Leadership vs Management
Leadership vs. Management: What are the Characteristics of a Leader and a Manager
Leadership and management are terms that are often used interchangeably in the business world to depict someone who manages a team of people. In reality leadership vs. management have very different meanings. To be a great manager you must understand what it takes to also be a great leader.
Leadership vs. Management: Characteristics of a Manager
Let 's begin by breaking down some key characteristics of a manager. This role in a typical company or organization will reflect a person who 's primary focus is on managing a team of people and their activities. The role can differ by scope, types of roles, and can sometimes even be focused on efforts outside of true people management, for example project and process managers.
One of the key characteristics of a manager is very basic in the sense that they are someone who was given their authority by the nature of their role. They ensure work gets done, focus on day to day tasks, and manage the activities of others. Managers focus on tactical activities and often times have a more directive and controlling approach. Being tactical is not altogether a negative approach as this is a skill set that is greatly needed in business especially in the fast paced environments most of us work and live in. Being able to organize people to accomplish tasks can be a great asset.
In many organizations, managers are often times the previous high performers at the employee level. Does this mean they are ready for the challenge of people management? In many cases, the answer is no. To demonstate solid characteristics of a manager, these previous high performers must be trained. While all types of people can manage, we will now examine what makes a manager a solid leader.
Leader
Now if we look at the characteristics of a leader. When you hear the term, leader, a number of images may pop into your head. One phrase that may come to mind is "he or she
Leadership and management are terms that are often used interchangeably in the business world to depict someone who manages a team of people. In reality leadership vs. management have very different meanings. To be a great manager you must understand what it takes to also be a great leader.
Leadership vs. Management: Characteristics of a Manager
Let 's begin by breaking down some key characteristics of a manager. This role in a typical company or organization will reflect a person who 's primary focus is on managing a team of people and their activities. The role can differ by scope, types of roles, and can sometimes even be focused on efforts outside of true people management, for example project and process managers.
One of the key characteristics of a manager is very basic in the sense that they are someone who was given their authority by the nature of their role. They ensure work gets done, focus on day to day tasks, and manage the activities of others. Managers focus on tactical activities and often times have a more directive and controlling approach. Being tactical is not altogether a negative approach as this is a skill set that is greatly needed in business especially in the fast paced environments most of us work and live in. Being able to organize people to accomplish tasks can be a great asset.
In many organizations, managers are often times the previous high performers at the employee level. Does this mean they are ready for the challenge of people management? In many cases, the answer is no. To demonstate solid characteristics of a manager, these previous high performers must be trained. While all types of people can manage, we will now examine what makes a manager a solid leader.
Leader
Now if we look at the characteristics of a leader. When you hear the term, leader, a number of images may pop into your head. One phrase that may come to mind is "he or she
References: [1] Daniel. F. Predpall, ‘Developing Quality Improvement Processes In Consulting Engineering Firms’, Journal of Management in Engineering, pp 30-31, May-June 1994 [2] Richard Pascale, ‘ Managing on the Edge’, Penguin Book, pp 65, 1990 [3] John Fenton, ‘ 101 Ways to Boost Your Business Performance’, Mandarin Business, pp 113, 1990 [4] John Fenton, ‘ 101 Ways to Boost Your Business Performance’, Mandarin Business, pp 113, 1990 [5] Daniel. F. Predpall, ‘Developing Quality Improvement Processes In Consulting Engineering Firms’, Journal of Management in Engineering, pp 30-31, May-June 1994 [6] John Fenton, ‘ 101 Ways to Boost Your Business Performance’, Mandarin Business, pp 114, 1990 [7] John Fenton, ‘101 Ways to Boost Your Business Performance’, Mandarin Business, pp 113, 1990