For many people, the terms “manager” and “leader” are synonymous. In the business world, they are often used interchangeably, ie “team leader”, “team manager”, “project manager”, you get it. And why not? After all, leaders and managers do basically the same thing, right?
In some cases, there appear to be commonalities between the two and management techniques are sometimes confused with leadership traits. However, I think there are some key distinctions to be made that radically separate the two.
So here are what I consider to be some key differences between a leader and a manager:
1. A manager manages. A leader innovates.
Managers take policies and procedures and make sure 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 go well, the manager is usually 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 more, both of themselves and of their leaders.
3. Managers trust control. Leaders inspire confidence.
Managers may feel threatened by subordinates who do not appear to be “pulling the line.” By doing so, they create a codependency in subordinates who, in turn, depend on the manager to dictate almost every step in the process. Leaders know how to harness the inherent strengths of those they lead and then nurture those strengths for the benefit of the organization.
4. A manager only has an eye on the “bottom line”. A leader also has his eyes on the horizon.
In orientation (using a map and compass) you must fix your eyes on a remote object to get an accurate orientation. If you only take short-range sightings, you are much more likely to stray from the correct course. In the same way, “bottom lining” alone without also “viewing” can result in ending up in a destination you didn’t plan on.
5. The manager imitates. The leader originates.
While using “tried and true” methods is not always bad, someone else’s methods may not be exactly right for every organization. Leaders are not afraid to try new, and even unorthodox, methods to achieve optimal results.
6. Managers focus on the product. Leaders focus on the process.
While respecting the principles of quality, productivity and efficiency, the leader is able to recognize both the effort and the “end product”.
7. Managers need a lot of positive feedback. Leaders have an innate sense of their own worth.
Everyone likes a “pat on the back” for a job well done. However, managers rely heavily on things like “performance reviews,” “appraisals,” and “compliments” from their supervisors and 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 live to develop other leaders.
Leaders are always in the process of developing other leaders. Managers tend to feel very threatened when they perceive that someone may “overlook them.”
9. Managers say “what.” Leaders share “why.”
The manager is primarily concerned with simply taking the steps to achieve the desired result. The leader also takes the time to explain why these steps are crucial to the desired outcome. In doing so, the leader is also imparting his “vision” to those who 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 are not afraid to “bend” the rules if the greater good is achieved for all.
Copyright © 2002, Monty J. Sharp