MANAGERS ARE NOT LEADERS -

Situational Variance

PRESENTED BY:
Anwesha Prasad
Rituparna Mozumdar
PGDM- IInd Year
Trimester-V
 Who are Managers ?
A Manager is the person responsible for
planning and directing the work of a group of
individuals, monitoring their work, and taking
corrective action when necessary. For many
people, this is their first step into a
management career.
 Who are Leaders ?
Leading people

Influencing people

Commanding people

Guiding people
 Cont’d
Leader by the position achieved.
Leader by personality, charisma
Leader by moral example.
Leader by power held.
Intellectual leader
Leader because of ability to accomplish things
 Leaders VS. Managers
Managers Leaders
Focus on things Focus on people
Do things right Do the right things
Plan Inspire

Organize Influence
Direct Motivate
Control Build
Follows the rules Shape entities
 Differences Cont’d
The manager administers; the leader innovates.
The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure;
the leader focuses on people.
The manager relies on control; the leader
inspires trust.
 Cont’d
The manager imitates; the leader originates.
The managers only maintain command and
control, many times to their excess, thereby
uninspiring employees; the leaders empower
and inspires their followers.
The manager is the classic good soldier; the
leader is his or her own person.
The managers have employees; the leaders
have followers.
The manager accepts reality; the leader
investigates it
The Most Profound Differentiation
The most profound differentiation between
managers and leaders is the general unwillingness
of managers to lead. They often are unable or
unwilling to make the tough and unpopular
decisions necessary and instead follow the path of
least resistance. Many times this is the result of the
manager's lack of leadership qualities. In other
cases, it's the result of a manager being managed
by a manager, usually a micromanager, rather than
a leader.
 Managers are not necessarily leaders
 Good managers are capable of tracking the
daily, weekly, monthly, quarterly, and yearly
activities of their respective areas of
responsibilities.
 They're good at managing, supporting, and
challenging their employees. They use the
resources they have to their fullest, and
regularly discover new ways to get the most
out of what they already have.
 Cont’d
Leaders, on the other hand, focus on
establishing the plan. They're responsible for
taking the organization on journeys of growth,
change, and development.
Leaders look to the outside for trends,
opportunities, and hazards. They study the
competition; the economy; and the shifts in
cultures, trade practices, religions, ethics,
philosophies, and politics
 Turning managers into leaders
To empower and inspire our managers to become leaders, we must go beyond hiring people
with only fundamental management skills. We must look for candidates who exhibit a great
deal of character and possess above-average leadership qualities in addition to
management skills. The real challenge is one that we all face, at all hiring levels in any
organization—where to find them. And we must be able to recognize them when they are
sitting before us.
Good leaders share many of the same characteristics and attributes. If we look closely
enough at management candidates who possess leadership qualities, we will find these
attributes:
Leaders have vision and are able to communicate the vision to others. Effective
communication is as important as the vision.

They have integrity and are more concerned with doing the right things rather than what is
expedient. Integrity is essential for a leader to have followers.
Leaders also understand that trust is a two-way street. They must trust in themselves and
their employees and they must earn their employees' trust. Leaders let those around them
know and feel the commitment they hold for each employee and the organization. Leaders
show their loyalty to the employees, the managers, and the company as a whole to earn the
employees' loyalty.
 Leadership vs Management
“Leadership and management are two distinctive and complementary
systems of action…… Both are necessary for success in an increasingly
complex and volatile business environment.”
“Strong leadership with weak management is no better, and is sometimes
actually worse, than the reverse.”
“Management is about coping with complexity….. Without good
management, complex enterprises tend to become chaotic… Good
management brings a degree of order and consistency…."
"Leadership, by contrast, is about coping with change…. More change
always demands more leadership.”
“Companies manage complexity by planning and budgeting, by organizing
and staffing, and by controlling and problem solving. In contrast, leading an
organization to constructive change involves setting a direction (developing
a vision of the future and strategies to achieve the vision), aligning people,
and motivating and inspiring them to keep moving in the right direction."
 Bill Drayton, C.E.O. and Founder

 He is a social entrepreneur.
 Bill is also a manager and management consultant - choices that also grow from his
fascination with how human institutions work.
 From 1977 to 1981, Bill served as Assistant Administrator at the U.S. Environmental
Protection Agency where he had lead responsibility in representing the environment in
Administration-wide policy development, notably including budget, energy, and
economic policy.
 After his term at the EPA ended in 1981, he returned to McKinsey half-time and
launched both Ashoka and Save EPA (an association of professional environmental
managers that helped the Congress, press, administration, citizen groups, and public.
 He is the founder and CEO of the Ashoka Table, an indisciplinary weekly forum in the
social sciences.
 Diana Wells, President

 Dr. Diana Wells, President of Ashoka, joined the organization in the 1980s after graduating
from Brown University with a degree in South Asian Studies.
 As an undergraduate, her year-long study abroad in Varanasi, India led her to see the need
for local solutions to solve global problems. This insight brought her to Ashoka and
inspired her to create one of Ashoka's core programs, Fellowship Support Services.
 Having her PhD in hand, Diana returned to Ashoka to provide leadership for the worldwide
process of sourcing and selecting leading social entrepreneurs as Ashoka Fellows.
 She has contributed to the field of social entrepreneurship by implementing a widely
respected tool for "Measuring Effectiveness", which is one of the first standard tools to
measure the impact of social entrepreneurship.
 Most recently, Diana was celebrated as one of 10 winners of the first annual Women to
Watch award, by Running Start, a Washington, DC based organization that empowers
young women to be political leaders
THANK YOU