Leader or Manager – Who is More Valuable?
By Michael J Griffin
6-minute read
Everyone today talks about becoming a leader but what happened to the manager? Reading the Daily Drucker, I have noticed that many times, Dr. Drucker the author of modern management, mentions “manager” but we can also insert the word “leader” into many of his writings without distorting his intent. Is being a leader a higher level skill than what seems to be the lower level skill of an manager? There are several key differences between a manager and a leader and my research highlights the similarities and differences below.
While the terms are often used interchangeably, they have distinct characteristics that set them apart. Here are some of the main differences my research has found:
Focus: Managers typically focus on tasks and processes, while leaders focus on people and vision. Managers are responsible for planning, organizing, and controlling the day-to-day operations of a team or organization, ensuring that tasks are completed efficiently and goals are met. In contrast, leaders inspire and motivate people, create a compelling vision for the future, and set strategic direction.
Authority: Managers usually have formal authority based on their position in the organizational hierarchy, whereas leaders may or may not hold a formal position of authority. Leaders can influence and guide others based on their expertise, charisma, and ability to inspire, regardless of their formal title or rank.
Approach to Change: Managers typically implement and manage change, while leaders initiate and drive change. Managers are responsible for executing plans and processes to achieve established goals, while leaders often challenge the status quo, identify opportunities for improvement, and lead the way in implementing change.
Relationship with Employees: Managers often focus on managing employees, while leaders focus on leading and empowering employees. Managers typically oversee employees, assign tasks, and monitor performance. In contrast, leaders build relationships with employees, inspire them, and empower them to achieve their full potential.
Decision-Making: Managers tend to make decisions based on policies, procedures, and guidelines, while leaders often make decisions based on intuition, vision, and strategic thinking. Managers follow established protocols, whereas leaders may take calculated risks, think outside the box, and make decisions that align with their vision and long-term goals.
Communication Style: Managers typically communicate in a top-down manner, providing instructions and feedback, while leaders often communicate more openly and engage in two-way communication. Leaders actively listen to their team members, encourage input and feedback, and promote open communication channels. Remember both can be effective coaches of superior performance.
Short-term vs. Long-term Orientation: Managers often focus on short-term goals and immediate results, while leaders tend to have a long-term orientation and focus on the big picture. Leaders are forward-thinking, strategic, and take a broader perspective, while managers are more operationally focused and ensure that day-to-day tasks are completed.
It's important to note that effective leadership often involves a combination of managerial and leadership skills, and the best leaders are often skilled managers as well. However, understanding the distinct characteristics of managers and leaders can help organizations identify and develop individuals who can excel in different roles and contribute to the overall success of the organization. As I read these definitions of differences, I wanted to research how to best reconcile the leader manager continuum to create a synergy between both of these crucial aspects of organizational and team performance. Here’s what I found.
In many cases, a leader can also be a manager, and a manager can also be a leader. However, not all leaders are managers, and not all managers are leaders. It is possible to have leaders who do not hold formal managerial positions, but still, influence and inspire others as Dr. John Maxwell promotes. Similarly, some managers may not possess the same level of visionary leadership skills but excel in operational management that is needed to improve processes, data collection and efficiency. Many times the manager has skills and expertise the leader lacks and vice versus. Both can compliment each other strengths and to take care of each other’s weaknesses. I see this beautiful relationship in my company with Manish Harsora, my operations/implementation director, and myself as the leader – sales – trainer. To reconcile the positions of leader and manager, one can take the following approaches:
Develop leadership skills in managers: Organizations can provide leadership training and development programs for managers to enhance their ability to inspire, motivate, and guide their teams. Leaders may need skill enhancement in work process improvement, balanced scorecards, and data analysis and problem solving.
Foster a culture of leadership: Organizations can create a culture that encourages and recognizes leadership at all levels. This means valuing and promoting leadership behaviors such as collaboration, innovation, and empowerment, regardless of an individual's formal position. This can be achieved regular communication of the organization's vision and values, and recognition programs that celebrate leadership achievements that lead to organizational success.
Clarify roles and responsibilities: Organizations can ensure that roles and responsibilities of leaders and managers are clearly defined, communicated, and aligned with the overall organizational objectives. This includes setting expectations for both leadership and management behaviors, and establishing mechanisms for coordination and collaboration between leaders and managers when synergized lead to a competitive advantage.
Encourage collaboration between leaders and managers: Organizations can promote collaboration and partnership between leaders and managers to leverage their respective strengths. Leaders can provide the vision and strategic direction, while managers can ensure the execution of plans and manage day-to-day operations. Both should recognize and appreciate the skill, expertise and experience each brings to the organization.
Foster a balanced leadership approach: Organizations can recognize that effective leadership may require a combination of visionary leadership and operational management skills. A balanced leadership approach acknowledges that both leadership and management are important for organizational success, and that leaders and managers can complement each other's strengths. This approach ensures that leaders and managers work together as a cohesive team, leveraging their unique skills to achieve common goals.
The positions of leader and manager must be reconciled by recognizing their distinct roles, providing both development opportunities, fostering a culture of leadership, clarifying roles and responsibilities, encouraging collaboration, and adopting a balanced leadership approach. When leaders and managers work in harmony, organizations can achieve greater success and effectiveness that leads to a culture of inclusivity and enhanced competitiveness.
Reflect on how you and your organization promotes and synergizes the roles of manager and leader to promote a culture of competitive excellence.
Michael J Griffin
CEO and Founder of ELAvate
Maxwell Leadership Founding Member
Disciple of Management Guru Dr. Peter Drucker