People often mistake leadership and management as the same thing but in essence, they are very

different. The main difference between the two is that leaders have people that follow them,
while managers have people who simply work for them. Particularly in small businesses, for a
small business owner to be successful they need to be both a strong leader and manager to get
their team on board with working towards their vision of success. Leadership is about getting
people to comprehend and believe in the vision you set for the company and to work with you on
achieving your goals, while management is more about administering and making sure the day-
to-day activities are happening as they should.

Leadership and management must go hand in hand. They are not the same thing, but they are
necessarily linked and complementary to one another. Any effort to separate the two within an
organisation is likely to cause more problems than it solves. For any company to be successful, it
needs management that can plan, organise and coordinate its staff, while also inspiring and
motivating them to perform to the best of their ability.

LEADERSHIP IS ABOUT INSPIRING AND

MANAGEMENT IS ABOUT PLANNING
Leaders have a tendency to praise success and drive people, whereas managers work to find
faults. They paint a picture of what they see as possible for the company and work to inspire and
engage their people in turning that vision into reality. Rather than seeing individuals as just a
particular set of skills, they think beyond what they do and activate them to be part of something
much bigger. They’re well aware of how high-functioning teams can accomplish a lot more
when working together than individuals working autonomously are ever able to achieve.

For both sides to understand what they have to do, and to achieve excellence in doing it, they
need to comprehend the essence of the difference between them. This is a matter of definition –
understanding how the roles are different and how they might overlap. Managers, on the other
hand, will focus on setting, measuring and achieving goals by controlling situations to reach or
exceed their objectives.

MANAGEMENT
Managers Give Directions
Managers have subordinates
Managers use an authoritarian style
Managers tell what to do
Managers have good ideas
Managers react to change
Managers try to be heroes
Managers exercise power over people
LEADERSHIP
Leaders ask questions
Leaders have followers
Leaders have a motivational style
Leaders show what to do
Leaders implement good ideas
Leaders create change
Leaders make heroes of everyone around them
Leaders develop power with people
Table of contents

1. Explanation and Examples of Differences

2. Differences in Responsibilities

3. Acknowledgements

3.1. James Scouller Biography

Explanation and Examples of Differences

It is appropriate here briefly to explain, and give examples of, the differences between
management and leadership.

I am grateful to James Scouller, an expert coach, thinker, and writer on leadership, for the
contribution of most of the technical content on this article, and for the collaboration in editing it
and presenting it here. Aside from what follows here, Scouller's expertise in leadership theory is
evidenced particularly in his 2011 book "The Three Levels of Leadership", which I commend to
you.

There are lots of confusions and overlaps, and also big differences, when comparing leadership
with management.

A very big difference between leadership and management, and often overlooked, is
that leadership always involves (leading) a group of people, whereas management need only be
concerned with responsibility for things (for example IT, money, advertising, equipment,
promises, etc). Of course, many management roles have major people-management
responsibilities, but the fact that management does not necessarily include responsibility for
people, whereas leadership definitely always includes responsibility for people, is a big
difference.

The biggest most fundamental overlap between leadership and management - there are many
individual points - is that good leadership always includes responsibility for managing. Lots
of the managing duties may be delegated through others, but the leader is responsible for
ensuring there is appropriate and effective management for the situation or group concerned.

The opposite is not the case.

It would be incorrect to suggest that management includes a responsibility to lead, in the true
sense of both terms.

We, therefore, may see management as a function or responsibility within leadership, but
not vice-versa.
(Incidentally - Where a manager begins to expand his or her management responsibility into
leadership areas, then the manager becomes a leader too. The manager is leading as well as
managing)

Beyond this fundamental overlap - that leadership is actually a much bigger and deeper role than
management - a useful way to understand the differences between leadership and management is
to consider some typical responsibilities of leading and managing, and to determine whether each
is more a function of leading, or of managing.

Of course by inflating the meaning of the word 'managing', or reducing the significance of the
meaning of the word 'leading', it is possible to argue that many of these activities listed below
could fit into either category, but according to general technical appreciation, it is reasonable to
categorize the following responsibilities as being either:

 Managing
 Leading

To emphasise the differences, the two lists of responsibilities are arranged in pairs, showing the
typical management 'level' or depth of responsibility, compared to the corresponding leadership
responsibility for the same area of work.

The responsibilities are in no particular order, and the numbering is simply to aid the matching of
one item to another as you consider
the management perspective versus the leadership perspective

Differences in Responsibilities
Management
1. Implementing tactical
actions
2. Detailed budgeting
3. Measuring and reporting
performance
4. Applying rules and
policies
5. Implementing
disciplinary rules
6. Organizing people and
tasks within structures
7. Recruiting people for jobs
8. Checking and managing
ethics and morals
9. Developing people
10. Problem-solving
11. Planning
Leadership
1. Creating new visions and aims
2. Establishing organizational financial targets
3. Deciding what needs measuring and reporting
4. Making new rules and policies
5. Making disciplinary rules
6. Deciding structures, hierarchies and workgroups
7. Creating new job roles
8. Establishing ethical and moral positions
9. Developing the organization
10. Problem-anticipation
11. Visualising
12. Conceiving new opportunities
13. Inspiring and empowering others
14. Planning and organizing succession, and...
15. All management responsibilities, including all listed
left, (which mostly and typically are delegated to
 12. Improving productivity others) ideally aid motivation and people-development
and efficiency
13. Motivating and
encouraging others
14. Delegating and training

Observant readers will notice that the final entry in the leadership list is 'All management...
(delegated to others...)'.

This emphasizes that:

 Leadership is (usually*) a bigger responsibility than management, and also,

 Leadership includes the responsibility for the management of the group/situation,
which is typically mostly by delegation to others.

*N.B. Management may, of course, be a bigger responsibility than leadership where the scale of
a management role is much bigger than the scale of a leadership role, for example, the quality
assurance manager for a global corporation compared to the leader of a small independent
advertising agency.)

Also, it is important to note again that many managers are also leaders, and so will be doing, or
perhaps will be asked to do, things which appear in the leadership list.

Where a manager does things which appear in the leadership list, then actually he or she
is leading, as well as managing.

There are lots of great leadership training courses that can help you to explore the concept of
leadership future.

James Scouller has an additional and helpful viewpoint on the distinction between leadership and
management: He says:

"Leadership is more about change, inspiration, setting the purpose and direction, and building
the enthusiasm, unity and 'staying-power' for the journey ahead. Management is less about
change, and more about stability and making the best use of resources to get things done... But
here is the key point: leadership and management are not separate. And they are not necessarily
done by different people. It's not a case of, 'You are either a manager or a leader'. Leadership
and management overlap..." (From The Three Levels of Leadership, J Scouller, 2011)
General Operations Management
A general operations manager has a wider scope of responsibility than the project manager —
and the general operations manager role is permanent while the project manager role is
temporary.

Operations management is an ongoing function in an organization that performs activities that

produce products or services. Operations are ongoing; some examples include accounting and
human resources. An organization needs those roles no matter what initiative(s) they may be
working on. There are three main types of systems in operation and production management in
both manufacturing and service industries:

1. Mass production system

2. Batch production system and
3. Non-repetitive systems.

Mass Production System

Industries with high-demand products or services and high investment use the product-oriented
mass production system, which centers on the important processes that help produce that product
or perform the service. Special purpose equipment, such as automated conveyors, are used to
perform the functions needed for the product or the service, making it very efficient in producing
large quantities of product or service.

Batch Production System

When several products or services are required in the same factory, the batch production system
serves as a good alternative—especially when the demand is not high, the investment is low, and
when flexibility is a must. The system is adjusted when production changes from one product to
another. Here the complexity of management increases over the batch production system, which
is process-oriented, where a mass production system is product oriented.

Non-repetitive System

Systems related to low demands are very different from the other two types; the systems put
more emphasis on planning, monitoring, and controlling the activities of the product and/or
services. The requirements of these systems result in the growth of project management.

As you can see, the difference between product-oriented, process-oriented, or project-oriented

management is very thin and hard to define. To use a simplified example, planning and
designing a new car model is a project—whereas running a factory that builds the cars is a mass-
production system. When it’s time to change the model of the car, it’s time for a more flexible
and adjustable process-oriented system.

Project Management
As given earlier, the very fact that the role of a project manager is temporary; a project team is
basically a short-term association. In a fixed general operations management team, the team
members report directly the manager who leads that team; those member roles in the team will
generally be long-term. The manager is responsible for creating a good team working and setting
the norms and behaviors of the team. He/she needs to build trust and respect in the team,
encourage the sharing of information, opinions, and feelings for the benefit of the team, and set
targets to appraise the performance of the team members.

On the other hand, a project team will be made of people from different departments across
different sites of the organization. Though the project manager’s job is similar, sometimes
project team members may often report to the department manager as well as reporting to the
current project manager. As the priority of the other departmental manager's changes, the project
team’s stability can waver.

It can be challenging to maintain teamwork as the team members may change every now and
then to accommodate the priorities of the departments. In a changing team, the team members
who do not know each other may find it difficult to share information, opinions, and feelings
openly. As the member often reports to more than one manager, appraisal of his or her work may
pose a problem or two.

Differences Between General Management and Project

Management
The main difference between leaders and managers is that leaders have people follow them while
managers have people who work for them.

A successful business owner needs to be both a strong leader and manager to get their team on
board to follow them towards their vision of success. Leadership is about getting people to
understand and believe in your vision and to work with you to achieve your goals while
managing is more about administering and making sure the day-to-day things are happening as
they should.

Key Differences Between Leader and Manager

Another perspective can be found over on Key Differences. This article states;

The difference between leader and manager can be drawn clearly on the following grounds:

1.
1. A leader influences his subordinate to achieve a specified goal, whereas a manager is a
person who manages the entire organisation.
2. A leader possesses the quality of foresightedness while a manager has the intelligence
3. A leader sets directions, but a manager plans details.
4. A manager takes decision while a leader facilitates it.
5. A leader and the manager is that a leader has followers while the manager has the
employees.
6. A manager avoids conflicts. On the contrary, a leader uses conflicts as an asset.
7. The manager uses transactional leadership style. As against this, transformational
leadership style is used by the leader.

 Leaders promote change, but Managers react to the change.

 A leader aligns people, while a manager organizes people.
 A leader strives for doing the right things. Conversely, the manager strives for doing the right
things.
 The leader focuses on people while a manager focuses on the Process and Procedure.

1.  A leader aims at the growth and development of his teammates while a

manager aims at accomplishing the end results.
The Three Important Differences Between A Manager and
A leader
Being a manager and a leader at the same time is a viable concept. But remember, just because
someone is a phenomenal leader, it does not necessarily guarantee that the person will be an
exceptional manager as well, and vice versa. So, what are the standout differences between the
two roles?

1. A leader invents or innovates while a manager organizes:

The leader of the team comes up with the new ideas and kickstarts the organization’s shift or
transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon,
developing new techniques and strategies for the organization. A leader has immense
knowledge of all the current trends, advancements, and skillsets—and has clarity of purpose
and vision. By contrast, a manager is someone who generally only maintains what is already
established. A manager needs to watch the bottom line while controlling employees and
workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the
Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who
“establishes appropriate targets and yardsticks, and analyzes, appraises and interprets
performance.” Managers understand the people they work with and know which person is the
best fit for a specific task.

2. A manager relies on control, whereas a leader inspires trust:

A leader is a person who pushes employees to do their best and knows how to set an
appropriate pace and tempo for the rest of the group. Managers, on the other hand, are
required by their job description to establish control over employees, which, in turn, help them
develop their assets to bring out their best. Thus, managers have to understand their
subordinates well to do their job effectively.

A leader asks the questions “what” and “why", whereas a manager leans more towards the
questions “how” and “when”:

To be able to do justice to their role as a leader, some may question and challenge
authority to modify or even reverse decisions that may not have the team’s best
interests in mind. Good leadership requires a great deal of good judgment, especially
when it comes to the ability to stand up to senior management over a point of concern
or if there is an aspect in need of improvement. If a company goes through a rough
patch, a leader will be the one who will stand up and ask the question: “What did we
learn from this?”Managers, however, are not required to assess and analyze failures.
Their job description emphasizes asking the questions “how” and “when,” which usually
helps them make sure that plans are properly executed. They tend to accept the status
quo exactly the way it is and do not attempt a change.
Similarities between Leadership and Management | Management

1. 1. SIMILARITIES BETWEEN LEADERSHIP AND MANAGEMENT

2. 2. The leadership can be defined as an ability, activity or methods to lead a group of people
towards a goal or to a particular position where the achievement of final result can be
attainable.
3. 3. leadership styles Autocratic Democratic Bureaucrati c Transfor mational
4. 4. Management is the coordination and organization of different activities of a business process
in order to achieve the vision and mission of an organization
5. 5. A MANGER AND A LEADER WORKS TOGETHER. . .
6. 6.  Management and leadership both entail working with people and it surrounds the people
only.  -Management and leadership both create the foundation of the organisation and
functional structure
7. 7.  Management and leadership influence the work structure and environment.  Management
and leadership are concerned with goal achievement  Management and leadership’s main
concern is to allocate available resources in such a way that they can be used effectively and
efficiently.
8. 8. This was just a summary on Similarities between Leadership and Management. For more
detailed information on this topic, please type the link given below or copy it from the
description of this PPT and open it in a new browser window. www.transtutors.com/homework-
help/industrial- management/leadership/similarities-between-leadership-and-
management.aspx

similarity

It is very pointed on a specific deliverable. Project management creates a scope,

schedule, and budget to create and deliver the deliverable. General management
manages many aspects and many products of a business enterprise. The only similarity
is that they both require the management of stakeholders.

Definition - What does Project Manager (PM) mean?

A project manager is the person responsible for leading a project from its inception to execution.
This includes planning, execution and managing the people, resources and scope of the project.
Project managers must have the discipline to create clear and attainable objectives and to see
them through to successful completion. The project manager has full responsibility and authority
to complete the assigned project.
A project manager's position may end with the completion of the assigned project, or it may be a
semipermanent position for a limited time or until a predetermined point in the project’s schedule
or stage of completion.

There are many certifications offered in project management from a variety of organizations.
These include Project Management Professional (PMP), Certified Associate in Project
Management (CAPM) and Program Management Professional (PgMP).

A project manager's responsibilities include overall management, but he or she is seldom directly
involved with the activities that actually produce the end result. The position also oversees any
associated products and services, project tools and techniques to help ensure good practices. In
addition, project managers are responsible for recruiting and building project teams, and making
projections about the project's risks and uncertainties.

Managing relationships and personalities is a huge part of being a project manager. Teams must
work, plan and communicate well together. The ability to collaborate and maintain successful
team member relationships is crucial. Friction, conflict and honest disagreements are part of the
creative process, but the project manager must be sure these do not destroy the project. Making sure
team members feel valued, recognizing and praising superior work, and maintaining a quality working
environment for all team members will aid in this human management

1.1 Definition of Management

1.2 It is very difficult to give a precise definition of the term management. Different management
authors have viewed management from their own angles moreover, during the evolutionary process
of management different thinkers laid emphasis on different expects. For example, F.W. Taylor
emphasized engineering aspects, Elton Mayo laid emphasis on human relations aspects, E.F.L, Brech,
George R. Terry emphasis on, decision making aspect, Ralph Davis stresses leadership aspect and
some other likeBarry Richman etc. emphasized integration or coordination aspe