Differentiating Leaders from Managers (Updated 5/31/2009, Original 11/9/2006 by TQM Doctor)
The difference between a manager and a leader does not lie within a job description as neither descriptor is mutually exclusive of the other. An individual is one, the other, or both based on personal characteristics and actions. Consider the differences between a leader and manager in the areas of strategy and motivation.
On Strategy. Unlike the manager, the leader must understand reality as it truly is, create the right strategy of responses and ensure those responses are implemented quickly and effectively (Tichy & Cohen, 2003). We can liken the difference between a leader and a manager to the difference between the ship captain and his pilot. The captain must understand exactly where his ship is, determine the destination, and plot the best course under known conditions to get his ship and crew to the next destination. Like the manager, the duty of the pilot is to maneuver the ship according to the course defined by the captain. Throughout the voyage, the captain ensures the ship makes headway as planned. Upon encountering foul weather, the captain plots course corrections as required and ensures his pilot understands and follows the corrections. The pilot deals with the day-to-day complexity of applied navigation while the captain deals with change (Kotter, 2003).
On Motivation. Having already formed a vision, the leader takes every opportunity to infect others with her enthusiasm thereby aligning opinions toward the vision (Tichy & Cohen, 2003). Two of the methods described by Kotter (2003) that leaders use to infect others include always describing the vision in terms of the values of those the leader wishes to influence, thereby making the vision important to those the leader is addressing. A leader will also give her people a sense of control by asking others within the organization to assist in deciding how to achieve the vision. In opposition to the role of leadership, the good manager manages the tasks of an organization aligned with the vision set by the leader.
The most effective manager is also a leader.
References
Kotter, J. P. (2003). What leaders really do. In Business leadership: A Jossey-Bass reader (pp. 29-43). San Francisco: Wiley.
Tichy, N. M., & Cohen, E. (2003). Why are leaders important? In Business leadership: A Jossey-Bass reader (pp. 4-28). San Francisco: Wiley.