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Case Study Evaluation (5 Marks)

A young manager accosted me the other day. “I’ve been reading all about leadership, have
implemented several ideas, and think I’m doing a good job at leading my team. How will I know
when I’ve crossed over from being a manager to a leader?” he wanted to know. I did not have a
ready answer and it’s a complicated issue, so we decided to talk the next day. I thought long and
hard and came up with three tests that will help you decide if you have made the shift from
managing people to leading them. You are probably counting value, not adding it, if you are
managing people. Only managers count value; some even reduce value by disabling those who add
value. If a diamond cutter is asked to report every 15 minutes how many stones he has cut, by
distracting him, his boss is subtracting value. By contrast, leaders focus on creating value, saying: “I’d
like you to handle A while I deal with B.” He or she generates value over and above that which the
team creates and is as much a value-creator as his or her followers are. Leading by example and
leading by enabling people are the hallmarks of action-based leadership. Just as managers have
subordinates and leaders have followers, managers create circles of power while leaders create
circles of influence.

The quickest way to figure out which of the two you are doing is to count the number of people
outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is
that you are perceived to be a leader. Management consists of controlling a group or a set of entities
to accomplish a goal. Leadership refers to an individual’s ability to influence, motivate, and enable
others to contribute toward organizational success. Influence and inspiration separate leaders from
managers, not power and control. I encouraged my colleague to put this theory to the test by
inviting his team-mates for chats. When they stop discussing the tasks at hand — and talk about
vision, purpose, and aspirations instead, that is when you will know you have become a leader

- Vineet Nayar 

Question:

1. “Leaders can be excellent managers, but managers cannot be excellent leaders” comment (5
marks)

Ans. Leaders and managers are not the same


It is often believed that managers are not leaders, and leaders are not managers. Although
managers are responsible for planning, coordinating, and organizing tasks and activities
within an organization, their role certainly demands leadership skills. Leading and managing
are two different roles that require different orientations and skills. Very few people are
innately good at both. However, it does not necessarily mean that managers cannot become
leaders. Leadership demands a few soft skills, which when inculcated, empowers managers.
What can managers do to become leaders?
"Natural managers" can start taking the following actions to transform themselves into
better leaders.

Stop micromanaging.

Managing people is good, but micromanaging people is bad. Managers should provide more
autonomy to employees. They should trust their team members and create more room for
creative thinking and active participation in the organization.
Providing autonomy gives employees the freedom to think freely and bring better ideas to
the table. Such ideas can be used toward increasing productivity and efficiency of the
organization. Therefore, managers should motivate employees to contribute more toward
organizational growth.

Become good communicators.

Leaders are excellent communicators. They ensure that the right message reaches the right
person in the right way. To become good leaders, managers need to develop the art of
communication. They make time to speak, but in a way that the message has an impact on
the listener.
Merely doing the talking will not help. Managers also must listen to others to become a
good leader. Leadership is not a one-person show. Therefore, managers should take
everyone's perspective into consideration while making major transformational business
decisions.

Provide timely feedback

A leader provides constructive feedback to subordinates, so they perform better. Annual


reviews are good and necessary, but employees need regular feedback for both personal
and organizational growth. Feedback helps employees understand what worked and what
did not.
Managers should take the time to provide feedback at regular intervals, so employees are
not disappointed at the end of the year when their performance is reviewed. Ongoing
feedback closes loopholes in processes and improves the overall performance of people and
the company.

Celebrate diversity.

An organization does not comprise people from only one race, sex or background. It is a
group of diverse people coming together to achieve a common goal or mission. As such, it is
necessary for managers to welcome people irrespective of societal and cultural factors.
Diversity pools various resources and skills for achieving organizational goals. A manager
should celebrate diversity to become a good leader.

Make self-reflection a routine.


Finally, managers should take the time to reflect on their own actions and decisions. A
leader is always conscious of their actions and has clarity of thought. Instead of dwelling on
the past, they look ahead and think positive.
Managers should be aware of mistakes committed in the past, so they do not repeat them
again. Inculcating the habit of self-reflection enables managers to transform and become
better leaders.

Traits that make a good leader

The most common trait of a leader is adaptability. Leaders can stay resilient in difficult
situations and see their teams through. If a curveball is thrown at them, the leader knows
how to enact changes to get through the situation.
Confidence is another strong quality of a leader. Pretending to be confident will not make an
effective leader. You must have the capacity to make definitive decisions and remain
assertive in tough situations.
Having an inspiring personality is another trait of an effective leader. If you are not inspiring
anyone, who exactly are you leading? Leaders will have an encouraging word when someone
needs it and will provide constructive feedback.
Being able to handle your emotions well is another characteristic of a good leader. Leaders
are not known for their quick tempers. Instead, they are valued for remaining calm and
composed in high-pressure situations with the capacity to communicate with others in a
proactive manner.
Finally, honesty is one of the most prized traits of a strong leader. Colleagues and managers
value a leader who demonstrates integrity on a regular basis.

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