MANGERS vs. LEADERS : You May Think of the Words

8/14/2019 MANGERS vs. LEADERS : You May Think of the Words

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MANGERS VS. LEADERS :You may think of the words manager and leader as two concepts representingopposite ends of a continuum. The term manager typifies the more structured,controlled, analytical, orderly, and rule-oriented end of the continuum. Theleader end of the continuum connotes a more experimental, visionary, unstructured,flexible, and impassioned side. Managers and leaders are not the same. They thinkdifferently internally, and behave differently externally. The two are related,but their central functions are different. Management's concern with efficiency

means doing things right to conserve resources. Leadership is focused oneffectiveness - doing the right thing.For example, the military must manage its resources well to maximize efficiency.But in waging war, the military's critical responsibility is to be effective andwin the war regardless of the resources required. Getting a bargain does notreflect effective leadership if it means losing the war.Good management is important, but good leadership is essential. The businesssector in todays society is increasing rapidly, and with this increase comes theneed for more people to manage and lead the growing companies, but this growingneed also raises some potential questions: Can anyone become a leader or amanager? Is there a difference between the two? Can people be trained to becomeleaders or a managers? Just like many other questions that might be asked inbusiness; these questions have no one, definite answer. Lets begin first by

acknowledging the definitions of the two root words; the word manage means tohandle, where as the word lead means to go. Similarly as the two words havedifferent definitions, they also have different purposes. The manager administers;the leader innovates.

A manager basically directs resources to complete predetermined goals or projects.For example, a manager may engage in hiring, training, and scheduling employees inorder to accomplish work in the most efficient and cost effective manner possible.A manager is considered a failure if he/she is not able to complete the project orgoals with efficiency or when the cost becomes too high.

On the other hand, a leader within a company develops individuals in order tocomplete predetermined goals and projects. A leader develops relationships with

his/her employees by building communication, evoking images of success, and byeliciting loyalty.

Here are some key differences: A manager takes care of where you are; a leader takes you to a new place. A manager deals with complexity; a leader deals with uncertainty. A manager is concerned with finding the facts; a leader makes decisions. A manager is concerned with doing things right; a leader is concerned withdoing the right things. A manager's critical concern is efficiency; a leader focuses oneffectiveness. A manager creates policies; a leader establishes principles. A manager sees and hears what is going on; a leader hears when there is no

sound and sees when there is no light. A manager finds answers and solutions; a leader formulates the questions andidentifies the problems. A manager looks for similarities between current and previous problems; aleader looks for differences. A manager thinks that a successful solution to a management problem can beused again; a leader wonders whether the problem in a new environment mightrequire a different solution.Management's concern with efficiency means doing things right to conserveresources. Leadership is focused on effectiveness - doing the right thing. Forexample, the military must manage its resources well to maximize efficiency. But


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in waging war, the military's critical responsibility is to be effective and winthe war regardless of the resources required. Getting a bargain does not reflecteffective leadership if it means losing the war.The manager is a copy; the leader is an original.

The manager maintains; the leader develops.The manager focuses on systems and structure; the leader focuses on people.

The manager relies on control; the leader inspires trust.The manager has a short-range view; the leader has a long-range perspective.

The managers asks how and when; the leader asks what and why.Managers have their eyes on the bottom line; leaders have their eyes on thehorizon.The manager imitates; the leader originates.The manager accepts the status quo; the leader challenges it.The manager is the classic good soldier; the leader is his own person.The manager does things right; the leader does the right thing.

COMPARISION OF MANAGER VS LEADERS:Manager: A company CEO directs Sarah, one of the companies up and coming managers,

to hire enough new employees to provide the company with a state-of-the-artcustomer service department. Sarah undertakes her project with enthusiasm. Shehires only those employees who can work the assigned hours, will accept the modestpay, and have experience working in customer service. She trains her new employeesto perform the job to her expectations and assigns the employees to their newpositions. Sarah measures her success in terms of efficiency, calls handled perhour, and cost effectiveness, i.e., did she meet her budget. However, Sarah didnot anticipate that of the employees she hired, only a handful would remainworking six months later.

Leader: Rob obtains the same assignment as Sarah. Rob hires employees that hebelieves he can develop a working relationship with, versus just those employeeswho will worked the assigned hours and take the modest pay. Rob's goal is to hire

a diverse group of employees, some of who do not have any customer serviceexperience, who he feels he can develop a personal connection. A large part ofRob's training involves team building, telling successful stories, and listeningto each employee's own desires for whatconstitutes a fulfilling job. Rob still assigns his employees their job duties andschedules at the end of training, and he also measures success in terms ofefficient and cost effectiveness, but he also measures success in terms of lowemployee turnover, employee morale, and employee development. Rob feels proud whenone of his employees obtains an advance level position a year or two after beinghired.Directs/oversee people or processHandles day to day functionsMost concerned with efficiency

The "how" structure(e.g.: policy, procedures, systems)

MANAGERS VS LEADERS: ACCOUNTABILITYManager--- I implement the rulesLeaders-----I knw these rules seem arbitrary but they actually serve a goodpurposeLet me show you how you can use them to your advantageMANAGERS VS LEADERS: POWERManager----positional over peopleLeader----power with peopleMANGERS VS LEDERS: CONTROL


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Employ Consistency Elicit CreativityExternal/Internal Change:

Managers . . . Leaders . . .Yearn for Stability Thrive on CrisisDuplicate OriginateFasten Things Down Unfasten ThemDrive Toward Compromise Work to Polarize

See Complexity See SimplicityReact ProactivePlan ExperimentReorganize RedevelopRefine RevolutionizeIndividual Effectiveness Style:

Managers . . . Leaders . . .Ask How (Seek Methods) Wonder Why (Seek Motives)Think Logically Think LaterallyPerpetuate Hierarchies Strive for EqualityAre Skeptical Are OptimisticPlan Around Confront

Take Charge Encourage DelegationLike Formality Prefer InformalityVenerate Science Revere ArtPerform Duties Pursue DreamsBottom-Line Performance/Results:

Managers . . . Leaders . . .Scrutinize Performance Search for PotentialAre Dependent Are IndependentCompensate People Satisfy ThemConserve Assets Risk ThemPursue the Tangible Seek the IntangibleInhabit the Present Reside in the Future

Concentrate on Short-term Results Seek Long-term ResultsWant Good Demand BetterExamples:

Managers . . . Leaders . . .Henry Ford, Ford Motor Company Ray Kroc, McDonald'sHarold Geneen, ITT Walt Disney, Disney StudiosJohn Akers, IBM Ross Perot, EDS and Perot SystemsTom Landry, Dallas Cowboys Ted Turner, Turner BroadcastingCharles Knight, Emerson Electric Steven Jobs, Apple ComputerGeorge Bush, President of the U.S. Bill Clinton, President of the U.S.

Can a Manager be a Leader and a Leader be a Manager?

The answer to the question is "yes." The skills to be a leader or a manager arenot exclusive in nature. A leader who only displays leadership skills will beineffective when it comes to checking time cards, completing employee reviews, andscheduling employee vacation time; things that employers require their managers todo on timely bases. Similarly, a manager who spends all his/her time completingpaperwork and reading reports; only creates more problems for him or her because


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they lack a developing relationship with their employees.Leaders or managers? How do leaders differ from managers? Leaders direct, managers execute. Management is like investment - getting the best return from all resources -your own energy, talent and time plus all other resources at your disposal. Management requires efficiency, profitability, depends on minimal inputs formaximum returns. To manage well, regularly review your priorities, just as you would your

investments. The same person can both lead and manage - they are different functions. Managers are like sports coaches - they inspire and develop people to getthe best peformance out of them. They also provide structure and meaure output. Leaders champion change. They may or may not manage people. Management is a role, a set of responsibilities. Leadership is not a role. It is an occasional act, like creativity. Managers can be inspiring, empowering, nurturing, supportive andencouraging. An inspiring leader moves us to change direction. An inspiringmanager moves us to work harder. Managers use open questions to draw solutions out of others as a way ofreaching better decisions, fostering broader ownership and developing people.

By contrast, leaders propose novel solutions. They want to persuadeprospective followers that they know a better way of doing things. Managers occupy a role of responsibility for people. They may showleadership too, but leadership can also be shown by non-managers.Changing Styles for the New MillenniumQuality: EmpowermentMoving from Management: Moving toward Leadership:Punishment RewardDemands "respect" Invites speaking outDrill sargeant MotivatorLimits and defines EmpowersImposes discipline Values creativity"Here's what we're going to do!" "How can I serve you?"

Bottom line VisionQuality: RestructureMoving from Management: Moving toward Leadership:Control ChangeRank ConnectionHierarchy NetworkRigid FlexibleAutomatic annual raises Pay for performancePerformance review Mutual contract for resultsMechanistic WholisticCompartmental SystemicQuality: TeachingMoving from Management: Moving toward Leadership:

Order-giving FacilitatingMilitary archetype Teaching archetypeQuality: Role ModelMoving from Management: Moving toward Leadership:Issues orders Acts as role modelDemands unquestioning obedience Coaches and mentors othersQuality: OpennessMoving from Management: Moving toward Leadership:Keeping people on their toes Nourishing environment for growthReach up/down Reach outInformation control Information availability


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Quality: Questions and AnswersMoving from Management: Moving toward Leadership:Knows all the answers Asks the right questionsNot interested in new answers Seeks to learn and draw out new ideas

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MANGERS vs. LEADERS : You May Think of the Words