Differences Between a Leader and a Manager
Leadership and management roles are mutually exclusive in business settings. Applying management and human relations theories appropriately results in ineffective leadership. Quantitative integral measures and perceived stakeholders’ influence cause dysfunctional impacts on a leader’s judgment. Consequently, there are concerns about the shifting managerial mind which has modified the successful and heroic leader who implements diplomatic approaches to solve operational and structural business issues. This article explores the differences between leadership and management and emphasizes the relevance of strong leadership skills.
Management control theories and power strategies influence executive leadership aspects. Leaders’ decisions affect resource allocation, and they have unique skills that are nonexistent in conventional management literature and practices. While leadership has a charismatic and mystical capacity to utilize recommended practices that motivate followers to achieve desired goals, management applies evidence-based techniques involving system analysis for informed planning and decision making. Leaders have integrative and executive viewpoints that challenge managers’ preferential thinking and past career experiences (Allen and Allen 54).
Managers create realistic goals while leaders inform guiding corporate visions. Leaders think beyond the everyday realities, paint pictorial representations of organizational potentials, and inform widely accepted interventions to engage their followers into actions that transform visions into reality. Futurist leaders activate staff to take part in larger transformations and capitalize on high-functioning teams for goal realization. On the other hand, managers focus on setting measurable and attainable goals. Managers’ roles involve controlling situations aimed at helping them fulfill or exceed cooperative objectives (Mascia 20).
A leader is a proud disruptor whose mantra is innovation. Leaders of the fortune 500 firms are renowned change agents who always implement strategies to enhance working systems and actualize the organizational vision. In most cases, a manager sticks with working parameters and only adapts mechanisms to refine systems, processes, and structures. A leader understands the role of change in creating innovative and more effective waves.
Leaders’ unique thoughts and ideologies enhance their self-awareness, creating unique and differentiated brands. Managers employ learned behaviors and competencies to ensure the effectiveness of their roles and influences. On the contrary, leaders are comfortable proposing and developing unique creations and are characterized by authentic and transparent practice.
Leaders are risk-takers and are not discouraged by failures. On the other hand, managerial roles focus on risk assessment, minimization, and mitigation. Unlike leaders, managers either control or avoid potential problems instead of embracing them. They work on short-term targets and seek regular awards and acknowledgments. Leaders stay motivated toward big goals, and regular rewards do not significantly influence their motivation (Elahi 1).
A manager relies on existing proven competencies while a leader has personal growth. The extremely dynamic corporate settings influence leaders’ curiosity to learn new strategies that increase their relevance. Managers build processes and systems while leaders build relationships with all stakeholders. Relationships are crucial in corporate leadership and support the realization of goals and vision. Leaders focus on increased stakeholder engagement to build loyalty and trust. Managers focus on the necessary structures that help them achieve set goals. They rely on individual input and utilize analytical systems to support the attainment of desired targets.
A corporate leader has followers who increase their credibility and visibility, while managers have staff who follow their directions. Although managers provide guidance enabling their juniors to accomplish assigned tasks, adopting leaders’ perspectives can enhance their connection with people. As a result, an individual lacking strong leadership skill might fail as a manager.
Allen, Peter, and T. Allen. Leadership and Management: This Book Includes: Inspiring Leadership & Leadership 2.0. Mastering Leadership, Business Management & Building High-Performance Teams. Peter Allen, 2021.
Mascia, Alberto. “Project Manager: Leader, Influencer e Conflict Manager.” PROJECT MANAGER (IL), no. 20, 2014, pp. 19–23. Crossref, doi:10.3280/pm2014-020007.
Noure Elahi, Muhammad Hussein. “Visionary Managers and Leaders.” SSRN Electronic Journal, 2015. Crossref, doi:10.2139/ssrn.2659817.