THE DIFFERENCES BETWEEN A LEADER AND A MANAGER

EH416-Environmental Health ManagementAssessment #2

Unit Lecturer: Mr. A. TukaPresented by: Joshua Seli

Date:10-May-2016

Divine Word UniversityFaculty of Medicine & Health Sciences

Department of Environmental Health

OUTLINE• Introduction• Roles• Attributes• Types of Managers and Leaders• Examples(Nelson Mandela and Sir Mekere Morauta and

Sir Richard Branson)• Conclusion• References

OBJECTIVE & OUTCOME

• Identify the differences between a leader and a manager.• By the end of this presentation you will be able to at least have

a clear understanding and be able to differentiate between an leader and a manager on who they really are and decided who do you want to be, either a manager, a leader or both an effective leader and manager.

INTRODUCTION• Taking a team from ordinary to extraordinary means understanding and embracing the

difference between management and leadership. According to business writer Peter Drucker, "Management is doing things right; leadership is doing the right things."

• Manager and leader are two completely different roles, although we often use the terms interchangeably. Managers are facilitators of their team members’ success. They ensure that their people have everything they need to be productive and successful; that they’re well trained, happy and have minimal roadblocks in their path; that they’re being groomed for the next level; that they are recognized for great performance and coached through their challenges.

• Conversely, a leader can be anyone on the team who has a particular talent, who is creatively thinking out of the box and has a great idea, who has experience in a certain aspect of the business or project that can prove useful to the manager and the team. A leader leads based on strengths, not titles.

• The best managers consistently allow different leaders to emerge and inspire their teammates (and themselves!) to the next level.

DEFINITION

• Leader is an individual who holds a superior ranking within a group, formal or informal and who uses their position to enforce a level of influence and control.

• Manager is an individual who has been given recognized authority to take charge of a group, task or project with the understanding subordinates will report to him/her.

ASSOCIATE TERMS• Management: The planning, organizing, leading and controlling of human and

resources to achieve organizational goal efficiently and effectively.• Leadership: the act of articulating a clear vision, energizing and enabling

organizational members so that they understand the role they play in achieving organizational goals.

• “There is a profound difference between management and leadership, and both are important. To manage means to bring about , to accomplish, to have charge of or responsible for, and to conduct. Leading is influencing , guiding in a direction, course, action, opinion”. –Warren Bennis (Pioneer in Leadership Studies)

• Understanding the key difference between leader and manger can ensure that you develop skillsets to be both an effective manager and inspirational leader to your team.

ROLE

Leader Manger

Plan

Organize

Direct

Control

Directing

Coaching

Supporting

Delegating

QUALITIES OF A LEADER1. Awareness- There is a difference between management and

employees, bosses and workers. Leaders understand the nature of this difference and accept it; it informs their image, their actions, and their communication. They conduct themselves in a way that sets them apart from their employees--not in a manner that suggests they are better than others, but in a way that permits them to retain an objective perspective on everything that's going on in their organization.

2. Decisiveness- All leaders must make tough decisions. It goes with the job. They understand that in certain situations, difficult and timely decisions must be made in the best interests of the entire organization, decisions that require a firmness, authority, and finality that will not please everyone. Extraordinary leaders don't hesitate in such situations. They also know when not to act unilaterally but instead foster collaborative decision making

3. Empathy -Extraordinary leaders praise in public and address problems in private, with a genuine concern. The best leaders guide employees through challenges, always on the lookout for solutions to foster the long-term success of the organization. Rather than making things personal when they encounter problems, or assigning blame to individuals, leaders look for constructive solutions and focus on moving forward.

4. Honesty -Strong leaders treat people the way they want to be treated. They are extremely ethical and believe that honesty, effort, and reliability form the foundation of success. They embody these values so overtly that no employee doubts their integrity for a minute. They share information openly, and avoid spin control.

5. Accountability- Extraordinary leaders take responsibility for everyone's performance, including their own. They follow up on all outstanding issues, check in on employees, and monitor the effectiveness of company policies and procedures. When things are going well, they praise. When problems arise, they identify them quickly, seek solutions, and get things back on track.

6. Confidence- Not only are the best leaders confident, but their confidence is contagious. Employees are naturally drawn to them, seek their advice, and feel more confident as a result. When challenged, they don't give in too easily, because they know their ideas, opinions, and strategies are well-informed and the result of much hard work. But when proven wrong, they take responsibility and quickly act to improve the situations within their authority

7. Optimism -The very best leaders are a source of positive energy. They communicate easily. They are intrinsically helpful and genuinely concerned for other people's welfare. They always seem to have a solution, and always know what to say to inspire and reassure. They avoid personal criticism and pessimistic thinking, and look for ways to gain consensus and get people to work together efficiently and effectively as a team.

8. Focus- Extraordinary leaders plan ahead, and they are supremely organized. They think through multiple scenarios and the possible impacts of their decisions, while considering viable alternatives and making plans and strategies--all targeted toward success. Once prepared, they establish strategies, processes, and routines so that high performance is tangible, easily defined, and monitored. They communicate their plans to key players and have contingency plans in the event that last-minute changes require a new direction (which they often do).

9. Inspiration -Put it all together, and what emerges is a picture of the truly inspiring leader: someone who communicates clearly, concisely, and often, and by doing so motivates everyone to give his or her best all the time. They challenge their people by setting high but attainable standards and expectations, and then giving them the support, tools, training, and latitude to pursue those goals and become the best employees they can possibly be.

QUALITIES OF A MANAGER1. Creativity-is what separates competence from excellence. Creativity

is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process.

2. Structure-A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.

3. Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their deeper understanding. The stronger one's intuition, the stronger manager one will be.

4. Knowledge-A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become transparent, focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.

5. Big Picture, Small Action-Excellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skilful at doing both: think big while also paying attention to the details

6. Commitment-A manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.

7. Being Human-Employees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.

8. Versality-Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness - this openness allows the leader to quickly change on a dime when necessary. Flexibility and versatility are the pathways to speedy responsiveness.

9. Discipline/Focus- is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.

10. Lightness-A stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention.

DIFFERENT TYPES OF;Leader Manager

The Problem Solving Manager

The Pitchfork Manager

The Pontificating Manager

The Presumption Manger

The Perfect Manager

The Passive Manager

The Proactive Manager

(Harvard Business Review, 2000)

Commanding: Leaders demand immediate compliance.

Visionary: Leaders mobilize people toward a vision.

Affiliative: Leaders create emotional bonds and harmony.

Democratic: Leaders build consensus through participation.

Pacesetting: Leaders expect excellence and self-direction.

Coaching: Leaders develop people for the future.

Bureaucratic leadership, whose leaders focus on following every rule.

Charismatic leadership, in which leaders inspire enthusiasm in their teams and are energetic in motivating others to move forward.

Task-oriented leadership, whose leaders focus only on getting the job done.

People-oriented leadership, in which leaders are tuned into organizing, supporting and developing people on their teams.

Transformational leadership, whose leaders inspire by expecting the best from everyone and themselves.

IS A MANAGER A LEADER?IS A LEADER A MANAGER?

“Leadership involves managers using their power, personality, influence, persuasion and communication skills to coordinate people and groups so that their activities and efforts are in harmony” (Foundations of Management, ICM, 2010)

This means that success as a manager has its roots in developing leadership skills as well.

WHAT KEY DIFFERENCES DISTINGUISHES A LEADER AND A MANAGER?

Manager• Work towards achieving a goal• Seeks Tangible results• Maintain and support team progress• Thinks tactically and short term• Follow the proven path• Train and direct subordinates

Leader• Envision the future• Develop and motivate team

coordination• Think strategically and long term• Encourages new ideas and

creativity• Empower and support followers

NELSON MANDELA• South Africa Nationalist and statesman whose (1962-90) symbolized the

aspirations of SA’s black majority.• Son of a Chief but renounced his chieftainship to become a lawyer.• He joined ANC, the black liberation group and become its leader in 1949

helping to revitalize the organization and opposing the Apartheid policies of the ruling National Party through non-violent stance.

• From 1964-1982 he was incarcerated at Robben Island Prison, Cape Town.• He retained wide support among SA black population, and cause a

celebrity among the international community that condemned the Apartheid.

• The SA govn’t under President F.W. De Klerk released him in Febuary11, 1990 and was made leader of ANC.

• He worked with president to end apartheid and bring about a peaceful transition to nonracial democracy. They were awarded the Nobel peace prize in 1993.

• 1994 in its first all race election Mandela and the ANC won. As President he established the Truth and Reconciliation Commission (TRC), which investigated human rights violation under apartheid, and introduced housing, education, and economic development initiatives designed to improve the living standards of the black population.

• Encourage Unity among South Africans and a strong advocator of Peace and Forgiveness

• Retired in active politics in 1999.

Nelson Rolihlahla Mandela was a South African anti-apartheid revolutionary, politician, and philanthropist, who

served as President of South Africa from 1994 to 1999.

SIR MEKERE MORAUTASir Mekere Morauta, KCMG is a Papua New Guinean economist and political figure. He served as the sixth Prime Minister of Papua New Guinea between 1999 and 2002, and later as Leader of the Opposition, among other positions.

• He was a member of the so-called "Gang of Four", a group of influential young civil service chiefs who played a leading role in holding together public administration and public policy in the formative decade or so after Papua New Guinea's independence in 1975. The other members of the group were Charles Lepani, Sir Rabbie Namaliu and Sir Anthony Siaguru. Namaliu also later went on to become Prime Minister.

• Regarded as the Great Political Reformist.

• Among important policy changes he did as a PM, the citizens have come to remember him well for his fundamental reforms in PNG’s financial sector.

• Unlike other former PMs who lacked the political will and commitment to make a difference, Sir Mekere inherited his predecessor’s liability and immediately cleaned up any remaining problem areas in the country’s financial sector.

• As PM, Sir Mekere reformed the following public entities:

• Minerals Resources Development Corporation (MRDC). Key actions taken were: To protect the landowner interest groups, pushed for legislation removing political interference by MPs, regulatory regime similar to the Superannuation Act 2000, outsourcing investment management, Central Bank oversight and a ‘fit and proper persons’ test.

• Workers Mutual Insurance. To protect many thousands of contributors, he re-established the Worker’s Mutual Insurance at a cost of K 19 million, outsourcing investment management and conducted a major inquiry into its collapse as prelude to reforms of the existing Insurance Act. Pacific Balanced Fund. Acting on major Inquiry recommendations, resolved current impasse by appointing new trustees and investment manage. Securities Commission. The commission was revamped to strengthen its weak and ineffective status. This action gave it stronger powers and independence to pursue white-collar criminal activity by corporate bodies. Rural Development Bank (now called the National Development Bank – NDB). The bank was continually under capitalized with much political interference. A review of the new act followed to protect the interests of small rural-based entrepreneurs. With current regulatory regime the NDB under the Central Bank includes: appointment of independent directors similar to the old IPBC board make up of ex officio directors and a fit and proper persons test.

SIR MEKERE, “THE GREAT POLITICAL REFORMIST”

• The financial reforms greatly improved the efficiency of the economy which among other things: restored independence to the IPBC, facilitated instructions to IPBC as a matter of priority to develop ‘community service obligations’ in such important areas of: power, water, telecommunications and airlines to deliver services to rural PNG. The commitment to phase out the former Telikom monopoly by increasing competition in telecommunications, and other monopoly service providers achieved positive outcomes: increase in jobs, services and tax revenues. Furthermore, a full review and reform of the Electoral Commission included: an audit of existing roles, registration of eligible voters and more voter awareness education programs.

• To further boost the national economy, his plans to phase in competition in the airlines and to establish an Independent Commission against Corruption (ICAC) with wide sweeping powers were mooted widely then, he did not finish what he started when he left to hand over to a new administration after the 2002 national elections.

• Presently, the last two political regimes under the current government have consistently demonstrated an inability to initiate much-needed political reforms from where this great reformist PM left off.

• Despite pressing needs, current PM has unfortunately not ensured real and innovative political reforms to improve the country’s financial sector.

• Papua New Guineans are only hoping and praying that our country gets another reformist leader like him after the 2012 national elections to make the required political reforms PNG so desperately needs in future.

SIR RICHARD BRANSON• Born July 18, 1950, England is a

British Entrepreneur and Head of Virgin Group Ltd.. Branson, who was a school dropout, entered into his first successful business venture as a teenager with the magazine Student. 1984 had a vision of starting an airline company.

• Attributes-Risk Seeking & Innovative, People Oriented, Determined & Optimistic,

• Leadership Style-Transformational (master motivator), Empowerment, Charismatic and Inspirational

• He likes daunting challenge, he views impossible as just another business opportunities

• Success Rules1. You Never too young to go for it2. Start at the point of frustration3. One Success leads to another4. Expose yourself5. Leverage your challenges6. Follow your dreams7. Have some fun along the way8. Money shouldn't be your only motive9. Bet on yourself10.Mistakes are a part of the process

Job: Chairman, Virgin GroupAge:66Marital Status: Married, with 2 children

CONCLUSION

• To conclude, becoming a better leader is primarily an internal process of self-reflection; learning to think and then behave differently. It’s about seeing yourself as a leader, and then behaving in ways that make others see you as a leader.

• Becoming a better manager is primarily about developing your skills; creating habits of speech, organization, and interaction that allows the people who work for you to be best utilized and best focused on achieving the company’s goals.

• If one tries to develop the attribute of a good leader and skills of a good manager at the same time developing people management skills and develop himself as a follow able leader – combination of skills and attributes will make the person far more useful than either one alone especially in an environment which is complex, fast changing. Which one is better, cooler, or more needed; I believe it should be both.

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