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Management - Vikhanskiy OS

1.3. Leader and manager

Leadership is not management. Management focuses on ensuring that people do things right, and leadership - on making people do the right things.

The difference between the leader and the manager is held in many positions (Table 11.1). An effective manager is not necessarily an effective leader, and vice versa. Their main characteristics are as if in different dimensions.

Table 11.1.

The difference between a manager and a leader

A manager is a person who directs the work of others and bears personal responsibility for its results. A good manager brings order and consistency into the work performed. His interaction with subordinates, he builds more on the facts and within the established goals. The leader inspires people and inspires enthusiasm in the workers, conveying to them their vision of the future and helping them to adapt to the new, pass the stage of change.

Managers tend to take a passive attitude toward goals. More often than not, they are necessarily guided by someone's set goals and do not practically use them to make changes. Leaders, on the contrary, set their own goals and use them to change the attitude of people to business.

Managers tend to develop their actions in detail and in time, plan to attract and use the necessary resources in order to maintain organizational effectiveness. Leaders achieve the same or more by developing a vision for the future and ways to achieve it, without delving into operational details and routine.

Managers prefer order in interaction with subordinates. They build their relationships with them according to the roles that subordinates play in the programmed chain of events or in the formal process of making and implementing decisions. This is largely due to the fact that managers see themselves as a certain part of the organization or members of a special social institution. Leaders select and hold people who understand and share their views and ideas reflected in the leadership vision. Leaders take into account the needs of workers, the values ​​they perceive and the emotions that drive them. Leaders are inclined to use emotions and intuition and are always ready to evoke in their followers strong feelings, such as love and hate. Leaders do not associate respect for themselves with belonging to a particular organization.

Managers ensure achievement of goals by subordinates, controlling their behavior and reacting to each deviation from the plan. Leaders build their relationships with their subordinates on trust, motivating and inspiring them. They place trust in the basis of group, teamwork.

Using their professionalism, various abilities and skills, managers concentrate their efforts in the field of decision-making. They are trying to narrow the set of ways to solve the problem. Decisions are often made on the basis of past experience. Leaders, in contrast, make constant attempts to develop new and ambiguous solutions to the problem. And most importantly, after the problem is solved by them, the leaders take the risk and burden of identifying new problems, especially in those cases where there are significant opportunities for obtaining appropriate remuneration.

Obviously, in practice, there is no perfect observance of these two types of management relations. Studies show that a significant group of managers in many ways have leadership qualities. However, the reverse option is less common in real life.