8/12/2019 B.E Manger vs.leader

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Name: Siti Aminah

Student No: 09360062

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 savvythen 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

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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

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Managers

,mhasi"e rationality and control- are roblemsolvers '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! toughminded! 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!

nonconforming risktakers.

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 riskaverse.

Leaders

*evelo new aroaches to longstanding 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 highrisk 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-

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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 seuence of events or in a decisionmaking rocess- focus on how things get done-

maintain controlled! rational! and euitable 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.

Leaders5eortedly 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

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