Managers VS Leaders, How to differentiate ?
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| -Manager vs Leader- |
When
we talk about organization and company in our mind will be pop up the word
“Leader and Manager” . Most of people thought
that leader and manager were a little bit same, so it was a big mistake when
we argued about it was same. So before we talk it more detail we must know what
is managers and leaders are. Manager is a person with responsible for controlling or administering all or part of
a company or similar organization. But, Leader is The person who leads
or commands a group, organization, or country. A manager is not necessarily a
leader and a leader does not have to occupy certain positions or positions. You
are a manager may be because you are appointed / appointed to occupy that
position. But you become a leader when your personal, character, knowledge, and
skills are recognized and accepted by those you lead. So that your people no
longer do what you ask just because you are their boss but rather because they
love and respect for you. So from the definition we can see what is the
different between leader and manager. Here are the details about the
differentiation
1. Leaders innovate, while managers
manage
When we talk
about Leaders, we talk more than just managers, directors or directors. We
discuss things deeper than one's intellectual or intellectual abilities.
Leaders are the brains of an organization. Like a skipper who directs where the
ship will be heading to. The leader is fully responsible for the things that
happen within the organization that he leads. Leader has the Vision and the
ability to direct are the two things that determine the capacity of a Leader.
Whatever the point of view, it is clear that Leader is someone who has a vision
and is able to become a motor or innovator for the organization in the face of
change.
2. Leaders inspiring, while managers rely on control.
Leader
inspires the point is that the inspiration came from the group leader. Leaders
have charisma that gives the impact of increased loyalty, devotion and the
desire of followers to carry out the leader's wishes. The best evidence of
inspiring leadership comes in despair and bad situations. Inspiration is needed
by subordinates to keep them passionate about achieving goals even though the
pressures they encounter are quite heavy while the desired rewards are not
acceptable before the goal is reached.
Managers rely on control of their duty
is to maintain control over people by helping them develop their own assets and
expend their greatest talents. We use the word "rule" for all
instructions and controls in a formal form. Rules should never go wrong. For
example: rules on bribery ban and rules that the pilot should never fly without
permission from the flight control tower. Some regulations contain restrictions
on unethical conduct, illegal acts and other inappropriate acts. The rules
require positive action. The difference between the prohibition of action and
the required action is often not so obvious that the managers have to give
awareness of the differences he is over. “Drucker” writes that their job is to
maintain control over people by helping them develop their own assets and
expelling their greatest talents. To do this effectively, you must know the
people who work with and understand their interests and passions. The manager
then creates decisions about salary, promotional placements, and through
communication with the team. Managing a project is one thing, empowering others
is another.
3.
The leader asks "what" and
"why," while the manager asks "how".
To
ask what and why you should be able to question why others are doing certain
actions that occur. Sometimes it requires you to challenge your boss. This
means that they are able to stand up for management when they think something
needs to be done for the company. Leaders are not always right of course. If
your company fails, the leader's job is to come and say, "What do we learn
from this?" And "How do we use this failure to clarify our goals or
get something better?" Instead, managers do not really thinking about what
failure means. Their job is to ask "how" and "when" to make
sure they implement the appropriate plan. Drucker writes that managers accept
the status quo and are more like soldiers in the military. They know that the
essential commands and plans and their job is to keep their vision on the
company's current goals. Although for two roles may be similar, "The best
managers are also leaders," Wade said. "I think you can do both, but
you have to take the time to work on it." More specifically, leaders and
manager differences can be seen from three things that always relate to it: the
source of power gained, subordinates, and work environment.
Based
on the source of power acquired, a manager is selected through formal channels
(such as elected by commissioners or directors) on a juridical basis. This
means that a person can be a manager if he has a juridical basis that is a
decision letter or letter of appointment. While the leader of power that is
owned under a social contract with members or subordinates. Associated with
subordinates, managers have subordinates who are usually referred to as staff
or employees who have formal positions within the organizational hierarchy.
Subordinates or employees obey their commands, for fear of being punished by
the manager. While the leader has subordinates who are usually referred to as
followers. Subordinate or follow the command of the leader on the basis of the
leader's authority against subordinates or followers because of the skills and
abilities and good treatment.
In
terms of work environment, managers usually can only lead to the work
environment of formal organizations only and responsible to their superiors.
While the leader can lead the work environment of the organization both formal
and informal and responsible to his subordinates. A leader is part of the
follower while the manager is part of the organization. Based on this it can be
understood that the leader has the basic function of directing and moving all
subordinates to move in the same direction of purpose. While the function of a
manager related to management, namely activities around planning, organizing,
staffing, directing and control. In carrying out its function, a manager more
often utilizes the authority and power of position in a structural manner that
has binding power by being able to force or punishment to direct subordinates.
While a leader more emphasis on the influence or charisma it has so
subordinates consciously to follow the direction of the leader. It stimulates,
facilitates, in any activity that wants
subordinates to follow. Not with gifts, coercion or punishment. Leaders and
managers are one of the essence, core resources, and the central point of every
activity that occurs within an organization or company. How the creativity and
dynamics of a leader or manager in exercising his authority will determine
whether the goals of the organization or company can be achieved or not. The
thing to emphasize is that the manager is not always bad and the leader is
good. The need for the right combination and mixture between the two is
indispensable in the organization, at different levels of office. So that the
organization being undertaken can achieve its goals effectively and efficiently
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| -Summary of the differentiation between leader and manager- |
Case and Solving
Laura is the Associate Director of a non-profit agency
that provides assistance to children and families. She is the head of a
department that focuses on evaluating the skill-building programs the agency
provides to families. She reports directly to the agency leadership. As a
whole, the agency has been cautious in hiring this year because of increased
competition for federal grant funding. However, they have also suffered high
staff turnover. Two directors have left, as well as three key research staff, and
one staff person from the finance department. Laura has a demanding schedule
that requires frequent travel; however she supervises two managers, who in turn
are responsible for five staff members each. Both managers have been appointed
within the last six months.
Manager 1: Kelly has a specific background in research. She manages
staff who provide research support to another department that delivers
behavioral health services to youth. Kelly supports her staff and is very
organized; however, she often takes a very black and white view of issues.
Upper level leadership values Kelly’s latest research on the therapeutic
division’s services. Kelly is very motivated, driven, and expects the same from
her staff.
Manager 2: Linda has a strong background in social science research
and evaluation. She manages staff that work on different projects within the
agency. She is known as problem solver and is extremely supportive of her
staff. She is very organized and has a wealth of experience in evaluation of
family services. Linda is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming
over-worked as everyone takes on increased responsibilities due to high staff
turnover. Staff have also mentioned that Laura’s “glass half-empty”
conversation style leaves them feeling dejected. In addition, Laura has not
shared budgets with her managers, so they are having difficulty appropriately
allocating work to staff. Laura said she has not received sufficient
information from the finance department to complete the budgets. The finance
department said they have sent her all the information they have available. As
staff become distressed, the managers are becoming frustrated. They feel like
they are unable to advocate for their staff or problem solve without key
information like the departmental budget.
- How
can Laura most effectively use both management and leadership skills in
her role as associate director? What combination of the two do you think
would work best in this setting?
Answer :
A director could be both a leader and manager.
However given that the two mangers are very capable and directly manage all the
department staff, Laura should focus on being a leader. She should delegate
managerial responsibilities to the two managers. This strategy will build the
managers’ confidence allowing them to problem-solve for their staff. It will
also free Laura to focus on building a greater sense of staff commitment to
mission and vision.
- What steps could be taken to build staff
confidence?
Answer :
Staff seems
uncertain about the future due to high turnover and a Laura’s negative
conversation style. Building staff confidence could involve:
a.
Giving managers more autonomy and the
needed information to manage their staff
b.
Communicating regularly with staff
about changes
c.
Encourage staff to pursue
professional development and learning opportunities and provide time for them
to do so
d.
Engaging in team building exercises
and interactions
e.
Incentivizing excellent performance
f.
Addressing Laura’s conversation style
directly, explaining to her how it impacts staff perceptions
g.
Involving staff in the hiring process
where possible as team vacancies are filled
h.
Talking to staff directly and without
retribution about the issues they think contribute to high-turnover.
- What advice would you give Laura on improving
her leadership skills and to the managers on improving their management
skills?
Answer :
It might help for both Laura and the managers to
take a personality or leadership/management assessment. This way the mangers
can ascertain their individual skills, learn how they can best support
employees, and figure out how they can work together to use each other's
strengths to run the department. Using a Style approach, Manager 1 appears to utilize a task
oriented approach and Manager 2 demonstrates a relationship oriented style. These two orientations could be structured to
support one another. Laura can focus on building leadership skills by building
on her current strengths. In addition, Laura may want to revisit the roles and
responsibilities of each position and how her division's work aligns with the
overall organizational mission. Aligning with the overall mission and
communicating it to staff may help improve morale and provide clarity on the
department's role and direction.
- Which leadership style do you think a leader
would need to be effective in this situation?
Answer :
Several
leadership approaches may be suited for the position described in the scenario:
a.
Skills: Centers on the ability to solve complex problems.
The non-profit is having several difficulties at the organizational level
including high-turnover.
b.
Path Goal: Motivates
employees by defining goals, clarifying paths, removing obstacles, and
providing support. This type of leadership may work well in building employee
morale.
c.
Transformational: Treats
employees as complete human beings, considers emotions and perspectives. Builds
motivation by providing a clear vision, acting as a social architect, building
trust, and positive self-regard.
So, which one will you choose to be ?
-That’s all about the differentiation between
Leader and Manager-
-Thank you-
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