What are the Characteristics of a Leader and a Manager Leadership and management are terms that are often used interchangeably in the business world to depict someone who manages a team of people. In reality leadership vs.. Management have very different meanings. To be a great manager you must understand what it takes to also be a great leader. Leadership vs.. Management: Characteristics of a Manager Let’s begin by breaking down some key characteristics of a manager.
This role in a typical company or organization will reflect a person who’s primary focus is n managing a team of people and their activities. The role can differ by scope, types of roles, and can sometimes even be focused on efforts outside of true people management, for example project and process managers. One of the key characteristics of a manager is very basic in the sense that they are someone who was given their authority by the nature of their role. They ensure work gets done, focus on day to day tasks, and manage the activities of others.
Managers focus on tactical activities and often times have a more directive and controlling approach. Being tactical is not altogether a negative approach as this is a skill et that is greatly needed in business especially in the fast paced environments most of us work and live in. Being able to organize people to accomplish tasks can be a great asset. In many organizations, managers are often times the previous high performers at the employee level. Does this mean they are ready for the challenge of people management?
In many cases, the answer is no. To demonstrate solid characteristics of a manager, these previous high performers must be trained. While all types of people can manage, we will now examine what makes a manager a solid leader. Leader Now if we look at the characteristics of a leader. When you hear the term, leader, a number of images may pop into your head. One phrase that may come to mind is “he or she is a born leader”. This phrase does depict a great deal about the difference in managers and leaders as there are a great many distinctions.
To demonstrate characteristics of a leader you must be more strategically focused and rather than directing employees through tasks, they inspire and motivate employees to drive themselves. Leaders are adapt in the art of Emotional Intelligence and apply it in a way that attains the best work out of their people. While a manager receives their authority based on their role, a leader’s authority is innate in their approach. Good leadership skills are difficult to learn because they are far more behavioral in nature than those skills needed for management.
Think of how different it is to teach someone to manage a particular task with a handbook on how to perform it versus trying to teach someone to effectively negotiate a sale. One, is step by step while the other employs a number of soft skills that, if unfamiliar, can be very difficult to master. This is one reason that building characteristics of a leader can be so challenging for new managers. Leaders are also very focused on change. Recognizing that continual improvement can be achieved in their people and their activities can be a great step towards continued success.
Being able to lead their teams through change, rather than manage them through it has infinite rewards. A commonly coined phrase tells us that leadership is doing the right thing and management is doing things right. This illustrates how the two skill sets need to work together. In order to be fully rounded, you must have the ability to manage the day to day tasks and deliver results, while seeing the opportunity for change and the big picture. Demonstrating good leadership skills without the management skills to support it, will leave you with an inability to operational your visions.
Likewise, being a good manager without good leadership skills will cause continual challenges in motivating your team and producing the results you are trying to manage to. Being able to blend these two styles is truly a unique skill set. Keep in mind there are an abundance of managers in the world but very few truly embody the characteristics of a leader. Leading with Questions Shows Good Leadership Skills That Lead to Employee Development As a manager we’re presented with raying types of problems, issues, and questions throughout each and every day.
Our instinct is to immediately offer a solution and move on. Is this the right first step to demonstrate good leadership skills? Let’s take an example and walk it through to see if your first thought on answering this question will still be your second thought. You are approached by one of your direct reports that is working on a project with many contingencies and a hard deadline. Your direct report updates you on a request one of the project customers has just made that will have far reaching timeline and scope impacts, but explains that the customer s adamant that this change must occur.
What do you do? Again, you’re probably thinking that you walk them through the next steps needed or possibly that you get involved to ensure the right outcome is achieved. Is this the best approach? If you are interested only in resolving the issue quickly, yes this would be the best next step, but let’s consider what you might gain from a different approach: Leading with Questions. Let’s say instead of getting involved or providing the employee with their next steps, you ask them what they think should be done.
The direct report likely explains their dismay with jeopardizing the project inline and the need to table the change to a later date. Next you ask the employee how to accomplish influencing their customer’s view on this change. At this point I’m sure you’re as your reading along you’re also thinking about how much time and effort this discussion will take and if you’re not, I’m sure if you think about similar situations in your day to day work, you’ll think of a couple of examples where you answered the question or provided direction rather than leading with questions.
Benefits of Leading with Questions: Employee Development By asking your employee to walk through the situation, provide options, and lotions, you accomplish a couple of things that are not achieved with a quickly offered solution. First you take advantage of a real time opportunity for coaching. Often times managers opt for scheduled coaching sessions rather than recognizing these real time opportunities as the gems they are.
How much more beneficial will the employee development of your team be if the coaching occurs in the middle of a situation or issue they are dealing with? We’ve all heard the old saying that you can feed a man a fish and he’ll eat for a day or you can teach a man to fish and he’ll eat for a lifetime. This tells us that the extra time spent will benefit your employee in the long run, as the next time they are presented with a similar situation, they will be able to think through their next steps with less guidance.
Forcing your direct report to work through a problem or issue with you and to get to the answer themselves, ensures that they learn a skill set they can carry forward and that they retain the coaching you have provided. If you only provide them with an action to take, it is unlikely they will remember that action if a similar situation is presented to them. On the other hand demonstrating DOD leadership skills by working through it, they learn a thought process and will likely leverage it going forward. Of course there are also benefits to you as their manager.
Since you have taken the time to coach and question your employee through a problem, you will experience a new level of employee development as they now have a new skill set that will allow them to only come to you when they are presented with new scenarios. You will see your immediate time investment repay itself with added time later from a more productive and self reliant team. As you apply this method with your teams you will also notice difference in the level of innovation and added diversity of thought.
When managers provide all the answers, they often are also unintentionally sending the message that only they have the right answer. This can squash any new or different ideas that might otherwise inspire new strategies, products, or technology in your organization. By demonstrating good leadership skills and by Leading with Questions you send a message to your employees that it is okay to ask questions and even to not initially know an answer, and by doing so will breed more free thought, build a collaborative environment, and attain a higher bevel of employee development. Manager vs.. Deader Wisdom vs.. Talent The majority of nowadays modern companies are more administrated (managed) than leaded. According to some of the different characteristics we can create the following list: Manager Leader He manages wisely the resources Innovator, discovers new opportunities Maintains the economic balance Develops new activities Is interested in systems and structures Interested in the human factor Decisions are based on control Decisions are based on trust Long term vision Short term vision He usually asks how, when? He usually asks why? Aiming the result Aiming the concept, the idea
He imitates success stories He creates the success stories He accepts the destine He challenges his own destine Is a classic competent soldier Is his own general Makes things in a proper manner Makes proper things He is using a plan He is based on intuition He respects the efficiency He respects the innovation Manager and Leader have distinct traits. There are fundamental differences in the way of thinking and executing things. A manager tries to get maximum benefits of the available resources. He/She relies on high efficiency and productivity of existing resource. A leader on other hand has a creative mind. He/
She is an inventor and is constantly thinking of changing and improving the way things are done. He/She can sacrifice efficiency or productivity for some time to promote creativity and hence finding novel unconditional ways. A leader is more risk savvy then the usual manager. A leader is always on look out for new ideas. He/She looks at his/her resources like people, machinery and computer systems in a different way then the manager. Manager aims to extract maximum value from these resources unlike a leader who aims to get different more valuable output from the same resources. An organization or a society needs tooth leaders and managers.
Too many leaders, too many innovators make a risky scenario. It also leads to instability and often mutual clashes. A manager on other hand is a stabilizer and ensures smooth at times boring functioning of things. Leader dreams, is hopeful and pursues things on his own.. Manager executes, is a good planner and is persuasive. Both leaders and managers can make history. If their ventures fail, leader get badly hurt and often temporarily and also permanently go in oblivion. Managers are often at risk of getting jaded and exhausted. They have linear rise and fall. The world needs both. Stability and
Creativity need to go hand in hand. Sources 1. Human Relations, Dublin, Andrew J. o Looks at human relations and organizational behavior and shows how the individual can improve personal and organizational effectiveness. This fifth edition 2. The Manager As Leader, Author. B. Keith Simenon ; Michael L. Venn ISBN: 0275990109 3. The seven habits of highly effective peoples, Stephen R. Covey Knowledge Management Leadership are the characteristics that distinguish organizations who are leaders in knowledge management and those who are less successful or even failing in their knowledge initiatives? In research for
Creating the Knowledge-based Business we found ten recurring characteristics that separated the leaders and the laggards. The report also illustrates these characteristics through case studies of 33 knowledge leaders. Ten Characteristics of Leaders 1. They have a clearly articulated vision of what the knowledge agenda and knowledge management is about. Their thinking about their business, their business environment and their knowledge goals was clear. 2. They have enthusiastic knowledge champions who are supported by top management. 3. They have a holistic perspective that embraces strategic, technological and organizational perspectives. . They use systematic processes and frameworks (the power of visualization). 5. They “bet on knowledge”, even when the cost- benefits cannot easily be measured. 6. They use effective communications, using all the tricks of marketing and PR. 7. There is effective interaction at all levels with their customers and external experts. Human networking takes place internally and externally on a broad front. 8. They demonstrate good teamwork, with team members drawn from many disciplines. 9. They have a culture of openness and inquisitiveness that stimulates innovation and learning. 0.
They develop incentives, sanctions and personal development programmer to change behaviors. Ten Characteristics of Laggards 1. They simplify knowledge to information or database model, often applying the ‘knowledge’ label without a comprehensive understanding of what knowledge is about. 2. They package and disseminate knowledge that is most readily available (vs.. That which is the most useful). 3. They work in isolated pockets without strong senior management support. Thus, they may hand over responsibility for knowledge systems to one department, such as MIS, without engaging the whole organization. They focus on a narrow aspect of knowledge, such as knowledge sharing rather than all processes including new knowledge creation and innovation. 5 They blindly follow a change process e. G. BPR, without understanding the associated knowledge dimension. 6. They downsize or outsource without appreciating what vital knowledge might be lost. 7. They think that technology (alone) is the answer. For example, that expert systems by themselves are the way to organize and use knowledge. 8. They have a major cultural blockage, perhaps caused by a climate of “knowledge is power” 9. They “know all the answers” i. E. Eye are not open to new ideas. 10. They get impatient. They think knowledge management is simply another short-term project or programmer. They do not allow time for new systems and behaviors to become embedded. 33 Knowledge Leadership are 33 knowledge leaders, featured in Creating the Knowledge-based Business, whose management practice represents excellence in one or more dimensions of knowledge management. MM Analog Devices Anglia Water Arthur Andersen Bozo Allen & Hamilton BONN Beckman Laboratories BP CIVIC ICING DOD Chemical EDIT (UK) Ernst & Young Gallo Welcome Global Knowledge Network Hewlett
Packard Hooch’s Celanese Hoffman La Ruche Hughes IBM TITHES (Mexico) MITER Monsanto Motorola Price Waterholes Rover Canadians IFS Standard Life Staircase Teller Thomas Miller & Co Inupiat US Army Xerox Since writing the report, we have now added to these to create approximately 100 profiles of best practice. Futurologists creating sustainable results in growth and performance Both a manager and a leader may know the business well. But the leader must know it better and in a different way.
S/he must grasp the essential facts and the underlying forces that determine the past and present trends in the business, so that s/he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. A subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice. Effective leaders continually ask questions, probing all levels of the organization for information, testing their own perceptions, and rechecking the facts. They talk to their constituents.
They want to know what is working and what is not. They keep an open mind for serendipity to bring them the knowledge they need to know what is true. An important source of information for this sort of leader is knowledge of the failures and mistakes that are being made in their organization. To survive in the twenty- first century, we are going to need a new generation of leaders ? leaders, not managers. The distinction is an important one. Leaders conquer the context ? the turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them ? while managers surrender to it.
Leaders investigate reality, taking in the pertinent factors and analyzing them carefully. On this basis they produce visions, concepts, plans, and programs. Managers adopt the truth from others and implement it without probing for the facts that reveal reality. There is profound difference ? a chasm ? between leaders and managers. A good manager does things right. A leader does the right things. Doing the right things implies a goal, a direction, an objective, a vision, a dream, a path, a reach. Lots of people spend their lives climbing a ladder and then they get to the top of the wrong wall.
Most losing organizations are over-managed and under-led. Their managers accomplish the wrong things beautifully and efficiently. They climb the wrong wall. Managing is about efficiency. Leading is about effectiveness. Managing is about how. Leading is about what and why. Management is about systems, controls, procedures, policies, and structure. Leadership is about trust ? about people. Leadership is about innovating and initiating. Management is about copying, about managing the status quo. Leadership is creative, adaptive, and agile. Leadership looks at the horizon, not just the bottom line.
Leaders base their vision, their appeal to others, and their integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. They develop the means for changing the original balance of forces so that their vision can be realized. A leader is someone who has the capacity to create a compelling vision that takes people to a new place, and to translate that vision into action. Leaders draw other people to them by enrolling them in their vision. What leaders do is inspire people, empower them. They pull rather than push.
This “pull” style f leadership attracts and energize people to enroll in a vision of the future. It motivates people by helping them identify with the task and the goal rather than by rewarding or punishing them. There is a profound difference between management and leadership, and both are important “To manage” means “to bring about, to accomplish, to have charge of or responsibility for, to conduct. ” “Leading” is “influencing, guiding in direction, course, action, opinion. ” The distinction is crucial. Management is… Leadership is…. Coping with complexity and Budgeting Coping with and promoting changelings
Setting a Transmogrification and Staffing Aligning Paleontologist and Problem Solving Motivating and Inspiring Afflictively Action Meaningful Action Both are necessary and important-Managers are people who do things right and leaders are people who do the right thing. The difference may be summarized as activities of vision and judgment ? effectiveness ?versus activities of mastering routines ? efficiency. The chart below indicates key words that further make the distinction between the two functions: The manager administers; the leader innovates: The manager is a copy; the leader is an original.
The manager maintains; the leader develops. ‘ The manager accepts reality; the leader investigates it. 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 manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon: 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 or her own person. ‘ The manager does things right; the leader does the right thing. The most dramatic differences between leaders and managers are found at the extremes: poor leaders are despots, while poor managers are bureaucrats in the worst sense of the word. Whilst leadership is a human process and management is a process of resource allocation, both have their place and managers must also perform as leaders. All first-class managers turn out to have quite a lot of leadership ability. With thanks to “Learning to Lead” by Warren Bennie and Joan Goldsmith
C] For what research confirms employees would tell bosses – if asked, send an email to [email protected] Org with “MAWS research on bosses” in the subject and nothing in the body The Difference Between Management And Leadership Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts. In this section, we shall discuss these differences and explain why both terms are thought to be similar. Leadership is a facet of inconsiderateness’s In Oversimplification’s As A Leader Loyalty The Leader Is Followed.
The Manager Rules Management Knows How It Works Conclusion References Leadership is a facet of management Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the following functions: organization planning staffing directing controlling Leadership is just one important component of the directing function.
A manager Anton just be a leader, he also needs formal authority to be effective. “For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated. ”  In some circumstances, leadership is not required. For example, self motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential. Return to top Differences In Perspectives Managers think incrementally, whilst leaders think radically. Managers do hinges right, while leaders do the right thing. ” This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader is more emotional than a manager . “Men are governed by their emotions rather than their intelligence” This quotation illustrates why teams choose to follow leaders. “Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation. 4] Return to top Subordinate As A Leader Often with small groups, it is not the manager who emerges as the leader. In many cases it is a subordinate member with specific talents who leads the group in a certain direction. “Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others. ” (5] When a natural leader emerges in a group containing a manager, conflict may arise if they have different views. When a manager sees the group looking towards someone else for leadership he may feel his authority is being questioned.
Return to top Loyalty Groups are often more loyal to a leader than a manager. This loyalty is created by the leader taking responsibility in areas such as: Taking the blame when things go wrong. Celebrating group achievements, even minor ones. Giving credit where it is due. “The leader must take a point of highlighting the successes within a team, using charts or graphs, with little presentations and fun ideas”  “Leaders are observant and sensitive people. They know their team and develop mutual confidence within it. ”  Return to top The Leader Is Followed. The Manager Rules
A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organizational skills, but his vision unites people behind him. Return to top Management Knows How It Works Management usually consists of people who are experienced in their field, and who have worked their way up the company. A manager knows how each layer of the system works and may also possess a good technical knowledge.
A leader can be a new arrival to a company who has bold, fresh, new ideas but might not have experience or wisdom. Return to top Conclusion Managing and leading are two different ways of organizing people. The manager uses a formal, rational method whilst the leader uses passion and stirs emotions.