Manager vs. leader Wisdom vs. talent Manager and Leader have distinct traits. There are fundamental differences in the way of thinking and executing things. A manager tries to get maximum benefits of the available resources. He/She relies on high efficiency and roductivity of existing resource. A leader on other hand has a creative mind. He/She is an inventor and is constantly thinking of changing and imroving the way things are done. He/She can sacrifice efficiency or roductivity for some time to romote creativity and hence finding novel unconditional ways. A leader is more risk savvy then the usual manager. A leader is always on look out for new ideas. He/She looks at his/her resources like eole! machinery and comuter systems in a different way then the manager. Manager aims to extract maximum value from these resources unlike a leader who aims to get different more valuable outut from the same resources. An organi"ation or a society needs both leaders and managers. Too many leaders! too many innovators make a risky scenario. #t also leads to unstability and often mutual clashes. A manager on other hand is a stabili"er and ensures smooth at times boring functioning of things. Leader dreams! is hoeful and ursues things on his own.. Manager executes! is a good lanner and is ersuasive. $oth leaders and managers can make history. #f their ventures fail! leader get badly hurt and often temorarily and also ermanently go in oblivion. Managers are often at risk of getting %aded and exhausted. They have linear rise and fall. The world needs both. Stability and &reativity need to go hand in hand. The ma%ority of nowadays modern comanies are more administrated 'managed( than leaded. According to some of the different characteristics we can create the following list) Manager Leader He manages wisely the resources #nnovator! discovers new oortunities Maintains the economic balance *evelos new activities #s interested in systems and structures #nterested in the human factor *ecisions are based on control *ecisions are based on trust Long term vision Short term vision He usually asks how! when+ He usually asks why+ Aiming the result Aiming the concet! the idea He imitates success stories He creates the success stories He accets the destine He challenges his own destine #s a classic cometent soldier #s his own general Makes things in a roer manner Makes roer things He is using a lan He is based on intuition He resects the efficiency He resects the innovation Source) http://www.csun.edu/~jlg70068/business/manager-vs-leader.html Managers ,mhasi"e rationality and control- are roblem.solvers 'focusing on goals! resources! organi"ation structures! or eole(- often ask /uestion! 01hat roblems have to be solved! and what are the best ways to achieve results so that eole will continue to contribute to this organi"ation+0- are ersistent! tough.minded! hard working! intelligent! analytical! tolerant and have goodwill toward others. Leaders 2erceived as brilliant! but sometimes lonely- achieve control of themselves before they try to control others- can visuali"e a urose and generate value in work- are imaginative! assionate! non.conforming risk.takers. Managers and leaders have very different attitudes toward goals. Managers Adot imersonal! almost assive! attitudes toward goals- decide uon goals based on necessity instead of desire and are therefore deely tied to their organi"ation3s culture- tend to be reactive since they focus on current information. Leaders Tend to be active since they envision and romote their ideas instead of reacting to current situations- shae ideas instead of resonding to them- have a ersonal orientation toward goals- rovide a vision that alters the way eole think about what is desirable! ossible! and necessary. Managers' and leaders' conceptions of work. Managers 4iew work as an enabling rocess- establish strategies and makes decisions by combining eole and ideas- continually coordinate and balance oosing views- are good at reaching comromises and mediating conflicts between oosing values and ersectives- act to limit choice- tolerate ractical! mundane work because of strong survival instinct which makes them risk.averse. Leaders *evelo new aroaches to long.standing roblems and oen issues to new otions- first! use their vision to excite eole and only then develo choices which give those images substance- focus eole on shared ideals and raise their exectations- work from high.risk ositions because of strong dislike of mundane work. Managers and leaders have very different relations with others. Managers 2refer working with others- reort that solitary activity makes them anxious- are collaborative- maintain a low level of emotional involvement in relationshis- attemt to reconcile differences! seek comromises! and establish a balance of ower- relate to eole according to the role they lay in a se/uence of events or in a decision.making rocess- focus on how things get done- maintain controlled! rational! and e/uitable structures - may be viewed by others as inscrutable! detached! and maniulative. Leaders Maintain inner ercetiveness that they can use in their relationshis with others- relate to eole in intuitive! emathetic way- focus on what events and decisions mean to articiants- attract strong feelings of identity and difference or of love and hate- create systems where human relations may be turbulent! intense! and at times even disorgani"ed. The self-identity of managers versus leaders is strongly influenced by their past. Managers 5eort that their ad%ustments to life have been straightforward and that their lives have been more or less eaceful since birth- have a sense of self as a guide to conduct and attitude which is derived from a feeling of being at home and in harmony with their environment- see themselves as conservators and regulators of an existing order of affairs with which they ersonally identify and from which they gain rewards- reort that their role harmoni"es with their ideals of resonsibility and duty- eretuate and strengthen existing institutions- dislay a life develoment rocess which focuses on sociali"ation...this sociali"ation rocess reares them to guide institutions and to maintain the existing balance of social relations. Leaders 5eortedly have not had an easy time of it- lives are marked by a continual struggle to find some sense of order- do not take things for granted and are not satisfied with the status /uo- reort that their 0sense of self0 is derived from a feeling of rofound searateness- may work in organi"ations! but they never belong to them- reort that their sense of self is indeendent of work roles! membershis! or other social indicators of social identity- seek oortunities for change 'i.e. technological! olitical! or ideological(- suort change- find their urose is to rofoundly alter human! economic! and olitical relationshis- dislay a life develoment rocess which focuses on ersonal mastery...this rocess imels them to struggle for sychological and social change. Source) htt)//www.ideas6bi".com/i6bas/A1A7ManagerLeader.as