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By Monty J. Sharp, Certified Comprehensive Coach http://www.workteamcoaching.com For many people, the terms “manager” and “leader” are synonymous. In the business world, they are often used interchangeably, i.e. “team leader”, “team manager”, “project manager” - you get the idea. And why not? After all, leaders and managers do basically the same thing, right? In some instances, there do seem to be commonalities between the two and management techniques are sometimes confused with leadership traits. However, there are, I believe, some key distinctions to be made that radically separate the two. Here then, are what I consider to be some key differences between a leader and a manager: 1. A manager administers. A leader innovates. Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challenging the “status quo” to achieve bigger and better things. 2. A manager maintains. A leader develops. As long as things are running smoothly, the manager is typically happy. The leader is never satisfied with the “status quo” or “the way we’ve always done it”. Leaders are constantly asking for more and bigger things – of themselves as well as those they lead. 3. Managers rely on control. Leaders inspire trust. Managers can feel threatened by subordinates who don’t seem to be “towing the line”. In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization. 4. A manager has his eye only on the “bottom line”. A leader has his eye on the horizon as well. In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, “bottom lining” only without also “visioning” can result in ending up at a destination you did not plan on. 5. The manager imitates. The leader originates. While using “tried and true” methods isn’t always a bad thing, someone else’s methods may not be exactly right for every organization. Leaders aren’t afraid to try new, and even unorthodox, methods to achieve optimum results. 6. Managers focus on product. Leaders focus on process. While still holding to the principles of quality, productivity and efficiency, the leader is able to recognize the effort as well as the “end-product”. 7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth. Everyone likes a “pat on the back” for a job well done. However, managers rely heavily on things like “performance reviews”, “appraisals” and “kudos” from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates. 8. Managers need subordinates. Leaders strive to develop other leaders. Leaders are always in the process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be “passing them up”. 9. Managers tell “what”. Leaders share “why”. The manager is primarily concerned with simply giving the steps to achieve the desired result. The leader also takes the time to explain why those steps are crucial to the desired result. In doing so, the leader is also imparting his “vision” to those that help make that vision a reality. 10. Managers are more concerned with doing things right. Leaders are more concerned with doing the right thing. Managers tend to be very “order” and “structure” oriented. Leaders have a keen sense of the “spirit of the law” and aren’t afraid to “bend” the rules if it will achieve a greater good for everyone. Copyright © 2002, Monty J. Sharp ********** Vision to Venture, LLC is an executive coaching company dedicated to providing an interpersonal approach to high performance Executives, managers and work teams. Our highly effective and balanced approach to leadership development, teambuilding and action learning get both business related as well as human results. Visit us at http://www.workteamcoaching.com
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More Articles:1. Communication Smoothes the Path of Change By Helen Wilkie Productivity almost always suffers in times of great change, because employee stress dramatically increases due to the universal fear of the unknown. In these times, communication becomes more important than ever.Often senior executives genuinely believe they are communicating with employees when it comes to matters that affect them. Unfortunately, they often underestimate the number of matters that includes, for the fact is that most high level decisions will affect employees in one way … 2. The Rise of Corporate Chair Massages By Jimmy Sturo Employers have rapidly begun to understand the importance of stress relief in the workplace. Stress free employees have a higher retention rate and higher rates of productivity. It is no wonder, given these facts, that many corporations have been encouraging chair massages in the workplace.Corporate chair massages involve the visit of a licensed massage therapist for on-site massage sessions. The therapist brings along a portable massage chair and usually gives 15 to 20 minute massages for all… 3. Coaching Skills for Peers: Extending Influence Many people think of coaching solely as a management technique. Although coaching skills provide managers with the means to get business results while creating solid relationships, the value of coaching in other arenas is often overlooked. Utilizing coaching skills is also beneficial when cooperating and collaborating with others, developing influence within the organization, and getting effective business results.Peer coaching is not a new idea, but is not widely practiced. In fact, there are s… 4. Effective Meetings: Why Most Meetings are a Waste of Time By P. Quinn Whether your company holds one meeting a week or dozens of meetings a day it is essential that this time is used efficiently and effectively. Most meetings are less effective than they could be not because they are poorly managed, but because meeting managers spend all of their time focusing on the one or two hours when people will be gathered around the conference table or video screen. Smart meeting managers know that it is the actions you take during the three days immediately before the … |
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