A Manager versus a Leader

[This write up focuses on the true roles of a manager and leader and at the same time make a fine distinction between the two, putting the leader on a higher pedestal.]

A young manager asked, “I have been reading all about leadership, have implemented several ideas, and think I am doing a good job at leading my team. How will I know when I have crossed over from being a manager to a leader?”  Thus, there is always a line of distinction between the two terms manager and leader. In fact, one is mistaken to be the other sometimes.  We point out below a few subtle differences between the two concepts which help us to place a leader in a clear positive frame unlike a manager who plays a somewhat orthodox role.

In India, M.K. Gandhi inspired millions of people to fight for their rights, and he walked shoulder to shoulder with them so India could achieve independence in 1947. His vision became everyone’s dream and ensured that the country’s push for independence was unstoppable. The world needs leaders like him who can think beyond problems, have a vision, and inspire people to convert challenges into opportunities, a step at a time.

Distinction between a Manager & a Leader

	Manager	Leader
1	A Manager has a short-range perspective	A Leader has a long-range perspective
2	Plans when and how	Asks What and Why
3	Eyes the bottom line	Eyes the horizon
4	Imitates others	Originates
5	Accepts the status quo	Challenges the status quo
6	Does things correctly	Does the correct thing
7	Seeks continuity	Seeks change
8	Focuses on goals for improvement	Focuses on goals of innovation.
9	Bases power on position or authority	Bases power on personal influence
10	Demonstrates skill in technical competence	Demonstrates skill in selling the vision.
11	Demonstrates skill in administration	Demonstrates skill in dealing with ambiguity
12	Demonstrates skill in supervision.	Demonstrates skill in persuasion.
13	Works toward employee compliance	Works toward employee commitment
14	Plans tactics	Plans strategy
15	Sets standard operating procedures	Lays down policy
16	Relies on analytical decision-making style	Relies on intuitive decision-making style
17	Risk cautious	Takes necessary risks
18	Uses transactional communication style	Uses transformational communication style
19	Builds success through maintenance of quality	Builds success through employee commitment
20	Does not want to experience anarchy	Does not want to experience inertia
21	Plans, budgets, and designs detailed steps	Develops vision & strategies to achieve them
22	Sets standards of performance	Sets standards of excellence
23	Develops the detailed plan to achieve results	Develops future direction by observing trends
24	Counts value	Creates value
25	Have subordinates and create circles of power	Have followers and create circles of influence
26	Take credit	Take responsibility
27	Are focussed	Create shared focus

Great managers attend to continuous process improvement, monitor progress against objectives, and track and report the data that allows for solid fact-based decisions. Thus, every person in every role has management responsibility — the requirement to ensure that others can rely on them and their teams to deliver as promised within the parameters agreed.

For an organization to achieve strong results, both leadership and management need to be present. Management allows for leadership, and leadership invites development as people stretch toward the new vision and its inherent possibilities.

In most large organizations, individuals who master the management responsibilities in a given role are seen as promising candidates for the next level, especially if they begin to offer ideas and strategic suggestions beyond their area of responsibility, or if they do outstanding work on a special cross-functional task force.

References

1)     Henry Griner, Managers serve the company and Leaders serve team members, 2013.

2)     Linda Linfield, Talent Assessment, 2013

3)     Vineet Nayar, Employees First, Customers Second, 2012