The business world has evolved significantly thus making managerial and leadership skills indispensable. Organizations have invested in managers and leaders since the two are determinants of success or failure of any business. According to Mescon and Khedouri (2018), leaders and managers are closely related. They inspire growth and achievement of organization’s objectives. However, the terms manager and leader are at times used interchangeably despite their differences. A manager is made from a job description while a leader is formed from character or traits. The paper employs a comprehensive approach to discuss the differences, similarities between leaders and managers as well as the effect of their skills to staff members.
Differences between Leaders and Managers
Fundamentally, managers from their job description are given the task to offer directions while leaders based on their traits ask their team for opinions on ways to achieve organization goals and mission. Second, managers work with a team of subordinates while leaders mobilize a team who become their followers. Third, managers use a set of rules and authoritarian management style which does not give subordinates an opportunity to exploit their full potential. Leaders on the other hand, inspire and use the motivational style to encourage employees to be part of something bigger (Popovici, 2012). Fourth, managers discover and share good concepts and work based on a guidelines given to them thus making their motivation powerful over others. Conversely, leaders put into effect good ideas, they are agents of positive change and view power as a communal thing which leaders earn together with their followers. Last, managers find faults and consider themselves heroes if there is success. In contrast, leaders praise success and build up the achievement with their followers.
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Similar characteristics between leaders and managers
Both leaders and managers share traits. Basically, both work with people hence making their roles in the community closely related to their followers. In addition, leaders and managers make an institution and organizational structure functional thus sharing a similarity in functionality. Besides, managers and leaders are influencers of the environment and work structure since both are tasked with organizational goals (Popovici, 2012). Managers and leaders achieve organization’s goals through allocation of available resources efficiently and effectively. Last, managers and leaders are made through education systems and interaction with people, thus one cannot become a leader or a manager without basic skills offered by education.
Different characteristics between leaders and managers
In the face of many similarities, leaders and managers are also different. Managers focus on completion of tasks while leaders concentrate on achievement of organization’s goals. Besides, managers tell ideas and concepts to their subordinates while leaders sell their ideas to their subordinates and the community. Moreover, Mescon and Khedouri (2018) note that managers gain control by assigning tasks while leaders foster ideas by inspiring trust with their team. Last, managers flow with past ideas by trying to reduce risks while leaders appreciate challenges since they are motivated by risks.
Example of someone with great managerial skills
Richard Monroe is a finance manager at ABC limited. In his position he has consistently selected roles for his team based on areas of expertise. Each time his team succeeds he recognizes their effort and at times he rewards his entire team. In addition, he gives timely communication to his team in case of changes in regulatory standards and informs them on decisions made in meetings (Popovici, 2012). Moreover, he offers tasks to junior accountants and gives them an opportunity to consult with their experienced counterparts.
Concisely, Richard has a great managerial skills in view of the fact that he delegates duties among his employees. Therefore, employees tasked with the duties feel included in the team which is an important skill for managers to master. In addition, Richard has mastered the art of effective communication since being a primary decision maker in matters of finance in ABC limited he gives timely information considering the fact that communication builds up respect in a team. Richard also offers instinct for growth among employees by appreciating junior accountants in the team.
Individual with great leadership skills
Elizabeth McCord is the Chief Executive Officer at ZYF limited. In this position, she calls weekly meetings with directors and managers to evaluate achievement of the long term organization goals. Elizabeth offers mangers an opportunity to pitch their ideas and proposals which she takes time to read carefully. In addition, she plays golf on Saturday afternoon with interns where she listens to their challenges and progress. Last, based on the company’s success 12 people get promotions to management levels every year.
In view of the fact that Elizabeth offers an opportunity for people to pitch their ideas she could be considered an individual with great leadership skills. She is therefore, open to new ideas that could help achieve organization’s objectives. In addition, her interaction with interns on Saturday creates a personal relationship which allows her to identify with them and realize their potential. Therefore, she has people skills and an instinct for growth for her team. Her leadership style is transformational since she nurtures leaders of tomorrow through promotions.
Individual with poor managerial skills
George Briand is a Human Resource Manager at Faharess Limited. George is reserved about change since his company is undergoing a merger with LLLL limited. George thrives in conflict and at times he fires individuals who do not share in his ideas. In addition, he recruits his friends and family even when they are less qualified candidates. George always reports fellow managers to his seniors when they do not follow guidelines.
In view of the Gorge’s characteristics he has poor managerial skills. Fundamentally George reacts to change even when it could be positive. George uses conflict as an asset to harass fellow employees. Moreover, George lacks integrity because he is not honest about the recruitment process. He lacks interpersonal skills to relate with fellow managers.
Effects of skills of a leader/manager on his/her staff
Leaders and managers are crucial in an organization since they determine growth and expansion of a business. According to Pascale (2013), the good leadership and managerial skills exhibited by Richard Monroe and Elizabeth McCord determine the extent of contribution by employees through exploitation of their full potential. Fundamentally, Mescon and Khedouri (2018) assert that leaders and managers with good skills determine success of an organization by initiating action towards achievement of organization’s goals. Richard Monroe and Elizabeth McCord are a motivation to employees through delivery of quality work in a timely manner. Motivation can be in form of economic and non-economic reward. Richard Monroe and Elizabeth McCord offer economic rewards such as gifts which encourage their staff to deliver optimally. They also offer non-economic rewards such as recognition of their effort to other employees which creates a sense of satisfaction.
Richard Monroe and Elizabeth McCord act as a guide towards achievement of targets. Besides, their leadership allows growth of their staff skills. A good leader participates in the task and does not just delegate. Participation allows them to show employees how to learn new methods towards effectively and efficiently performing a job. In addition, a leader can easily spot talent in his staff thus promoting career growth. Richard Monroe and Elizabeth McCord have created a cordial working environment by resolving conflicts when they arise. Such leaders and managers who work closely with their staff recognize personal interests and integrate them in an organization’s goals thus creating a healthy working environment.
Richard Monroe and Elizabeth McCord have used communication as an asset in the organizations success. The two have invested in active listening, creative questioning and responding influentially which allows them to understand their team. The mastery of the skills has prompted effective and constructive ways towards solving conflicts, giving instructions, and conveying messages thus making employees feel responsible for organization success. Creation of a responsibility among employees is essential towards achievement of the desired results since employees connect with the company’s mission and vision. Communication is therefore a positive feature to the output of employees. Managers should strive to include it in their management styles.
Conversely, due to the poor managerial skills that George Briand displays, his employees are affected negatively due to fear instilled. George does not appreciate the importance of efficient communication and integrity thus does not share in the company’s mission. The end result of poor managerial skills is creation of an impediment towards discovering worker’s full potential and firm growth. In addition, George Briand compromises organizations goals by failing to recognize importance of his staff thus lowering productivity. Such a poor leader is the reason behind organization failure.
Conclusion
Leadership and management are closely related concepts despite their different traits. Good leadership and management skills are essential to the success of a business. Both contribute towards elements that make organizations desirable. Poor leadership skills on the other hand compromise organization’s success, create conflict and an undesirable working environment. Leaders and managers promote a vision and motivation. Leaders and managers who focus on employees such as Richard Monroe and Elizabeth McCord lay emphasis on future improvements and realization of organization’s mission. In view of the positive attributes of good leadership and management, it is vital to factor them in the highly competitive business world.
References
Mescon M. & Khedouri F. (2018). “Management”, Third Edition Harper-Row, Publishers, N.Y, P.464
Pascale R. (2013). “Managing on the Edge “, penguin book p.65
Popovici (2012). “Similarities and Differences between Management and Leadership” Annals-Economy Series, Constantin Brancusi University, Faculty of Economics, Vol 2, p.126-135.
