Leadreship Vs Management

What is the difference between management and leadership?

People often think that they are one and the same. It is true that a person can be
both a manager and a leader; still, there are important distinctions between
managing and leading people. Here are some of the most important
differences that set leaders apart.

1. Leaders create a vision, managers create goals.

Leaders paint a picture of what they see as possible and inspire and engage
their people in turning that vision into reality. They often incite people to be
part of a bigger project. They know that high-functioning teams can
accomplish a lot more working together than individuals working
autonomously. On the contrary, managers focus on setting, measuring and
achieving goals. They control situations to reach or even go beyond their
objectives.

2. Leaders are change agents, managers maintain the status quo.

Leaders are proud disrupters. Innovation is what gives meaning to their

existence. They embrace change and know that even if things are working,
there could be a better way forward. And they understand and accept the
fact that changes to the system often instills new life into it. Managers stick
with what works by refining systems, structures and processes to make
them better.

3. Leaders are unique, managers copy.

Leaders are willing to be themselves. They are self-aware and work actively
to build their unique and differentiated personal brand. They are
comfortable in their own shoes and willing to stand out. They’re authentic
and transparent. Managers mimic the competencies and behaviors they
learn from others and adopt their leadership style rather than defining it.

4. Leaders take risks, managers control risk .

Leaders are willing to try new things even if they may fail miserably. They
know that failure is often a step on the path to success. Managers work to
minimize risk. They seek to avoid or control problems rather than
embracing them.

5. Leaders are in it for the long haul, managers think short-term.

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Leaders have intentionality. They do what they say they are going to do and
stay motivated toward a big, often very distant goal. They remain
motivated without receiving regular rewards. Managers work on shorter-
term goals, seeking more regular acknowledgment or accolades.

6. Leaders grow personally, managers rely on existing, proven

skills.

Leaders know constant learning is essential to their existence. They remain

curious and seek to remain relevant in an ever-changing world of work.
They seek out people and information that will expand their thinking.
Managers often double down on what made them successful, perfecting
existing skills and adopting proven behaviors.

7. Leaders build relationships, managers build systems and

processes.

Leaders focus on people – all the stakeholders they need to influence in

order to realize their vision. They know who their stakeholders are and
spend most of their time with them. They build loyalty and trust by
consistently keeping up their promise. Managers focus on the structures
necessary to set and achieve goals. They focus on the analytical and ensure
systems are in place to attain the desired outcomes. They work with
individuals and their goals and objectives.

8. Leaders coach, managers direct.

Leaders know that people who work for them have the answers or are able
to find them. They see their people as competent and as havingan important
potential. They resist the temptation to tell their people what to do and how
to do it. Managers assign tasks and provide guidance on how to accomplish
them.

9. Leaders create aadmirers, managers have employees.

Leaders have people who go beyond following them; their followers become
their faithful admirers and fervent promoters – helping them build their
brand and achieve their goals. Their fans help them increase their visibility
and credibility. Managers have staff who follow directions and seek to
please the boss.

Leadership vs. Management

 
What is the difference between management and leadership? It is a question
that has been asked more than once and also answered in different ways. The
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biggest difference between managers and leaders is the way they motivate the
people who work or follow them, and this sets the tone for most other aspects
of what they do.
Many people, by the way, are both. They have management jobs, but they
realize that you cannot buy hearts, especially to follow them down a difficult
path, and so act as leaders too.

Managers have subordinates

By definition, managers have subordinates - unless their title is honorary and
given as a mark of seniority, in which case the title is a misnomer and
their power over others is other than formal authority.
Authoritarian, transactional style
Managers have a position of authority vested in them by the company, and
their subordinates work for them and largely do as they are told. Management
style is transactional, in that the manager tells the subordinate what to do, and
the subordinate does this not because they are a blind robot, but because they
have been promised a reward (at minimum their salary) for doing so.
Work focus
Managers are paid to get things done (they are subordinates too), often within
tight constraints of time and money. They thus naturally pass on this work
focus to their subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from
stable home backgrounds and led relatively normal and comfortable lives.
This leads them to be relatively risk-averse and they will seek to avoid conflict
where possible. In terms of people, they generally like to run a 'happy ship'.

Leaders have followers

Leaders do not have subordinates - at least not when they are leading. Many
organizational leaders do have subordinates, but only because they are also
managers. But when they want to lead, they have to give up formal
authoritarian control, because to lead is to have followers, and following is
always a voluntary activity.
Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You have to
appeal to them, showing how following you will lead them to their hearts'
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desire. They must want to follow you enough to stop what they are doing and
perhaps walk into danger and situations that they would not normally consider
risking.
Leaders with a stronger charisma find it easier to attract people to their cause.
As a part of their persuasion they typically promise transformational benefits,
such that their followers will not just receive extrinsic rewards but will
somehow become better people.
People focus
Although many leaders have a charismatic style to some extent, this does not
require a loud personality. They are always good with people, and quiet styles
that give credit to others (and takes blame on themselves) are very effective at
creating the loyalty that great leaders engender.
Although leaders are good with people, this does not mean they are friendly
with them. In order to keep the mystique of leadership, they often retain a
degree of separation and aloofness.
This does not mean that leaders do not pay attention to tasks - in fact they are
often very achievement-focused. What they do realize, however, is the
importance of enthusing others to work towards their vision.
Seek risk
In the same study that showed managers as risk-averse, leaders appeared
as risk-seeking, although they are not blind thrill-seekers. When pursuing their
vision, they consider it natural to encounter problems and hurdles that must
overcome along the way. They are thus comfortable with risk and will see
routes that others avoid as potential opportunities, and will happily break
rules in order to get things done.

In summary
This table summarizes the differences between being a leader and being a
manager. We should not forget that many people lead and manage at the
same time, and so may display a combination of behaviors.
 

Subject Leader Manager

Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates

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 Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction  Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames