadership is a Buality that a

person can e%hibit which has nothing todo with managing.

Anyone can be made a manager...noteveryone can be a leader.


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5. 'anesh wrote"

rom my perspective /management/is passive and /leadership/ isassertive. A leader is reBuired to beproactive and passionate. Amanager on the other hand has nosuch reBuirements or e%pectations.

+. ,reiss wrote"

#deally it should not be a /one vs. theother/ ... but in reality it is. Manymanagers are not influential leaders.

A Manager0s first discipline is to planout and e%ecute what the leaderenvisions, and assures that operationsare on target and everyone works within a defined framework.


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#. Ward1 ,L, wrote"

Thanks for asking this Buestion. # feel that management is about tasks &leadership is about behavior. ?nly those of us in a /manager/ role aretasked with /management/ responsibilities; however, anyone can be aleader, no matter what his or her hierarchical position.

# agree with the other responses you(ve received in that the two are note%clusive; however, Cust because one is a manager does not mean one is aleader. 2ust my two cents( worth@


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$. McLeod wrote"

Simply put, management is fulfilling the responsibilities and accountabilities of marshaling

resources behind a plan or process !hopefully & though not always$ in order to accomplish atask.

Leadership emerges when unconventional challenges present themselves and whene%ceptional efforts will be reBuired to achieve goals.

Any person can typically manage at a certain level, but very few people can lead. LeadershipreBuires an understanding of intrinsic motivators of people and how to trigger thesemotivators in order to inspire people to achieve what was thought to be impossible.

Managers and leaders both have goals and e%pectations. The key differentiator is thatleaders set their own and managers follow the goals and e%pectations of leaders.


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. lothier wrote"

My friend and partnersays.../Manage resourcesand lead people/.

-. #a33a wrote"

# see management asaccomplishing business goals.

4ut leadership is about setting the

vision, influencing change andmentoring others.

Successful


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+. +rinkman wrote"

Managers and leaders are two different sets of people && mutually e%clusive sets. our Buestion gave me theopportunity to reread Abraham Iale)nik(s classic article /Managers and Leaders+ Are They 'ifferent/ Allow meto condense and paraphrase some of his themes.

Managers are the keepers of the flame. They are concerned with maintaining the status Buo and personalrelationships, and create political solutions to solve problems. They are much more concerned with *?5 aproblem is solved than whether the problem needed to be solved in the first place. Managers( worlds are set up toavoid real conflict, maintain order, and minimi)e negative happenings.

?n the other hand, leaders enCoy a messy environment. More than likely, they grew up as loners and are guided by a strong, internal compass. They operate from a position of risk, striving to find creative, breakthroughsolutions and products. They may have more in common with an artist or research scientist than a typical

manager. :nter their world and find an intense, emotionally charged environment, determined to ma%imi)epositive outcomes && often at a risk higher than a manager can imagine, let alone tolerate.

'oes business need both types of personalities


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A. %ro) wrote"

#n DE words or less...

Management is about resource allocation and getting/bang for buck.G

Leadership is about vision.


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,. ,attamatta wrote" A leader can lead managers successfully only if the personhas been a manager before and knows the practicality ofgetting the task done. A manager can become a leader onlyonce multiple tasks are operatinali)ed through a commongoal, vision and brings about a change in the way workprogresses and starts performing e%cellence.

So while management is unidirectional, leadership ismultidimensional


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'. A;;am wrote"

Leaders are visionaries. Leaders have a dream. Leaders mesmeri)e. Leaders envision new world orders, leaders create or reCuvenate nations, leaders propound new philosophies,leaders create new systems, leaders conceive new products and services. Leadership is allabout ideas. Leadership is vision and mission. #n the corporate world, leadership has tocome from the sponsors, from the 4oard, from the mission. The management(s challenge to create and run anorgani)ation that could achieve the vision and mission of leadership in the best possiblemanner. #n an ideal scenario, leadership and management should be together and go handin hand but most often it(s not and that is the reason most organi)ations do not rise to a

level beyond the ordinary.


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5. ooper wrote"

Leaders orchestrate three assets+people, time and money. 7eopleare led !not /managed/$, timeand money are managed.

ou can(t inspire, coach,motivate, discipline, or teachtime and money.

+.


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'. 5rst!lovic wrote"

#0ve read somewhere that Managersdo things right and Leaders do rightthings.

My D cents would be that there isno one without the other.

. ammond wrote"

All good answers. # like the definition ofa leader as someone that people willfollow, even if Cust out of curiosity.

ou can be a thought leader but not athought manager.

A view from the 4ritish Army


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-. +eecher wrote"

# like the distinction that :dgarSchein offers....leaders effectculture, managers don(t.

M. (!serre wrote"

As you might already be aware of, this Buestionis a maCor point for Lance Secretan, ase%plained in his best seller book +

http+KKwww.secretan.comKinspireKinde%.php


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(. are) wrote"

Let me Buote 1race *opper in this matter.

/ou cannot manage a man into battle, youmust lead him.//ou manage things, you lead people./

5e the differentiator is a leader serves, amanager is served.Men will follow a leader; but no one willfollow a manager.

(. ottone wrote"

Managers /maintain/, leaders/change/. At least in mye%perience. And in order tomake anything work, you need

both.


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#. 5r!ger wrote"

There are a lot of trite little sayings about management vs. leadership.#t makes for interesting and sometimes inspirational reading but in the end it(s all 4S.Leadership and management in business are ine%tricably tied to each other and shouldnot be treated as separate issues and thus have no differentiator. They are complimentary.

"eally & can you think of one manager who has no, and # mean 9?, leadership skills & evenif those skills not a style you respond to And how about anyone who is paid to be in aleadership position that does not also have management responsibilities # sure can(t.#f they were separate don(t you think companies would be hiring department leaders A9'department managers


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L. ,erria!lt wrote"

# would say that /being ableto inspire others / is themost importantdifferentiator.

$. Marden wrote"

A leader takes risks. A manager reduces risk.

A successful businessperson mi%es both roleseffectively.

4usiness need good risk managers in order torun smoothly. 4ut you need a risk&takingleader to lead your managers beyond asmooth&running buggy whip business.


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#. ,alghat wrote"

Leadership is people related. #t0s a process by which one haspositive influence over other people to achieve a specificgoal.

Management is much broader. Management is an ability toeffectively leverage all the available resources !7eople beingone of them$ to achieve organi)ational goal.


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%. de la -osa wrote"

The key differentiator between a Manager and a Leader lies in what they needto deal with. A Manager deals with comple%ity; a Leader deals with change. #ndealing with comple%ity, a manager is concerned with systems, processes,structures that promote efficiency and order within an organi)ation.

#n dealing with change, a leader is concerned with the notion of embracing andfinding the opportunity in a future filled with change, crafting this opportunityinto a Nision to inspire followers, and aligning the organi)ation towardsachievement of that Nision. A manager is concerned with efficiency, a leader with effectivity.


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,. %a)lor wrote"

Management is about makingthe right decisions.Leadership is about doing what(s right.

'. +!benick1 ,s).(.1,h.(. wrote"

1ood Buestion. # define the terms as+Leaders do the right things.

Managers do things right.

# think # poached this one from 9ed*errmann.


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#. #am!el1 M+A1 ,M, wrote"

Leadership means focusing on others, while Managementmeans focusing on tasks of others.

Leadership is a title given by those whom you follow and serve,

while Management is a title given by those whom you pay apaycheck.

Leaders are visionary, while Managers are missionary.


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$. ,oole wrote"

Managers vs. Leadership.Managers are those who manage a team or process & making it function on aday to day.Leadership is taking it steps further and seeing the vision, understanding the

outcome and the achievables that need to take place. 1rowing theorgani)ation and making the dreamsKvisions come true.

Some managers are there to put ticks in the bo%es & while leadership is therefor the driving force.


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9. #mith wrote"

There is a distinction between the twoconcepts, but # believe they areinterdependent. The most effectivemanagers are able to carry out their

responsibilities to meet the company(sobCective by leading and inspiringothers to see how their individualcontributions create the company(ssuccess.

M.$. ampo wrote"

Management is the support of process> verification of accountability to reacha specific outcome.

Leadership is vision, e%ample > faith.

The biggestdifferentiator.......personality.


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5.6. -amesh wrote"

ou manage certainty and lead on uncertainty.


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A. hakmak3ian wrote"

A person can be effective in life bymanaging to stay out of their own way.#n that way, everybody is a manager. Aleader is someone who takes a bunch ofpeople who are spending all their time

managing to stay out of their own wayand convinces them to solve problemsthat don(t give back feedbackimmediately that they have been solved.

5. +rooks wrote"

Management is a caretaker(s Cob, take careof this; manage that. #t takes little vision orpassion, although does reBuire a lot ofpatience and understanding.Leadership is about vision and passion andurgency of time. Anyone can be a manager!some good some bad$, but leaders lead, you following them is for better or worse.There is nothing wrong with being a leader,as long as you are leading everyone on a Cust and moral path.


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5. #tephens wrote"

Managers look over things and make sure people followrules and guidelines in order to accomplish things. That tome is a Cob. Leadership on the other hand is influencing andinspiring people to do more than even they think they arecapable.

Leaders provide the vision and let competent personnelfulfill that vision with limited guidance. #n my e%periencemanagers have little trust, leaders have to have it and gainmore influence by showing trust.


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*. -aglin wrote"

A manager oversees an individual or group. They are strategy focused and ensure that procedures are

being followed in order to accomplish tasks.

A leader imparts a vision, empowering a team to act in order to accomplish goals or a particular task. Aleader is able to provide guidance and coaching based on the skill assessments of those they are leading!including placing those in roles that will utili)e their strengths and polish weaknesses$.

9ot all managers are leaders, and not all leaders are good managers. #n my opinion, a manager can getthe Cob done without having the best leadership skills. The Buestion is, how effective are they The

ultimate package, as # define the most effective manager, is one that includes strong leadership skills.rom my personal e%perience, as someone who has been a follower !report to$ and a leader !as well as amanager$, # have found the most effective situations to involve the direction of someone who can put thetitle of GManagerH aside and reali)e the contributions of all those involved. #f you can empower your teamto take ownership and have pride in their contribution, they will be more open to taking direction.:specially if you are a manager that Gleads by e%ampleH.


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-. larke wrote"

Leaders have vision, they inspire and guideothers to achieve it

Managers have specific deliverables K targetsto achieve and Cuggle the resource to do it

Leaders can be managers, managers can beleaders. the cru% of it is the way in which it isdone. That in turn has an impact on theperception of the individual trying to get theteamKorganisation there.

*. #ingh wrote"

Management is a formallyappointed position, and almosteveryone accepts the designatedperson as his or her manager.*owever, in the case of leadership,

it is the individual !follower$ who voluntarily says, /# considerhimKher as my leader@/ And, ithappens more rarely than we wouldlike to think@


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A. ar!llo wrote"

Management is about making it more efficient;leadership is about challenging the norms.


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$. -after wrote"

Managers do things right. Leadersdo the right thing.

. +eeson wrote"

Managers perform all manner of processes andendeavors, reportKscheduleKmotivateKcounseletc., in order to meet deadlines, deliver proCectsand in general fulfill a vision.

Leaders conceive, communicate, espouse,

evangeli)e and generally create a vision.

1reat leaders are also e%ceptional managersand must be in order to see their visionsreali)ed.

M. +l!nt wrote"

or me it(s pretty simple.

Leadership is getting resourcescommitted to an obCective, effort or causethey wouldn(t normally commit to.Management is getting resources tocomply to an obCective, effort or cause setin front of them.


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(. !ghes wrote"

Leaders lead people.

Manager manage tasks.

+. hristensen wrote"

Leaders don(t manage; they lead.Managers don(t lead; they manage.

Study 1eorge 7atton if you want tolearn how to lead.

Study 4ill 1ates if you want to learnhow to manage.


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#. Mills wrote"

There is a Buote by 7eter 'rucker that says it all+

/Management is going things right; Leadership is doing the right things./

To me, what sets leadership apart from management is that managers follow a

process and leader reinvents the process and makes it better. True leadersaccomplish this without being told. # love seeing this type of initiative in mymanagers and more importantly in their salespeople. Leadership is somethingthat can be accomplished at all levels within a company and should beencouraged.


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*. $ohnson wrote"

Simple and without hyperbole...

/Management is making sure thingsare being done right. Leadership ismaking sure the right things are beingdone./

To give credit due, # OthinkO # heardthis from NeCay Nerma...

.#. 4onesc! wrote"

5hile # agree with most of the visionsdetailed as answers to this Buestion thingstend to get a life of their own in reality.

5hile leaders are the ones creating andshaping vision, change, culture and strategythe managers are the ones that must give life

to these things; integrate them in real life;give them a meaning, scope and purpose andultimately working with their teams from topto bottom !him included$ in order to achievethe desired output with the designated input.


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M. 'abriel1 M+A> MA 74nd ,s)8 wrote"

'rucker0s Buote+ /managers do things right, while leaders do the right things@/ is very insightful, and this Buote along withmany of the responses to your Buestion infer that the managers of the future !or very effective managers$ are leaders that

can analy)e the landscape and identify and e%ploit the lever of greatest impact.

*owever, #0d like to think about it in a broader way; that is, management refers to Gmanagers of othersH and leadershiprefers to everyone in the organi)ation that initiatives and implements an improvement within their work environment.Modern performance management systems have evolved to include an overall performance rating that comprise E-P ofleadership behaviors !e.g. participates in change, holds self accountable, develops and motivates self and others, e%cellentcommunicator, culturally aware, etc.$.

This is illustrative of a trend of anyone in the organi)ation being considered as leader, and is especially important infacilities that are union free. A key strategy, amongst many others, for remaining union free is engaging employees in business improvement and recognition processes. 5hen all employees feel responsible for and is rewarded for identifyingopportunities and initiating improvements in their work area then it removes an GusH and GthemH mindset. 5henemployees e%perience and believe that they too are leaders in the company, it can also enhance pride and commitment, anddrive a culture where everyone is a master of their own destiny.


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(. 5allick wrote"

Although others have suggestedthat leaders can come fromanywhere in the organi)ation,management has to create anenvironment where leaders can

flourish.

%. #taniak wrote"

Already a lot of great answers, but most of themrefer strictly to the term Cob and circle around it.

So simply put+ management is a set of tasks, behaviors which you can OlearnO in the process ofcareer development. Leadership is a set of /soft/

skills that strictly relate to one(s character.

That(s why you can have great manager who willnever be a leader & he lacks the character to get the

most from the people


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+. #cibienski wrote"

Leadership !leading$ may be used in defining management, not vice versa.

Management comprises planning, organi)ing, resourcing, leading or directing, and controlling anorgani)ation !a group of one or more people or entities$ or effort for the purpose of accomplishing a goal.

Leadership may not be a positive or for good. !i.e.. Manson, *itler+ 1reat Leaders, great Leadership skills.

Leadership may be+The ability /to get people to follow voluntarily./Those entities that perform one or more acts of leading.The ability to affect human behavior so as to accomplish a mission designated by the leader.There are also natural leaders, in primates, in lions and lemmings.1ood management has good leaders, 1ood leaders may or may not be good managers.


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A. ,arikh wrote"

Leadership & it is a vision of a person whichtakes him there and the one who can visuali)ethe e%ternal factors before articulating canplan effectively.

Management & it is the simple administrationof the tasks that have planned by the leader

and delegated to his team for implementation.

Thus, leadership is a holistic view fromoutside in and management is a view whichhelps in e%ecuting the vision from inside out.

,. Ma;;!ca wrote"

A manager /handles/ tasks whilea leader will typically have a vision and get others to follow. #

n other words, followership is akey part of becoming a realleader.


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+. Wondergem wrote"

The key difference betweenmanagement and leadership is the belief system and passion thatleadership emits. Leadership stirsemotion and creativity. Management

handles sets of tasks and works within defined roles. #ts leadershipthat changes organi)ations. Thecombination of great leadership andmanagement is a key factor in a wellrun company.

6. (esai wrote"

#n my opinion, leadershipencompasses management. :veryleader is a manager but everymanager cannot lead. To lead bydefinition is to guide, be the

forerunner and a vanguard and this# feel are the critical differentiators between the two.


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$.. +land wrote"

Management is bureaucratic, putting thingsin their place, making things neat and tidy.

Leadership is good management plus beingmoral, inspirational, forward looking, full ofthe golden rule, loyal, high integrity, selfless

and trust.

Truman once said that leadership is the art ofgetting people to do something they don(t want to do.

6. -amachandran wrote"

Management is someone who you have to follow, leader issomeone who you like to follow.

A leader need not be your boss.

1ood leadership is always greatmanagement, not necessarily vice versa.


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M. Alston $r. wrote"

Management is the tactical approach togetting things done through people andsystems.

Leadership is the strategic approach that works to align your people and systems toachieve their goals now and in the future.

The key differences are leadership isstrategic and must look at the impactdecisions will have now and in the future.

(. rott) wrote"

My view is that Leadership is generally aninnate skill which is imparted through whoand how you are.

Management is generally a taught skill whichis imparted through what you are and what

needs to be done.

9either are mutually e%clusive, but both arereBuired for success in terms of enablement!leadership$ and delivery !management$.


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#. %hondaman wrote"

Leadership provides the vision,the path that one can follow toglory.

Management is about choosing

the followers, ensuring that theyfollow the path and vision toglory.

. 'ervais wrote"

Management is dealing with comple%ity.Leadership is driving change. #n anideal world, both functions support eachother to drive the business.

4oth are Cobs. ou could argue thatgreat leaders are born and greatmanagers are trained, but then you(d getall meta rather Buickly.


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5. +ardhan wrote"

Leadership is about vision, strategy,

understanding the problems and definingthe obCectives and goals.

Management is planning, e%ecution andimplementation of these goals andobCectives.

or e%ample the 7resident of a country hasto be a good leader who can understand theissues, provide solutions and set clearobCectivesKgoals. *eKShe needs supportfrom management teams to e%ecute the

goalsKobCectives.

,. +allin wrote"

Leaders can take you to where you

!and often they$ have never been before. They may also manage,

Managers organise, decide, plan,e%ecute+ and sometimes lead as well.

The distinction gets easier for me when # think of the related verbs+to lead, to manage.


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L. Whitb!rn wrote"

Management are administrators set budgets, write businessplans and monitor progress with the business. Leaders on theother hand, get organi)ations and people to change. There isa more useful distinction between management and

leadership+ Management is a function that must be e%ercisedin any business, leadership is a relationship between leaderand led that can energi)e an organi)ation.


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. Morgan wrote"

To me leadership is above the trees,seeing around corners, and inspiringpeople to a shared vision. #t is abouteffectiveness and results.Management is eBually important and is

about efficiency, process, and behaviors&&the how to(s reBuired tocause the outcomes.

2ust a thought.

6. Almeida wrote"

# think the maCor differentiator of leadership vs. management is the attitude. A manager issatisfied in achieving good control overresults and doing a neat, smart plan whereasa leader challenges its team with a ambitious vision. The outstanding e%ecutives andentrepreneurs are those who have bothattitudes+ create, develop and control a planlike a manager plus lead a team to

implement the plan.


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-. Weiss wrote"

Leadership is strategic, long&term and future&oriented. 1reat leaders havethe ability to envision a desired future goal, to powerfully communicatetheir vision, and to inspire others to help them reach a shared goal.

Management is tactical, shorter&term and oriented in the present. 1ood

managers ensure that goals are achieved, that deliverables are met, andthat costs are controlled. 1reat managers show appreciation to the peopledoing the work, and help them recogni)e how their work is contributingto achieving the overall goal or vision.


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(. Andrews wrote"

Twelve distinctions between the two groups !5arren 4ennis &6J6$+

Managers administer, leaders innovateManagers ask how and when, leaders ask what and whyManagers focus on systems, leaders focus on peopleManagers do things right, leaders do the right thingsManagers maintain, leaders developManagers rely on control, leaders inspire trust

Managers have a short&term perspective, leaders have a longer&term perspectiveManagers accept the status&Buo, leaders challenge the status&BuoManagers have an eye on the bottom line, leaders have an eye on the hori)onManagers imitate, leaders originateManagers emulate the classic good soldier, leaders are their own personManagers copy, leaders show originality


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-.A. $ohnson wrote"

Management is a profession Leadership is a calling@

Managers more often than not gets Gmust doH performanceout of their staff. Most staff, unless highly self motivated, willrun at E-P&Q-P of their capacity. Fnder E-P on a bad day.

Leaders consistently gets Gwill doH performance@ Most staffmembers run at a 6-P&6EP clip consistently and run -P on bad days.


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W. /lledge wrote" 'iscussing the difference between management and leadership is detrimental to both leadership and management. #t is true that each is dfifferent, but there are very few leaders who succeed without managing, and very few managers who succeed without leading.

Many of the other answers !and a plethora of books and periodical articles$ accurately describe the difference, but good managers lead and goodleaders manage. #t is true that leadership is about influence, while management is about efficiency. #t is also true that managers are tacticians andleaders are strategists. 4ut strategy without tactic !or vice versa$ is not as valuable as having both. The same goes for influence and efficiency.

A previous answer discusses 3otter(s great 66- article from *arvard 4usiness "eview !*4"$. The article is great !# keep a copy on my bookshelf at

home and at the office$. According to the article leaders set direction, align people, and motivateKinspire, while managers planKbudget,organi)eKstaff, and controlKproblem solve. Tell me how do you set direction without planning ?r how do you align people without staffing *owdo you motivateKinspire without problem solving ?ther good *4" articles include


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5. %!pman M'4 wrote"

# think that for true unity of effort, the D disciplines of leadership and management should not beconsidered as mutually e%clusive, in the conte%t of one vs. the other.

A truly capable leader will possess not only the innate ability to inspire people to go laces where they maynot necessarily want to, but will invariably possess a number of fully formed and nascent managementskills too.

The above may not follow in the case of the truly competent manager, whose main role could be seen asmarshalling assets, such that they impact in the most positive fashion on any corporate or organisational

mission.

:ssentially, good management can be achieved in e%tremis from an eight by eight cubicle with a phone andan internet ready laptop. Leadership cannot...

As a discussion point+ do we really develop and encourage leadership, or rather, do we develop andencourage followership


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. !nningham wrote"

# think that some of the answers here might be a little misleading in the sense that so many people seem to see a greatdistinction between the two, management and leadership. A leader Buite simply is a person who leads. More directly, aguiding or directing head of an organi)ed unit. Leadership is the position or function of a leader. Management is theperson or persons controlling and directing the affairs of a business, school, institution, etc.

About the only clear distinction that # see between the two is that the leader may or may not know that he or she is in aleadership position and may or may not want that role. 5hile the manager clearly knows that he or she has roles andresponsibilities related to the organi)ation. undamentally, the leadership role and management role can be interchanged,assuming that you understand the one thing that makes them different, the appointment of the manager role.4ut that interchange would cease in the case of the unwanted leader.

or e%ample, a good manager is also generally a good leader. This person sets good e%amples, mentors his or her directreports. Sue is a good manager because we can learn a lot about the business by watching her work. A office leader might be a manager or an /eager beaver/ employee who sets the tone for the organi)ation. 4ob arrives at si% every morning, sells

all day, and is the last one to leave at the end of the day. #f we all worked as hard as 4ob this company would be numberone.

#n our e%ample, both Sue and 4ob are leaders, role models in the office arena, but when the third Buarter numbers comeup short, its going to be Sue in the bosses office and not 4ob. That is what being tagged with a management role means, itmeans that you are responsible for what goes on at your business. A leader may or may not have that responsibility, butregardless having other responsibilities does not affect the way they lead in the office environment.


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M. $ohnson wrote"

Managers do things right.

Leaders do the right things.

9ot sure who said it.

%. Wohn wrote"

# think Stephen


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-. anlas wrote"

#(m borrowing from some e%perts on this.

Management is concerned about preserving status Buo by using elements of structure, organi)ationand procedure. #t(s about using tried and tested solutions, or at least, solutions guaranteed to work; it(sabout making the soundest decisions possible without really considering how people may feel. 1oodmanagers are very /outward/ oriented.

Leadership is about Buestioning the status Buo and finding new answers. #t is about making decisions

Buickly, even in the face of uncertainty. #t is about conviction in the face of doubt. 1ood leaders havestrong /inward/ orientation && they are comfortable with self&reflection and empathy.

To Buote 3ou)es and 7osner in The Leadership


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-. ravens wrote"

Managers are go to people for getting the Cob done,overseeing another group of individuals. Leaders are those who not only can do what they are trying to teach others, butinspire and motivate while leading. # believe that thegreatest managers are those who are natural leaders.

Leaders command respect by their knowledge and ability toget things done with the team work they inspire.# have met a lot of great managers but so few were greatleaders.


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%. 'a!lt wrote"

Leaders assess theenvironment, point andsay, /1o there./

Managers figure out how best to navigate the

Courney.

M. ortiatis wrote"

Manager+ has technical !management$ ability & setsobCectives !someone elses vision$ & manages people

Leader+ has a vision & has a plan & people follow the visionKleader or /get on the bus/ !who said that$

#n other words, a manager has concrete task toperform to reach an obCective whilst a leader hassomething less concrete more directional and perhaps/new/ ...


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$. $a)ant wrote"

Leadership and management are both :RFALL #M7?"TA9T, but they seek to do different things..

or #nstance..

$ The manager administers; the leader innovates.D$ The manager maintains; the leader develops.$ The manager accepts reality; the leader investigates it.8$ The manager focuses on systems and structures; the leader focuses on people.E$ The manager relies on control; the leader inspires trust.Q$ The manager has a short&range view; the leader has a long&range perspective.$ The manager asks how and when; the leader asks what and why.J$ The manager has his or her eye always on the bottom line; the leader has his or her eye on the hori)on.

6$ The manager imitates; the leader originates.-$ The manager accepts the status Buo; the leader challenges it.$ The manager is the classic good soldier; the leader is his or her own person.


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A. +allal wrote"

The most significant differentiator is the first one, concluded by negation,looking at the negative aspect+

$ *aving a vision which is not turned into action, i.e. instilled and taken on, is adream.

D$ And if there0s no vision, there0s either a weak story or no further story.

#n both these cases there0s neither leader nor manager, neither compass norrudder in the true sense.

*ence the most significant differentiator of all differences, including those notgiven here, is the first difference.

*ope this helps.


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. a!rie wrote"

The difference between manager and leaderhas been made by 7hilip 3otter !3?TT:",2ohn 7., 5hat Leaders "eally 'o, *arvard4usiness "eview, May& 2une 66-.$

Leaders /lead change/ !i.e they detect theneed for change and they have it succeed &cf. 3otter(s book+ /Leading


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-. #antiago wrote"

Management is a responsibility, leadership is an aptitude,something from your inside.

rom my point of view is Buite difficult /to make/ a good andreal leader, but you only need to get the appropriate knowledgeto became a great manager. #t doesn(t mean you will get the

people support. Manager and leader is not the same thing.

2esus


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A. +ennett wrote"

?ne of my favorite Buotes+/Managers are concerned with stability and the preservation ofpredictability, while leaders challenge the status Buo and createchange !Iale)nik,6-$.

A person in this state abandons the familiar in pursuit of adesired outcome; the person becomes a leader in the practicalsense of getting done what is needed but not occurring!*ackman > 5alton, 6JQ$./


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#. Lachaga wrote"

That(s a fair statement # think. 1reat managers can also be greatleaders and vice versa however there is a core difference to me.

Managers are usually all about the here and now, the day to day bottom line activities within their remit. Leaders have a view tothe hori)on and beyond, a vision to take a business or process to

new places and the courage to communicate that vision even inthe face of strong opposition.

/Managers make sure things are done right. Leaders ensure theright things are done./ To paraphrase a Buote # cannot attribute.


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. Williams wrote"

My view+ leadership is about setting direction and creatingorgani)ational culture, while management is aboutmaking sure things get done efficiently and correctly.

# like 2ohn Ma%well(s one&word definition of leadership+

influence. 7ut another way, leadership determines whichdirection you travel, while management maps out andmanages the trip.

This is a simplistic analysis, but in my view it sums it up.


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M. Massetti wrote"

Leaders set the destination, managers navigate the roads to get there.

Leaders develop a strategy, managers put the plans in place.

Leaders set the goals, managers achieve the results.

# believe a person can be both a leader and a manager, so long as they have the

intellectual and behavioral capacity to reali)e they are wearing two different hats.

# believe leadership is a trait that cannot be taught. ?ne is born with leadershipskills. Leaders can be trained to improve.

1reat Buestion. A ton of e%cellent answers, too@


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W. Werner wrote"

Management ability to conduct, performLeadership ability to inspire, over perform

Leaders are


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'. Lo wrote"

To me, management may be a vocation and leadership might manifest a vision.

# think that not all managers need be leaders, but that leaders must occasionally of necessity displaysome of the manifestations of management.

7erhaps it is the implicit e%pectation that managers ought to more often behave as leaders which can leadto a sense of disenchantment with the structure of many enterprises, # recommend conditioning suchirrational e%uberance.

# feel that management may constitute a profession and a career and that leadership may represent acalling, an ideal and an abstraction.

?ne may be engaged to professionally manage, to follow policies and practices and procedures and alongthe lines of defined duties.

Leadership is not always essential for all tasks, many functions can be performed in compliance with

well&defined guidance and administration, which # believe is distinct from leadership.


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$. 5aiser wrote"

L:A':"S*#7 is the most important. Like you mention, a /manager/ is a Cob and in allhonesty anyone can manage but not all can lead. And there is no rule that says a Leader cannot be a Manager. #n fact, it should be a reBuirement for all managers to be leaders.

A leader does not always have to be in the forefront as heKshe understands to let members ofhisKher team take the lead & based off strengths & while sKhe stays in the backgroundregardless if those taking the lead are direct reports, peers or senior to them. They motivate & which is part of leadership & to keep things moving in motion and they have a vision of thefuture and help you share in that vision so you are on&board. Managers manage tasks to getto the vision but often only see the portions they are managing rather than the whole picture. A leader sees it all, moves it all, and helps others get there as well.


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-. ollandsworth wrote"

/ou manage things.

ou lead people.G

& 'r.


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(. #en wrote"

# would say a manager delivers within systems constraintsand a leader goes beyond the system to deliver & implyingchanging the system for the better.

This may become somewhat subCective and relative.

'eming was a great leader in the /System of RualityMovements/ but only a manager in the /System of the 5orld/. 5ashington, ML3 and 1andhi were great leaders inthe /System of the 5orld/.


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.. #arner wrote"

The simplistic distinction is thatmanagement is about controlling where as leadership is about inspiringor moving people. ollowers areinstructed to do by a goodmanagement; followers Cust do on

their own by inspiration of a goodleadership.

A. 'aroo wrote"

Manager perform duties to earn their salaries and

manage perceptions to keep their Cobs. They do so byusing tools, Stick or Appraisal managementsystems etc. Their actions are directed towardsperforming said tasksKperformance contracts. Theyhave short term goals and tactical in nature.

Leaders live with a vision and set 1oals with highstandards of integrity. They act as enablers in

smoothening processes, increasing efficiency bycreating a *#1* 7:"?"MA9


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(. -oone) wrote"

#(ve spent D years studying leadership through attending professional seminars andfocused reading on this topic. 2ohn Ma%well is a stellar authorKauthority. #n a nutshell,leaders have a vision for their team members, a caring charisma and energy, a trust to letpeople work independently, and the desire to help people grow. Ma%well writes about/Leaders( Math/ with an e%ample of 9L coaching that # think is spectacular.

Management is a focus on corporate level rather than on the relationship with teammembers. 5hile leadership works to grow people to optimi)e their talents to benefit theteam, managers emphasi)e differences in responsibilities and career levels, so the dailyflow is more stilted. 'aniel 1oleman does an e%cellent Cob of discussing leadership stylesin his book /:motional #ntelligence/


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L. Michalski wrote"

A leader is best 5hen people barely know that he e%ists,9ot so good when people obey and acclaim him, 5orst when they despise him.ail to honor people,They will fail to honor you.4ut of a good leader, who talks little, 5hen his work is done, his aim fulfilled,They will all say+ /5e did it ourselves/ !Lao&t)u$.

$.. +rond!m wrote"

ou can not manage people in the battle field & you have to lead...@


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A. oombs wrote"

7eople do not want to be managed they want to be led@

Management+ Administrative priorities should include written plans, clearorgani)ational charts, well documented obCectives, freBuent reports, regularevaluations of performance against obCectives, etc...

Leadership+ Leaders provide visionary inspiration, motivation and direction. Leaders

generate an emotional connection between the leaders and those they lead. Leadersattract people and ignite them to put forth incredible efforts in a common cause.

#f you want to manage someone manage yourself when you have mastered that you will then be in a position to truly lead others.


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'. errett wrote"

The key difference is that the role of leadership is an (earned( role.

5hen # approach an organisation the first thing they tell me is where everyone (sits( in theorganisation and who reports to who. 5hile this is interesting information, what is more interesting is/5ho listens to who/ and /5ho influences who/.

#n one organisation of over -,--- people # discovered that there were only five people that made allthe decisions & and that only one of these were either on the board of directors or senior management

team. The


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9. +allesta wrote" + A leader is an inspirational, passionate and proactive professional who due to hisKher talent is a benchmark to other co&workers, who wantsucceed like them and learn to be influential in the enterprise0s framework.

A manager is an operational andKor functional driven professional whose focus is oriented to ensure operational e%cellence in those operationalissues, financial performance, talent management and marketing strategies relevant to hisKher managerial function.

D+ A leader has innate talent to be creative, willingness to introduce enterprise innovation and eagerness to boost financial performance,increase market share and develop consistently business strategy.

A manager has the learned skills, the operational knowledge and a faithful observance to industrial standards, key processes indicators, Bualityassurance processes and industrial benchmarking to ensure business continuity and operational e%cellence.

+ A leader has the willingness to feel himKher encouraged and face proactively any kind of situation nevertheless of the risk and cost involved. Additionally, a true leader has the empowerment and charisma to motivate to others in the achievement of these goals no matter howchallenging and tough these could be.

A good manager has the operational knowledge, adherence to corporate policies and observance to relevant industrial standards to assume business andKor operational incidences calculatedly by facing a predetermined and a well&known risk. A good manager inspires in hisKher co& workers and team players trust, due respect and obedience.

8+ An effective leader is by nature a self&confident person who has the courage to overcome doubts, uncertainties and fears while being upbeateven beyond of himKher personal limitations, business constraints, odd appreciations and envy of co&workers.

An effective manager is by learning and e%periences a self&confident professional that usually has developed the commitment to overcomedoubts, uncertainties and fears by looking for e%pert advice from seasoned consultant andKor true leaders that help himKher to get throughinhibiting behaviours and personality constraints.


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9. +allesta wrote7cont8"

E+ A leader has open mindset and humility to learn effectively from mistakes or failures, and by this way internali)ee%periences that can be used advantageously in life, business andKor management.

A manager has developed a structured viewpoint and a pragmatic mindset to learn from mistakes and failures thoserelevant lessons that could be useful to improve operational dynamic, financial performance andKor marketing plan.

Q+ 5hen a disruptive change is approaching a leader has remarkable sensitivity to anticipate it, intuitiveness to captureits real meaning and talent to turn what it seems to be an apparent menace in a true opportunity to learn, assume,decide and succeed.

5hen a disruptive change is approaching a good manager usually e%hibits a remarkable capacity of analy)ing obCectivefacts and develop through of himKher sense of urgency the set of policies and decisions that allows to himKher mitigatethe effects of a disrupting change by applying reduction of the scale of operations; organi)ational restructuring andKor budget0s reduction decisions to cut costs.

A real leader is a driving force to cataly)e effective changes in an enterprise&wide conte%t, is an instrumental one toprovide wealth, social progress and economical well&being, and is a professional who has been successful to break themoulds and stereotypes imposed restrictively by our society and our business environment.

A good manager is instrumental to ensure operational continuity and e%cellence; motivate to employees to achievecorporate goals and get them aligned with business strategy; heKshe is helpful to preserve a good climate in the workplace and manages the knowledge, business practices and policies that defines culturally to any organi)ation.


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,. $a!mann wrote"


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. o!rtne) wrote"

Management is what poor leadersdo whilst they delude themselves...

Leadership is about sharing your vision and values and motivating

people along the Courney through your own actions and attitudes.

'. -obinson wrote"

1reat foundational Buestion. #t seemsthere is a common consensus.

May # suggest a follow&up Buestion, thatmay spark debate ?ne of my personalfavorites is, G


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%. 4saacson wrote"

There are a lot of ways to answer this Buestion. #n fact, there seem to be

at least Q ways to answer it !see list$. *ere are a few otherspossibilities+

Managers see people as resources to help them achieve a goal whereasleaders see people as whole people.

Managers view their position as something they earned. Leaders view

their position as a stewardship, an awesome responsibility of whichthey strive to be worthy.

Metaphorically, a manager asks his people to wash his feet. Leaderstake the opposite approach.


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$. ,eacock wrote"

#n the end, Leaders are the folks that you wish you had acomplete team of. Leaders need to help managers becomeleaders.

2ohn Ma%well says, /:verything rises and falls onleadership./ Managers typically have more /falls./


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