To see for yourself, use these five examples.
“Management is correct; leadership is false” This has marked the gap between management and leadership, as Peter Drucker, the pioneering father of modern management, has shown. And I couldn’t agree more as someone who has researched the relationship between creativity and leadership for a long time. What is the reason? The habits that make someone an effective manager sometimes run contrary to those required for innovation.
Some people suppose you’re also a leader if you’re a boss, normal. That’s not real, however. Another person can make a manager for you. But you can only become a leader for yourself. Furthermore, there are very few good managers as well as leaders.
Successful organizations, together with strong leaders and effective executives, ensure that these capabilities meet the required challenge.
To order to achieve different results, administrators and leaders systematically adopt different strategies.
To order to reduce ambiguity and produce predictable results, administrators want people to follow rules and procedures. This is necessary to maintain or change the status quo slowly. Variability is perceived by managers as a hazard to be minimized. We assess how well everybody complies with the procedure and produce the desired results in order to calculate success.
Leaders then inspire us, in order to achieve something new and better, to take risks and question the state of the situation. In order to pursue creativity, this is important. Leaders view uncertainty as a way to achieve outcomes many people believe to be difficult. They see what the team accomplishes as well as how the team learns to measure success.
So while administrators are trying to comply, leaders are looking to encourage excellence.
Are you a manager—or a leader?
No black and white illumination test to find out if someone is a manager or a manager. However, if you want to understand where the strengths of each of these 5 scenarios are, ask yourself how you would respond to each.
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Imagine spending the day interviewing as the marketing manager for a new business venture. All really go well and you feel like you want to work there. In the last interview of the day with its founder and CEO, you will then learn that the firm still determines whether the position is to be called the vice president or manager. Nevertheless, compensation and work duties would be the same in every respect.
Question: Can you explain why you have a VP title to remind those who you are responsible for the entire marketing operation? Question: How can you tell the CEO, the nature of your work is inconsistent—the ability and support for the team to grow and succeed are what you really want?
Imagine you are involved in a sales conference with colleagues from other industries. The facilitator invites you in a breakout session to discuss the group’s current role.
Question: Do you say to the party, “I’m running a 17-man global $50 million budget sales force?” Or do you say, “I lead a talented group of people trying to expand twice as quickly as the market?”
A manager defines his position on the basis of who and for what he is responsible. A leader defines his position on the basis of what he wants to do.
A manager is motivated by his word. A leader empowers himself by persuading others to do what is necessary.
Imagine the team has worked for a big deadline for a crucial project over the last several months. Sadly, someone on the team comes short–so you’ll miss the target as a team. On the next day, at your weekly staff meeting, you have to face up to the facts and tell your boss.
Question: Do you explain why you skipped the team and who was guilty? Question: Or are you in charge of missing, recognize that the buck stops and explain what you are going to do the next time in a different way?
A boss is responsible for what he says he will do. A leader is responsible for the result.
Imagine you have to meet quarterly targets in an enterprise. Anyone says your team will probably miss your target and need additional resources to finish the research in due course. The President of the company is quarrelling and wondering who can help close the gap.
Question: Do you remain a mother in order to protect the workload and goals of your own team? Or are you willing to share a few of your men, even if it will mean extra work for the rest of the team?
A manager considers resources as his own and protects them. A leader considers the properties as ours and uses them to meet the organization’s greatest need.
Imagine the business is in decline, battling slow sales. The management team wants you to agree to a 5% growth target in order to get your annual bonus. You think that you might have 10 percent growth instead, if your team were to push harder.
Question: Do you do what has been asked to achieve the goal of 5 percent? So — will you make a 10 percent commitment to support the organization in difficult times, and maybe encourage other people to go with it— while putting your bonus at risk?
The top priority of a boss is to achieve his own objectives. The first goal of a leader is to achieve the best outcome.
Both efficient managers and efficient leaders need a good organization. The main thing is to balance the expertise with the need for businesses. One isn’t better than the other, but different things are good. And you need leaders in the area of innovation.
There is no question that it is important for you and your business to excel in a position that compliments your strengths. What boss or chief are you then?