MANAGERS AND LEADERS; ARE THEY DIFFERENT?

The management process involves assessing a situation rationally and selecting goals and purposes (what do we need to do?). The development of strategies to achieve these goals, the marshaling of the required resources; the rational design, organization, and control of the activities needed to attain the selected purposes, and finally, motivating and rewarding the people for doing the work."

Leading is the continuous process of making choices so the organization can achieve its objectives. Leaders in modern organizations are more concerned with maintaining the operational efficiency of decision-making systems than with making personal decisions.

The objective of a manager is to ensure efficiency, effectiveness, and a timely flow of work. Managers set performance objectives with their staff, prepare budgets, review cash flow projections, develop action plans, and evaluate programs of fundraising strategies.

A leader is a visionary inspiring others to succeed. You are leading if you share your vision for your organization or bring staff and people together to design a program, develop a strategy, or resolve a problem. A leader motivates teams and people, serves as a role model, inspires cooperation, builds community and capacity inside and outside the organization, and creates a learning environment where individuals feel free to grow and develop.

DIFFERENCE BETWEEN THE TWO:

A manager's first concern is how to do work. On the other hand, leadership involves intangibles such as establishing values and creating social environments where mutual goals are shared. In addition, management focuses on the present, whereas leadership focuses on the future. Third, management is concerned with making complex systems run smoothly. A leader is responsible for guiding an organization through a period of changes concerned with making complex systems run smoothly.

Subordinates vs Followers

Subordinates

In theory, managers have subordinates unless their titles are honorary and given as a mark of seniority. In this case, the headers are misnomers, and their authority over others is not formal.

The followers of a leader

?In contrast, when leaders are in charge, they do not have subordinates. Many organizational leaders have associates, but only because they are managers. They must give up authority to lead because leading requires followers, and the following is always voluntary.

Facilitative vs Involved decision making

Facilitative

When it comes to decision making, a manager’s role is more facilitative in the sense that the decision is made without the involvement of their peers and subordinates. A manager takes the easy way out when it comes to making a decision. What the manager feels is right, a decision would be made on that basis instead of consulting with the employees who are actually involved in carrying out the decision.

Involved

A leader on the other hand involves the people that the decision would be affecting in the decision-making process. By doing this, the leader gets to know how a decision could potentially affect the team. The valuable insight provided by the followers of the leader will help in making the most effective decision that would enhance productivity and morale.

Authoritarian style vs Transformational

Transactional, authoritarian style

A manager is vested with authority by the company, and their subordinates work for them and follow their orders. In a transactional management style, the manager tells the assistant what to do, and the attendant does it because they've been promised a reward (at least their salary) for doing so.

Transformational and charismatic

?Telling people what to do won't inspire them to follow you. They must see how following them will lead to their hearts' desires. If they want to keep up with you, they may stop what they are doing and possibly walk into danger and situations they would not typically risk.

Focus on work vs Focus on people

Focus on work

The manager's job is to get things done (they are a subordinate as well), often within tight budgets and timelines. Consequently, they naturally pass this focus on to their subordinates where the main goal is only getting the work done. This mindset can be counterproductive in the long-run wherein the workforce feels too pressurized and will get worn out quickly.

Focused attention on people

?The charismatic style of many leaders does not require a loud personality. They are always helpful to people, and their quiet techniques that give credit to others are very effective at building loyalty.

Comfort-zone vs Risk seeking

Seeking comfort

Managers are generally risk-averse and avoid conflict wherever possible.

Risk seekers'

It is natural for them to encounter problems and hurdles along the way as they pursue their vision. As well as being comfortable with risk, they will see routes others avoid as potential opportunities for advantage. They will be okay with breaking the rules to accomplish their goals.

Leadership and management can work in different capacities yet play a similar roles in organizational development. Leadership is only possible with the development of a systems-based management structure. The administration couldn't have been supported without the work of leadership as the backbone of its ideals.