managers are not leaders

8/7/2019 Managers are not Leaders

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PRESENTED BY:

Anwesha PrasadRituparna Mozumdar

PGDM- IInd Year

Trimester-V



A Manager is the person responsible for

planning and directing the work of a group of

individuals, monitoring their work, and taking

corrective action when necessary. For many

people, this is their first step into a

management career.



Leading people

Influencing people

Commanding people

Guiding people



Leader by the position achieved.

Leader by personality, charismaLeader by moral example.

Leader by power held.

Intellectual leader

Leader because of ability to accomplish things



Managers Leaders

Focus on things

Do things right

Plan

Organize

Direct

Control

Follows the rules



The manager administers; the leaderinnovates.

The manager is a copy; the leader is anoriginal.

The manager maintains; the leader develops.

The manager focuses on systems and

structure; the leader focuses on people.The manager relies on control; the leader

inspires trust.



The manager imitates; the leader originates.

The managers only maintain command and

control, many times to their excess, thereby

uninspiring employees; the leaders empower

and inspires their followers.

The manager is the classic good soldier; the

leader is his or her own person.

The managers have employees; the leaders

have followers.

The manager accepts reality; the leader

investigates it



The most profound differentiation betweenmanagers and leaders is the general

unwillingness of managers to lead. They often

are unable or unwilling to make the tough andunpopular decisions necessary and instead followthe path of least resistance. Many times this isthe result of the manager's lack of leadership

qualities. In other cases, it's the result of amanager being managed by a manager, usually amicromanager, rather than a leader.



Good managers are capable of tracking thedaily, weekly, monthly, quarterly, and yearlyactivities of their respective areas of

responsibilities.

They're good at managing, supporting, andchallenging their employees. They use theresources they have to their fullest, andregularly discover new ways to get the mostout of what they already have.



To empower and inspire our managers to become leaders, we must go beyondhiring people with only fundamental management skills. We must look forcandidates who exhibit a great deal of character and possess above-averageleadership qualities in addition to management skills. The real challenge is onethat we all face, at all hiring levels in any organizationwhere to find them. Andwe must be able to recognize them when they are sitting before us.

Good leaders share many of the same characteristics and attributes. If we look

closely enough at management candidates who possess leadership qualities, wewill find these attributes:

Leaders have vision and are able to communicate the vision to others. Effectivecommunication is as important as the vision.

They have integrity and are more concerned with doing the right things ratherthan what is expedient. Integrity is essential for a leader to have followers.

Leaders also understand that trust is a two-way street. They must trust inthemselves and their employees and they must earn their employees' trust.Leaders let those around them know and feel the commitment they hold foreach employee and the organization. Leaders show their loyalty to theemployees, the managers, and the company as a whole to earn the employees'loyalty.



Leadership and management are two distinctive andcomplementary systems of action Both are necessary for successin an increasingly complex and volatile business environment.

Strong leadership with weak management is no better, and issometimes actually worse, than the reverse.

Management is about coping with complexity.. Without goodmanagement, complex enterprises tend to become chaotic Goodmanagement brings a degree of order and consistency."

"Leadership, by contrast, is about coping with change. More changealways demands more leadership.

Companies manage complexity by planning and budgeting, byorganizing and staffing, and by controlling and problem solving. Incontrast, leading an organization to constructive change involvessetting a direction (developing a vision of the future and strategies toachieve the vision), aligning people, and motivating and inspiringthem to keep moving in the right direction."



He is a social entrepreneur. Bill is also a manager and management consultant - choices that also grow

from his fascination with how human institutions work.

From 1977 to 1981, Bill served as Assistant Administrator at the U.S.Environmental Protection Agency where he had lead responsibility inrepresenting the environment in Administration-wide policy development,notably including budget, energy, and economic policy.

After his term at the EPA ended in 1981, he returned to McKinsey half-timeand launched both Ashoka and Save EPA (an association of professionalenvironmental managers that helped the Congress, press, administration,citizen groups, and public.

He is the founder and CEO of the Ashoka Table, an indisciplinary weeklyforum in the social sciences.



Dr. Diana Wells, President of Ashoka, joined the organization in the 1980s aftergraduating from Brown University with a degree in South Asian Studies.

As an undergraduate, her year-long study abroad in Varanasi, India led her to seethe need for local solutions to solve global problems. This insight brought her toAshoka and inspired her to create one of Ashoka's core programs, FellowshipSupport Services.

Having her PhD in hand, Diana returned to Ashoka to provide leadership for theworldwide process of sourcing and selecting leading social entrepreneurs as

Ashoka Fellows. She has contributed to the field of social entrepreneurship by implementing a

widely respected tool for "Measuring Effectiveness", which is one of the firststandard tools to measure the impact of social entrepreneurship.

Most recently, Diana was celebrated as one of 10 winners of the first annualWomen to Watch award, by Running Start, a Washington, DC based organizationthat empowers young women to be political leaders

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