Dear friends,
There is often confusion among managers regarding the distinctions between management and leadership. In this presentation, I have attempted to clarify the concepts. I hope you find it useful. Please let me know your thoughts on it and what can be improved.
Regards, Amar Bir Singh Training Manager
From India, New delhi
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187There is often confusion among managers regarding the distinctions between management and leadership. In this presentation, I have attempted to clarify the concepts. I hope you find it useful. Please let me know your thoughts on it and what can be improved.
Regards, Amar Bir Singh Training Manager
From India, New delhi
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Hi Amar,
The one thing that distinguishes leadership and management is the degree of vision. Leaders set the vision, which is made of core ideology and envisioned future, and the leader will then inspire the managers to achieve the mission by developing strategies that will accomplish the right thing that will propel the organization towards the envisioned future:
CORE IDEOLOGY
• Core values
• Core purpose
ENVISIONED FUTURE
• 10-30 Year BHAG
(Big, Hairy, and Audacious Goal )
• Vivid description
Managers who think they are leaders with values and purpose that are out of sync with the organizational ideology would spread dissension and become a nuisance. Effective managers will innovate ways of achieving the leader's mission. All can't be Gandhi jis, Richard Bransons or David Packards of the world. A manager's job is evaluated annually, while the leaders job is evaluated by history. There will be one leader for one organization over its long existence if the vision is purposeful and beneficial, while there will be many managers during the organization's life. Leaders are remembered and Managers are forgotten. This is the truth of the corporate world as there are only few people the world can acknowledge as true leaders, while there are millions of managers. How a leader inspires managers and employees can be seen from the words of David Packard (September 7, 1912 – March 26, 1996) who was a co-founder of Hewlett-Packard (1939), serving as president (1947–1964), CEO (1964–1968). He said the following in delivering an address aimed at employees of Hewlett Packard:
I want to discuss why a company exists in the first place. In other words, why are we here? I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company's existence, we have to go deeper and find the real reasons for our being. As we investigate this, we inevitably come to the conclusion that a group of people get together and exist as an institution that we call a company so that they are able to accomplish something collectively that they could not accomplish separately and make a contribution to society, a phrase that sounds trite, but is fundamental...... You can look around (in the general business world), and see people who are interested in money and nothing else, but the underlying drives come largely from a desire to do something else: to make a product, to give a service generally to do something which is of value.
Managers who think they're leaders cause more problems than solutions by working at cross-purposes trying to prove the leaders wrong. Managers can be developed but visionaries are born. A leader will envision a future that a manager can only see if he or she follows the leadership. The moment you do not share the leader's vision, a manager is doomed.
From Maldives, Male
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The one thing that distinguishes leadership and management is the degree of vision. Leaders set the vision, which is made of core ideology and envisioned future, and the leader will then inspire the managers to achieve the mission by developing strategies that will accomplish the right thing that will propel the organization towards the envisioned future:
CORE IDEOLOGY
• Core values
• Core purpose
ENVISIONED FUTURE
• 10-30 Year BHAG
(Big, Hairy, and Audacious Goal )
• Vivid description
Managers who think they are leaders with values and purpose that are out of sync with the organizational ideology would spread dissension and become a nuisance. Effective managers will innovate ways of achieving the leader's mission. All can't be Gandhi jis, Richard Bransons or David Packards of the world. A manager's job is evaluated annually, while the leaders job is evaluated by history. There will be one leader for one organization over its long existence if the vision is purposeful and beneficial, while there will be many managers during the organization's life. Leaders are remembered and Managers are forgotten. This is the truth of the corporate world as there are only few people the world can acknowledge as true leaders, while there are millions of managers. How a leader inspires managers and employees can be seen from the words of David Packard (September 7, 1912 – March 26, 1996) who was a co-founder of Hewlett-Packard (1939), serving as president (1947–1964), CEO (1964–1968). He said the following in delivering an address aimed at employees of Hewlett Packard:
I want to discuss why a company exists in the first place. In other words, why are we here? I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company's existence, we have to go deeper and find the real reasons for our being. As we investigate this, we inevitably come to the conclusion that a group of people get together and exist as an institution that we call a company so that they are able to accomplish something collectively that they could not accomplish separately and make a contribution to society, a phrase that sounds trite, but is fundamental...... You can look around (in the general business world), and see people who are interested in money and nothing else, but the underlying drives come largely from a desire to do something else: to make a product, to give a service generally to do something which is of value.
Managers who think they're leaders cause more problems than solutions by working at cross-purposes trying to prove the leaders wrong. Managers can be developed but visionaries are born. A leader will envision a future that a manager can only see if he or she follows the leadership. The moment you do not share the leader's vision, a manager is doomed.
From Maldives, Male
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In addition to the comments above, you may appreciate that a leader requires followers (i.e., subordinates), while a manager (examples: Manager of Finance, Manager of Sales of a territory/region, Manager of Audit & Compliance, Marketing Manager, etc.) may not always have subordinates. Thus, a manager is responsible for effectively managing a function (with or without any team), while a leader has to essentially manage people, in addition to other resources, to produce business results.
Leaders, as per my definition, are the 'owners of failures' in an organization and always pass on the 'credit for success' to their teams. When a manager (having a team) follows this principle, he/she can be legitimately termed as a leader. This definition is based on four decades of my experience, both in the armed forces and in the corporate world, but is open to discussion.
From India, Delhi
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Leaders, as per my definition, are the 'owners of failures' in an organization and always pass on the 'credit for success' to their teams. When a manager (having a team) follows this principle, he/she can be legitimately termed as a leader. This definition is based on four decades of my experience, both in the armed forces and in the corporate world, but is open to discussion.
From India, Delhi
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Hi Amar,
Thanks for the very good material on Leader & Manager. Do you have any assessment sheet or process that will help an individual do a self-assessment to understand on which track he or she is? Some case studies as examples; which show what a manager would be doing in a situation and how differently a leader will behave for the same situation would be very helpful.
Please keep sharing such motivational presentations. Thanks.
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Thanks for the very good material on Leader & Manager. Do you have any assessment sheet or process that will help an individual do a self-assessment to understand on which track he or she is? Some case studies as examples; which show what a manager would be doing in a situation and how differently a leader will behave for the same situation would be very helpful.
Please keep sharing such motivational presentations. Thanks.
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Dear Mr. Amar,
You have done a wonderful presentation, and it is really appreciable. While seconding the comments of fellow citehr patrons, I would like to submit the following:
"While a manager is appointed to control their team, he/she is assigned specific tasks for a stipulated span. A leader emerges from the team and has the option of withdrawing from the team once the mission is accomplished."
Regards,
Balamurugan Sivaprakasam
From India, Madras
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You have done a wonderful presentation, and it is really appreciable. While seconding the comments of fellow citehr patrons, I would like to submit the following:
"While a manager is appointed to control their team, he/she is assigned specific tasks for a stipulated span. A leader emerges from the team and has the option of withdrawing from the team once the mission is accomplished."
Regards,
Balamurugan Sivaprakasam
From India, Madras
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Hi Amar,
Thank you for the excellent presentation. Managers work effectively within their area of influence and may have limited impact on areas of concern. Conversely, leaders have a broader sphere of influence that extends beyond their areas of concern.
Thanks again for the informative presentation.
Regards, Sudhir
From India, Vadodara
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Thank you for the excellent presentation. Managers work effectively within their area of influence and may have limited impact on areas of concern. Conversely, leaders have a broader sphere of influence that extends beyond their areas of concern.
Thanks again for the informative presentation.
Regards, Sudhir
From India, Vadodara
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