I have long looked at and tried to describe the difference between managers and leaders. As you point out, the terms are not synonymous which led me to reject the term manager. Management requires dictating someone else’s vision and closely monitoring the activities of subordinates, while leadership requires crafting of and communicating a vision. This has always been the difference in my head and I believe you picked up on similar concepts. What I couldn’t help but think about in reading your post, however, is something that has been on my mind lately. While leadership and management are different, leaders should not completely reject the need to sometimes manage.
Koontz (1964) posits these two terms are different but leadership is a requirement of management. While that is possible, I think of it the other way around; management is sometimes required of leadership. To understand this it is important to point out the difference. Managers are seen as implementers while leaders are seen as the visionaries (McCartney & Campbell, 2006), but this puts sole emphasis on the leader which is contrary to the thought that the leadership equation involves the followers and the situation, too (PSU WC, 2020). When we bring in the followers can step back to ask what it is they need. Yes, oftentimes the answer is leadership. Followers want someone to set and communicate a strong vision. Followers want a leader who allows them take the lead from time to time, like the birds flocking your post. However, sometimes a follower needs a manager. When a team member is lost and can’t find the way, isn’t it necessary for a leader to sit beside them and help provide specific instructions? Sure, once redirected, a follower needs a leader to step back so that they can flourish, but a leader who only knows how to sit back and allow the team to take the lead is not truly a leader.
While I fully support that there is a transition necessary for a manager to become a leader, I also believe a leader cannot forget when it is necessary to step up and help manage a situation.
References
Koontz, H. (1964). Toward a United Theory of Management, McGraw-Hill Book Company. New York, NY.
Tracy Wise says
I have long looked at and tried to describe the difference between managers and leaders. As you point out, the terms are not synonymous which led me to reject the term manager. Management requires dictating someone else’s vision and closely monitoring the activities of subordinates, while leadership requires crafting of and communicating a vision. This has always been the difference in my head and I believe you picked up on similar concepts. What I couldn’t help but think about in reading your post, however, is something that has been on my mind lately. While leadership and management are different, leaders should not completely reject the need to sometimes manage.
Koontz (1964) posits these two terms are different but leadership is a requirement of management. While that is possible, I think of it the other way around; management is sometimes required of leadership. To understand this it is important to point out the difference. Managers are seen as implementers while leaders are seen as the visionaries (McCartney & Campbell, 2006), but this puts sole emphasis on the leader which is contrary to the thought that the leadership equation involves the followers and the situation, too (PSU WC, 2020). When we bring in the followers can step back to ask what it is they need. Yes, oftentimes the answer is leadership. Followers want someone to set and communicate a strong vision. Followers want a leader who allows them take the lead from time to time, like the birds flocking your post. However, sometimes a follower needs a manager. When a team member is lost and can’t find the way, isn’t it necessary for a leader to sit beside them and help provide specific instructions? Sure, once redirected, a follower needs a leader to step back so that they can flourish, but a leader who only knows how to sit back and allow the team to take the lead is not truly a leader.
While I fully support that there is a transition necessary for a manager to become a leader, I also believe a leader cannot forget when it is necessary to step up and help manage a situation.
References
Koontz, H. (1964). Toward a United Theory of Management, McGraw-Hill Book Company. New York, NY.
McCartney, W. W., & Campbell, C. R. (2006). Leadership, management, and derailment: A model of individual success and failure. Leadership & Organization Development Journal, 27(3), 190-202. Retrieved from: http://dx.doi.org.ezaccess.libraries.psu.edu/10.1108/01437730610657712