7 differences between real leaders and ordinary managers

Many books and articles have been written about what makes a person a leader. In the first year of an MBA program, students are often asked the question, “Are leaders and managers the same thing?” I believe the answer to this question is no.

The fact that you have subordinates whose work you control does not make you a leader. Of course, this does not mean that managers cannot be leaders. Certainly they can. I just want to say that this position in itself does not give a person leadership qualities.

What separates leaders from managers? Here are a few things to consider:

1. Managers manage, leaders invent

The essence of management can be formulated as follows: it is the art of doing some work with the help of others.

Leaders do the same, but they make things easier for subordinates through innovation. The main question for these people is: can this task be done more efficiently?

2. Managers keep everything on the level, leaders strive for development

Supervisors are usually primarily concerned with maintaining «homeostasis» in their unit — so that everything stays the same and does not get worse. It is enough for employees to do their job and not create unnecessary problems. Leaders actively interact with subordinates, helping them to develop. They are well aware that the professional and personal growth of employees benefits the entire organization.

3. Managers control, leaders inspire

«The report should be ready tomorrow by the end of the working day.» That sounds like a typical manager’s requirement. His orders are carried out because he has a certain power corresponding to the position. But this does not mean that the employee wants to do this work. In many cases, he does it simply because he has to.

Leaders know how to motivate subordinates, inspire. Employees willingly fulfill duties and assignments, because they believed in the vision of the future that the leader showed them. President John F. Kennedy is a great example of an inspiring leader who is also a successful reformer. People willingly followed him, because he aroused sympathy and trust in them.

4. Managers Set Short-Term Goals, Leaders Set Long-Term Goals

Many set mainly short-term goals that bring economic benefits. This is the basis of the so-called principle of management by objectives. Leaders think first of all about the global perspectives of the organization. They often ask themselves: “What would I like to see here in five years? And after ten? What needs to be done for this right now?

5. Managers ask “How?” questions and “When?”, leaders — “What?” and why?»

For managers managing a group of subordinates, deadlines are of the utmost importance. They need to know how to complete the task and by when. Leaders ask much more difficult questions. They want to know what the organization does and why it is needed.

6. Managers imitate others, leaders are independent

Managers often try to emulate someone they consider to be an authority and hope to develop the same personality traits. A leader has the confidence to simply be himself and freely express personal qualities — usually these include a warm attitude towards others, developed intuition and charisma.

7. Managers accept the routine, leaders are not afraid to change it.

Managers usually live by the principle: «It’s always been this way here.» Leaders who are often reformers by nature challenge the status quo. Deep down, they understand that change is necessary for growth and development.

About the author: John D. Moore is a psychotherapist specializing in cognitive behavioral therapy and hypnotherapy.