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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. Is An MBA Necessary For Managers? By R.G. Srinivasan Do MBA’s make better managers or business leaders? The MBA debate continues furiously. So is the popularity of MBA programs worldwide. Though popular the management studies might be they make a very miniscule percent of successful CEO’s and business leaders compared to legendary leaders of business who are non MBA’s.An MBA degree is at best a degree which due to its expensiveness and academic entry barriers attracts the top 5% of the students who are generally good in disciplined academics.… 2. Organizational Culture Change: Is It Really Worth the Effort? Much has been written about changing organizational culture. It's an exciting topic because of the enormous potential benefits derived from changing an organization's culture. While exciting because of its enormous potential, attempting to change organizational culture can lead to enormous frustration. It is important to understand how deeply the roots of organizational culture go. Organizational culture is rooted in the shared tacit assumptions of the organization. These tacit beliefs drive beh… 3. Leading Meetings: The Top Three Challenges By Marcia Zidle What do people really find challenging about leading meetings? Here are the top three questions that keep on cropping up followed by guidelines or simple ways to keep meetings under control and on track. Make your meetings work.1. “Do you have any tips on encouraging people to be on time to meetings?”The general rule is to start the meeting on time. This gives the message to people that you are serious about time and meeting management. If you start late, it penalizes the people who make a… 4. Procrastination and JDI!* Getting better information makes for the more correct decisions. Yet the fear of 'getting it wrong' sometimes means that we use collating information and all sorts of other seemingly completely valid tactics as a good excuse for being slow to decide.In a management role procrastination can seriously hold back progress and demotivate individuals and teams who, full of innovation and drive to move forward, get frustrated and confused when action is held up.There are a number of steps that will he… |
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