An often debated and analyzed question is the difference between the role of a manager and a leader. I would claim that both must include portions of each, and the roles are rather a continuum than a stark division. The leader’s key role is envisioning the future and the manager’s is focusing on executing that vision, but leaders must also be able to execute, and managers to envision. It’s all about shifting emphasis, which can be good news for leadership development.
As managers are more focused on execution, and getting things done through their team members, I insist that the two core skills for a manager are always performance management and employee development. The right way to identify developmental priorities is to do a competency analysis, but I assure you, these two core competencies will be there. Performance management would include skills like goal setting, informal feedback, coaching, corrective dialogues and evaluating performance. Goal setting also means the ability to link the vision and the organizational goals to the day-to-day work of the team members. Employee development encompasses interviewing skills, career dialogues, development planning and coaching. Just having these two fundamentals covered guarantees a solid management base for execution. The other competencies vary based on organization culture and strategic priorities.
Leadership is all about change. Great leaders must be able to envision the future and articulate it with clarity so that the vision is so compelling that they can rally the troops to support the strategic moves that are critical for the organization. To be able to envision the future, they have to be comfortable with a certain level of ambiguity and willing to take calculated risks. The execution piece is still there: They must know how to manage the organization culture and its processes to guarantee that the results are met.
Whether it’s the leader or the manager, they must continuously build their functional, operational and business acumen to earn and maintain their credibility. Complexity increases as they climb the management ladder.
Many companies struggle with their middle management development. This is the twilight zone where both management and leadership skills are required. It is the testing ground on who will make it to the highest levels of leadership. Middle managers must balance both short term execution and long term change leadership priorities, while demands and complexity are increasing for them. They must get very good at the management fundamentals while starting to adapt to the higher level leadership skills.
It’s not a question of management OR leadership, it’s a question of how much of each. Which management and leadership competencies are important in your organization?
###
If you enjoyed this post, please consider subscribing to Forte Consulting RSS Feed. Copyright 2011 Liisa Pursiheimo-Marcks, all rights reserved. SVPGMGDX8TEC
Forte Consulting Blog 
I struggle with the distinction between leadership and management. For years, I’ve believed that all managers should be leaders but not all leaders need to be managers. I prided myself in being a decent manager but a good leader.
Lately I wonder if the distinction is useful. I’ve been using the simple question ‘Do people feel more or less energized after talking to you?’ as an indication as to whether you are helping an organization. I’m also thinking about whether I’m an Accidental Diminisher
Nice quick self-assessment for all managers/leaders. Thanks Jonathan.
Great post as always Liisa. One of my favorites so far. I agree that there are key traits that both leaders and managers need is certain situations. I think that all good managers need some leadership skills and all good leaders absolutely need to have solid management skills. Sadly, most companies are willing to spend a great deal on leadership training and development, but their managers are left to tend for themselves. Thanks for sharing!
Brad Closson
Connective Management
You are right Brad, the first step is solid management skills.
The way I distinguish between leader and manager is by the virtue of role’s nature. I consider managing work and leading people. I think and strongly believe that we do not need to manage people, as a leaders have to lead them to objectives. We just have to manage work. I have written about this in some in my blog http://www.tacitthinker.com/2011/01/13/management-gyaan-1/
Yes, that is a good way to look at it too. Thanks for the link.