A Reflection: Do we need Leaders or Managers?
Exploring the Leader vs. Manager Discourse
The debate between leaders and managers is not new. My course participants often hold strong opinions on the topic, and they are not alone. This subject has sparked extensive discussion among academics and consultants, leading to countless books and articles.
In this post, I will distill my thoughts, drawing from literature and my own experience working with managers and leaders across large multinational companies, small businesses, and various sectors including private, government, and non-profit.
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The Visionary Entrepreneur
Imagine an entrepreneur who has identified a groundbreaking product or service. They are convinced it will solve a significant problem and believe customers will eagerly buy it. Obsessed with their idea, they think about it constantly and try to persuade everyone they meet of its value. They find people to help develop it, write about it, and explain its benefits to potential customers. Driven and single-minded, they often dismiss potential pitfalls or competitors.
This person is visionary and possibly charismatic. However, do they exhibit qualities typically associated with leaders, such as listening to other points of view, organizing work responsibilities, and delegating tasks? Probably not. They might excel at fundraising, developing external relationships, and possess excellent technical skills. Are they a manager or a leader?
The Effective Manager
Now picture someone in a company or division with around 300 employees and 12 direct reports. They are part of a decision-making management team and have a clear understanding of the organization’s short, medium, and long-term goals. They are adept at securing resources—budgets, people, facilities, and technology—to meet their departmental objectives. They communicate effectively, set individual goals, provide constructive feedback, and ensure employees have the right amount of work. They build strong relationships with customers and suppliers, embodying the model employee. Do they display characteristics of a manager or a leader?
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Defining Leaders and Managers
Roffey Park Management School defines leaders as those who “do the right thing” while managers “do things right.” Leaders hold senior decision-making roles, determining organizational aims and ensuring sustainable strategies. Managers make things happen through their abilities and those of others, setting objectives, planning, delegating, and monitoring progress. Both roles require strong people skills, including listening, communicating, developing staff capabilities, and assigning tasks appropriately.
The Integration of Roles
Henry Mintzberg, a renowned management guru, defined ten managerial roles that fall into three categories: interpersonal, informational, and decisional. These roles span both managerial and leadership categories, acknowledging that managers also need leadership skills. Reflecting on the two examples, consider whether the entrepreneur possesses any managerial capabilities. Similarly, does the manager in the second example demonstrate any leadership qualities? These questions offer food for thought.
Conclusion
The distinction between leaders and managers continues to evoke discussion and analysis. Both roles are crucial for the success of any organization, requiring a blend of vision, execution, and people skills. By examining these roles more closely, we can better understand the unique contributions of leaders and managers and recognize the importance of developing both sets of skills within our organizations.
If you’re interested in exploring this topic further, consider enrolling in one of our courses. They provide an in-depth look at the dynamics of leadership and management, equipping you with the tools to excel in both roles.
