Comparison Between Managers And Leaders

Published Date: 02 Nov 2017

Introduction

Management and leadership are two vital concepts in the world of businesses. The two concepts usually complement each other and they share numerous elements. Scholars have debated the differences between two concepts (House et al 2004). Some of scholars argue that a leader can be a manager but manager need not necessarily to be a leader whereas others stipulate that a manager has to be a leader. However, Nanus (1992) argue that an individual can be a good manager and at the same time be a fine leader. This is true due to the fact that studies indicate inseparable aspects of the two concepts.

Bass (2005) contends that in the industrial revolution era, the two concepts could be separated due to the fact that managers used to follow orders, assign people duties and organize work.

However, in the contemporary economies, managers cannot always be distinguished from leaders. People not only expect their managers to assign them roles and coordinate the activities, but also to lead and guide them.

Based on Nanus arguments, this paper will evaluate various aspects that make a good manager, a fine leader too. The paper will begin with explaining the differences between management and leadership in order to provide a deeper understanding of the two concepts ( Avolio, Waidman & Einstein 2001).

Management and leadership

Management is defined by Dulewicz (2000) as a realistic step by step process that involves strategizing, budgeting, staffing and structuring jobs, assessing performance and more importantly solving problems. Therefore, scholars argue that management assists a company to predict and project what it should achieve. Often, management endeavors to administer activities of group by type and offer a structure that elaborates the group’s activities. Therefore, it is commonly known that the roles of a manager should be planning and forecasting, organizing, motivating their workers, controlling the activities and developing strategies among others.

Leadership on the other hand is different from management. It is usually linked to taking an entity into the future, looking for opportunities and exploiting those opportunities. Bass (2003) contends that leadership entails vision, empowerment and enhancing constructive change. Scholars argue that leadership does not revolve around an individual’s attributes; rather it is about his or her behavior. Therefore, in the contemporary world whereby the world is ever changing, leadership becomes an imperative aspect (Bennis, & Nanus 2009).

Qualities of a Manager

A good manager is said to be a true copy of a good leader. He or she is in charge of communicating various organizational philosophies, company’s rules and guidelines to individual workers and making sure that they stand for them. It is worth noting that the link between a manger and his or her employees are settled on a hierarchical system of management, and hardly through individual ones. Managers are usually responsible for the running of daily company’s operations, therefore, the mechanism of the operation are well monitored. They are commonly more troubled by the idea of achieving, for instanced the quarterly targets, thus they mostly base their decisions on those estimates. Good managers are usually seen as good soldiers due to the fact that they seldom question the company executive’s decisions; therefore, they only serve to implement the company’s activities based on its policies (Bentz 2007).

Qualities of a Leader

In contrast to a manager, the major focus of a leader is on interpersonal relationships between the employees and other vital contacts in other entities. A leader is also interested in encouraging and promising employees within the organization in order to promote improvements. The decisions of a leader are often based on reports from the heads of the department in order to evaluate the entire entity’s conditions and prospective strategies. Huber (2007) argues that a good leader is also prepared to disregard the organization’s quarterly targets for some quarters and instead make investments for a long-term prospective growth. Scholars stipulate that a good leader is fearless innovator. This means that he or she should be able to defy the status quo. A leader should not be scared to take high risks in the pursuit of excellent outcomes for the benefit of the customers, workers and all the stakeholders Bass (2005).

Comparison between Managers and Leaders

It is recognized that a manager is concerned about two questions, that is, how and when. On the other hand, a leader is concerned on what and why question. One would therefore agree with Nanus that a good manager can be a fine leader if he considers answering all these questions when executing a company’s activities. In many organizations, leaders and managers undertake similar roles. Nevertheless, Barron (2006) argues that if a business leader basically manages an entity instead of challenging its exact prospects, then the company might fall behind others in the industry it operates. Equally, if the managers disregard their limits and endeavor to revolt against the organization, they risk losing their jobs. There are some cases whereby the micromanagement is imperative in order to capitalize on good organization, nurture employees’ skills and organize workers. Therefore, organized and tough managers are essential in order to avoid high turnover rates as well as brain drain highly skilled workers. A good manager can be a good leader and therefore stay in the front to guide the employees and he/she should be conversant with every element of an entity. Such an individual is able to lead through inspiration instead of pressurizing through hierarchical organization. A good manager who achieves a status of a fine leader has the capacity to lead employees efficiently and draw on the proper energy and knowledge of each important person in the organization. However, Bass & Yammarino (2004) noted that many managers struggle in their entire careers to attain without success.

Qualities that make a good manager a fine leader

It is important to recognize that a good manager is not necessarily a good leader. Numerous individuals usually mistake being a good leader for a good manager and vice versa. However, managing is made up of three crucial roles required in a leader in order to enhance success in an organization. The three roles of a leader include being a critical thinker, a leader should be able to do away with emotion and evaluate options or rather assess all the possible alternatives of solving problems as well as on ways in which a department, company or a project can move forward (Gough 1999).  The capacity to effectively solve issues and sustain a good leadership position is what makes one a good manager as well as a fine leader (Albright, Kenny & Malloy 2003).

A manager has the capacity to execute procedures of an entity effectively in order to attain the desired outcome. Such role entails staffing and preparation. A good manager can be a good leader if he/she can become a good coach. For a good manager to be considered a fine leader, he/she should be able to understand people’s strengths and weaknesses and develop a very enabling environment whereby everyone can exploit his or her potentials.  It should be noted that coaching is not necessarily about changing individuals.  Leaders are supposed to develop many opportunities as well as environments where success can be attained. American Psychiatric Association (2004) argue that people must have the urge to succeed and therefore, given the right environment, they can do whatever it takes to attain the best outcomes. Therefore, if a good manager is able to encourage and motivate the employees to achieve the highest potential, then they are considered fine leaders.

Scholars have agreed that a good manager can be considered to be a fine leader if he/ she has all the qualities of both a leader and a manager.

Managers have subordinates

It is widely recognized that managers usually have subordinates. The only exception is a situation where they have a honorary title that has been offered to symbolize seniority. Having subordinates shows that one is able to lead others by giving guidelines to those below him/her (Atwater & Yammarino 2002).

Having emotional intelligence

Researchers argue that most good leaders are also good managers if they have a high degree of emotional intelligence. A good manager should have both high intelligent quotients and technical skills. This is also similar to a good leader. These aspects are vital components of a good leader but only as threshold capabilities. Bass (2003) indicates that emotional intelligence is the most vital aspect of leadership. Without emotional intelligent, an manager may be trained and become the best in the world, an insightful, have analytical mind, and develop never-ending supply of well turned-out ideas, however, he still cannot make a good leader (Bennis, & Nanus 2009). Avolio, Waidman & Einstein (2001) focused on the way in which emotional intelligence works to assist individuals carry out their roles both as managers and leaders. They assessed the link between emotional intelligence and valuable performance, particularly in leaders. Fascinatingly, they observed the way in which emotional intelligence portrays itself on management and leadership.

Barron (2006) found out that numerous multinational organizations employ trained psychologists in order to develop what competency models that would assist the organizations to train, identify and promote people who are in managerial positions. The scholars evaluated competency models from one hundred and eighty eight organizations, most of which were huge and blue-chips. They included LG and Samsung. In the research, the main purpose was to determine which individual ability drove exceptional performance within the entities in both managers and leaders (Barron 2006). They put together abilities into three main categories: solely technical skills which entailed business planning and strategies. The other type was on the cognitive skills such as people’s analytical interpretation. The third category was on competencies which indicated emotional intelligence, and this the capacity to work together with others and efficiency in spearheading change. It was therefore determined that, an individual who has emotional intelligence is able to be both a good manager and a good leader (Bass, Avolio, & Goodheim 2001).

Having effective Communication skills

It is widely recognized that a good leader has good communication skills. Mullins (2001) stipulates that there are managers who do not embrace communication. Instead, they usually have assistants who communicate on their behalf. However, Dulewicz (2000) acknowledges that communication is an attribute that every good leader must have. Therefore, a good manager can also be a good leader if he/she is a good communicator. He or she should always communicate the objectives of the entity to the employees. As a result, such leaders are able to see how their personal and departmental objectives support and put in to the entire outcome.

Having assertive skills

Beardwell and Holden (2001) contend that a good manager can only be considered to be a fine leader if he or she has effective assertive skills. As a great manager and a good leader, one should assess the skills, knowledge and capabilities of their subordinates. Additionally, they need to effectively correct their employees and guide them without necessarily criticizing them. In such ways, the workers feel appreciated as they improve their skills for a common good. Additionally, with assertive skills, managers are able to assign duties and responsibilities to suitable members of a team based on their abilities. The overall effect is an improved performance.

Empowering Employees

Scholars agree that good managers should encourage the employees to take charge of the duties they assign to them. However, it takes more than management skills to encourage employees to work effectively. A manager who has leadership qualities is able to empower employees to undertake their duties effectively. Good managers with leadership qualities often facilitate a learning process of their employees. Such managers appreciated the power of delegation of duties. Good managers usually plan effectively, therefore, they have no problem deciding what should be delegated, whom to delegate and more importantly the time that should be allocated to every individual who would undertake a particular task. Mullins (2001) acknowledges that managers who are good leaders are able to nurture other people to become managers. Therefore, a manager who empowers the employee can certainly be termed as a good leader.

Interaction skills

Certainly, a manager who has effectively handles people can be considered a good leader. Yukl (2002) argues that good managers get along with their subjects and they are able to get the best out of them. This goes beyond planning and organizing. It therefore becomes a leadership aspect. Such leaders familiarize their teams with the change processes that are in place, communicate important information and support performance expectations on the work the employees have been allocated. Managers who are good leaders recognize training requirements and offer review based on the feedback (Yukl 2002). Eventually, a great manager is someone who has an ability to foster teamwork among the employees. Additionally, they handle individuals with refinement and ease, showing care and compassion. This encourages them to attain their goals as they attain the goals of the company. To wrap it up, a good leader can be considered to be a good manager if he or she allows the team to thrive and develops value to each person and the company.

Conflict resolution

Apart from managing the affairs of the entity, a good manager can be a fine leader if he or she has conflict solving attributes. It is vital to appreciate that teams and an organization at large comprises of individuals who come from diverse mind sets as well as backgrounds. Ropo and Parviainen (2001) argue that resolution of conflict through effective interpersonal skills is an imperative responsibility of a leader. Therefore, a good manager who has effective conflict resolution skills can be considered a good leader (Rueb & Foti 1990).

Motivates the employees

Offermann & Gowing (1990) noted that managers are confronted by the issue of performance especially in the verge of meeting their targets. However, due to the fact that human capital is the most vital assets of the companies, it would take a good manager who assumes a role of a leader to bring motivation to the employees in order to attain the objectives. Therefore, Boyatzis Stubs et al (2002) considered rewarding employees an important aspect in enhancing performance. A good manger should highlight workers’ accomplishment to the top executives and assist them to be recognized so that they can be rewarded accordingly. With such motivation, the manager exhibit qualities of a good leader (Alimo-Metcalfe and Alban-Metcalfe 2001). Besides managing, motivating and using the resources of an organization to scale up business, good managers are able to effectively overcome the setbacks, disappointments and unanticipated challenges (Howard & Bray 2001).

During difficult situations, managers can only portray to be good leaders if they effectively communicate all the facts to the company and workers despite how unpleasant they may be. Managers can be good leaders if they have the capacity to deal with rough challenges and at the same time mentor others to withstand the crisis (Zaccaro, Foti & Kenny 1991).  

Ross& Offermann (1991) argues that entities that have thinking managers are considered to have great leaders in them. These managers have the ability to think through situations and come up with numerous alternative solutions and strategies during difficult situations. This enhances business continuity of organization under consideration. As a result, such managers introduces numerous innovations, thus gives the entity a competitive over its competitors (Beardwell and Holden 2001).

Each senior position goes through four imperative phases; hiring, inspiration, admiration and retire. A good manager needs to inspire individuals to formulate goals and work towards attaining them. Whenever the managers succeed in inspiring the employees, they become admired at the end of their management periods. Lindenfield (2000) contend that most good managers are good leaders due to the fact that put the right vision in place; they are able to manage individual and organizational priorities. Additionally, and most importantly they help the company nurture more good mangers and leaders (Boyatzis Stubs et al 2002).

Management leadership

It is beyond doubts that managers like considering themselves as leaders since they see themselves as people in command. It is true that leadership entails involves using formal authority such as control, coordination and giving directions. This has attracted many scholars to differentiate between headship and leadership. Mullins (2001) states that if managers depend on formal ranks and their authority, and then they could be said to practice headship. Leadership on the other hand needs the authority that is unreservedly given by followers. Therefore leaders have influence. Beardwell and Holden (2001) argue that headship can enable a manager to get the task accomplished by only securing compliance, but not interest and identification of individuals therefore, most scholars view that it is only managers who have qualities of a leader that can perform their duties effectively both as manager and leaders (Gough 1999).

Conclusion

Management and leadership are two important aspects. Despite the debates that seek to distinguish between managers and leaders, most scholars agree that a good manager should have the qualities of a leader. Management is one component of leadership; however, leadership is a broader concept. Managers who are able to think critically and have emotional intelligence are said to make good leaders. Additionally, managers who communicate effectively, have assertive skills and are able to motivate and empower employees are said to be good leaders. Moreover, good interpersonal and conflict resolution skills can make a good manager a fine leader. It should be noted that a leader commands influence, thus a good manager can be a fine leader especially if he or she has all qualities of leadership which enables him/her command respect from the employees.