Managers vs. Leaders: Different but Equally Important

The important roles of manager and leader are often thought of as being interchangeable. While interconnected, the two are slightly different. The purpose of this article is to discuss key differences between managers and leaders, as well as provide strategies and best practices to enhance manager and leadership capacity within an organization or community.

Managers and Leaders: What is the Difference?

Management is characterized by a focus on the process and the present. Simonet and Tett (2012) describe management as, "providing order and consistency and helping organizations run smoothly; planning and budgeting, organizing and staffing, controlling and problem solving; having a reactive attitude toward problems and goals." This definition suggests that managers are more focused on maintaining function within the organization than providing inspiration or vision for future innovation.

Leadership is characterized by the focus on innovation and the future. In the same article, Simonet and Tett (2012) describe leadership as, "producing change and movement by influencing others to attain goals; establishing direction, and aligning, motivating, and inspiring people; taking an active and visionary stance toward problems and goals; seeking risk and showing empathy toward others." This definition suggests that leaders are more focused on creating change through bold vision, the development of strong interpersonal relationships, building capacity, and inspiring others.

Adapted from Northouse, (2007), Lunenburg, (2011), and Simonet and Tett, (2012)

In our community or organization, we may be required to fill the role of manager or leader. Understanding key differences between the two roles is the first step toward the ability to effectively transition between them. The next step is developing and applying strategies to fulfill the responsibilities of each role. This step starts with improving our management and leadership toolkits.

Improving our Managing Toolkit

Andersen et al. (2009) outlined three important components of project managing: planning, organization, and control. Below are some strategies to make sure we address these three key components:

• Use group planning and involve as many participants as possible in the design and development process.
• Divide the planning process into two stages: the "what" stage and the "how" stage. The "what" stage is the goal planning stage, the determination of what the project's overall goal and objective will be. The "how" stage is the activity planning stage, the creation of the activities that will lead to achieving the project goals.
• Identify multiple pathways to achieve the intended goal at the different stages of the project. This will help us adjust future project steps and timely address complications.
• Divide large projects into parts and ensure that each activity ties to distinct milestones in the project plan.
• Create responsibility descriptions for each team member in the project that outline that person's specific role within the activity and the specific tasks they are responsible for.
• Create reporting schedules to keep track of individual and group progress for each activity. Make sure to schedule them at regular intervals so that you do not fall behind.

Improving our Leadership Toolkit

We have adapted some best practices from Coetzer et al. (2017) that may help you improve your leadership capacity.

• Be authentic and consistent with your behavior. Do not be afraid to show your true feelings and motivations for the actions you take.
• Practice humility. Be modest and aware of your own limitations. Try to act without ego and recognize the skills of your followers.
• Show compassion for your followers. Be proactive in praising the work done by others. Take the time to develop personal relationships when possible with your followers and be attentive to challenges and difficulties they may face.
• Be altruistic as much as possible. When possible, put the needs of your followers ahead of your own. Look to empower your followers by serving their needs.
• Be an active listener. Ask questions to gain perspective and pay attention to both what is said and unsaid by followers. When conducting project meetings, make sure to provide time for followers to reflect on what was said and encourage feedback.

We hope that by using the strategies and best practices presented, you will feel more prepared and confident to serve in either a management or leadership role in your organization's next project.

References

Andersen, E. S., Grude, K., & Haug, T. (2009). Goal Directed Project Management: Effective techniques and strategies (4th ed.). Kogan Page.

Coetzer, M., Bussin, M., & Geldenhuys, M. (2017). The Functions of a Servant Leader. Administrative Sciences, 7(1), 5. 

Lunenburg, F. C. (2011). Leadership versus Management: A Key Distinction—At Least in Theory. International Journal of Management, Business, and Administration, 14 (1), 1-4.

Northouse, P. (2007). Leadership: theory and practice. Thousand Oaks, CA: Sage Publications.

Simonet, D. V. & Tett, R. P. (2012). Five Perspectives on the Leadership–Management Relationship. Journal of Leadership & Organizational Studies, 20 (2), 199-213.