ARE ALL MANAGERS LEADERS?

MANAGER AND LEADER, SIMILARITIES

AND DIFFERENCES

“People ask the difference between a leader and a boss…

The leader works in the open, and the boss in covert.

The leader leads, and the boss drives.”

Theodore Roosevelt

The phenomenon of leadership in a group (organization) is related to the phenomenon of

management. Sometimes they are identical, and sometimes they create confrontations and

conflicts in their interaction. The organization within the group and its management are di-

rectly related to solving the problem of leadership and management.

Today's problems related to issues of leadership, effective management and rational use of

power require a deep study of leadership and management. It is known that effective manage-

ment contributes to stability and order, solving various problems related to daily life. And

such concepts as leadership and manager are closely related to the management process. That

is why management and leadership in different contexts become the objects of research of

many scientists.

In the 1930s and 1950s, psychologists conducted a number of important studies in the field of

management. Since the 70s, interest in the study of management and leadership began to grow

even more, as evidenced by the appearance of the works of James MacGregor Burns, Robert

Charles Tucker and Bernhard Kellermann.

The importance of this issue is due to the need to expand the field of modern research in the

field of leadership and management, as well as to raise the level of professionalism and effi -

ciency of modern managers. After all, the manager must be able to set tasks, determine the

means of achieving the goal and methods of control, manage the opinion of the team. The
manager must be a leader and be able to motivate employees to work well and achieve high

results.

Most people do not notice the difference between the concepts of "leader" and "manager", and

believe that, being in a management position, this person automatically has power over subor-

dinates and is the leader of the team. Formally it is so. However, in practice, the ratio of these

complex parts is extremely diverse, as it is formed under the influence of many factors.

Unity, organization, mobility of a social group depend on many external and internal factors.

Influential factors of unity in the group are the leader and the manager. Because leadership

and management are two different things. The purpose of my paper work is to study the role

of a leader and manager.

Leadership, being a psychological phenomenon by its nature, at the same time acts as a

means of organizing relationships.

In "Fundamentals of Management" Meskon M.H., Albert M., Hedouri F. write: "leader is

someone who can influence others and who has managerial authority. Leadership is what

leaders do. It’s a process of leading a group and influencing that group to achieve its

goals.”[Meskon, Albert, Hedouri 1997: 300]. Today, the reduction of leadership only to influ-

ence, the motivational success of the leader is an anachronism.

A leader is an individual with the greatest value potential who has a leading influence in the

group. "For leaders, the responsibility is to transform the vision into reality.“ - Warren G.

Bennis [Warren 1989: 9]. And in truth, leaders do not sit and only dream, but on the contrary,

they always strive for success.

Regarding the term "manager", there are many definitions of it in psychological, sociologi-

cal, political science, and philosophical literature. I will mention one of them. Thus, in the Ох-

ford Аdvаnсеd Lеаrnеrs Dісtіоnarу it is said: "manager is a person who is in charge of run-

ning a business, a shop or a similar organization or part of one.” [Oxford: manager]. There-
fore, a manager is an individual who is officially entrusted with the functions of management

and organization of activities in the group.

The differences between leadership and management were well described by Warren Ben-

nis, one of the first researchers of modern leadership. These are twelve metaphorical state-

ments. "The manager has his eye on the bottom line; the leader has his eye on the horizon.”

[Bennis 2009: 42]. With this phrase, Warren Bennis emphasizes the importance of having a

leader's own vision. Unlike a manager, a leader knows not only how to act in order to achieve

the goals set by someone, but also what goals should be in front of him. He is able to SEE.

So, Warren Bennis will point out that the leader is not the same as the manager, and our bril-

liant former classmate is far from always at the top of the career ladder. A good manager can

be a bad speaker and a closed introvert, and a natural leader can remain a leader only in the

circle of his friends.

Some experts note that the main requirements that apply to the manager and the leader partly

contradict each other. In his classic article "Managers and Leaders: Are They Different?",

published in the Harvard Business Review, Harvard University professor Abraham Zaleznik

pointed out: “…business leaders have much more in common with artists, scientists, and other

creative thinkers than they do with managers.” [Zaleznik 1981: 6].

The differences between managers and leaders, he wrote, are at the level of their subconscious

conceptual representations of chaos and order. Managers prefer order, seek stability and con-

trol, and prefer to resolve a problem quickly—often without fully grasping the lesson it

teaches. Leaders, on the other hand, are willing to tolerate chaos and lack of order and may

delay resolving an issue until it is properly sorted out. Managers' goals are driven more by ne-

cessity than by their desires. They are excellent at smoothing out conflicts between employees

- it is important for them that both parties are satisfied and the organization continues to suc-

cessfully perform its daily functions. Leaders have an active, very personal attitude towards
goals. They work for the long term, inspiring subordinates with their personal energy and

stimulating creativity in their work. Their relationships with subordinates and colleagues are

often very emotional, and their work environment is chaotic.

There is no unequivocal opinion about the expediency of combining a manager and a group

leader in one person in social and psychological science. It is widely believed that leadership

opportunities increase the influence of a manager. It is widely believed that leadership oppor-

tunities increase the influence of a leader. No less persistent are the considerations that the

roles of manager and leader in the group should belong to different persons.

Conclusion.

Leadership mobilizes the joint efforts of people over a long period of time to realize a com-

mon goal. In my opinion, leadership is a specific type of management interaction aimed at en -

couraging people to achieve common goals.

Of course, the central figure of any group or organization is the manager. The effectiveness of

management is determined by the "individual approach”. That is, the ability to successfully

solve the main problems of human relations: the ability to respond to the unpredictable behav-

ior of subordinates, a clear formulation of requirements for employees. Also establishing reli-

able feedback with them, the ability to see and distinguish good from bad, truth from false-

hood. Such leaders set themselves the task of giving people the opportunity to earn enough, to

get satisfaction from their work, to participate in the management of the organization, to cre-

ate conditions for independent problem solving. The highest essence of humanism in manage-

ment is revealed in this respect for the individuality of a person.

Over the past 50 years, the problem of the relationship between leadership and management

efficiency has become one of the key issues in the theory and practice of psychology and

management. Any manager who is concerned about the effectiveness of his work should

strive to become a leader. However, despite sufficient study of the problem, a number of is-
sues remain controversial. Can a successful manager not be a leader? How should a manager

who is not a leader behave? What styles of leadership behavior are most effective in manage-

ment? What is the role of the personal qualities of the manager?

"Leadership" as a type of management relationship is different from the concept of “manage-

ment". I think management and leadership are two different but complementary systems, each

of which has its own functions and characteristic activities. Moreover, both are necessary

components of the management of any organization.

The concept of "leader", in comparison with the concept of "manager", is more capacious, as

it covers the personality traits of both the manager and the leader. And this means that a man-

ager who possesses leadership qualities can influence employees in order to introduce

changes in the organization.

Not every manager uses leadership in his behavior. A productive manager is not necessarily

an effective leader, and vice versa. And success in management does not compensate for bad

leadership.

The leadership style of managing an organization is a topic that has been on everyone's lips of

many managers during the last decade. A quite reasonable question arises: why is leadership

so important when you can just be a good manager?

Management experience shows that it is the leadership style that helps to make the business

competitive, reduce costs of time and human resources, prevent the loss of personnel and cre-

ate a friendly team to achieve long-term goals.

Time showed how right Zaleznik was. Today's companies increasingly require flexibility and

the ability to innovate, so they must encourage and nurture leaders. Only companies that de-

velop both leadership and managerial qualities at the same time easily adapt to a changing en -

vironment. This, in turn, requires a new, less formal and hierarchical approach to organiza-

tional structure.
One of the important parts of the study of the problem of leadership and management is the

question of the need for both the leader and the manager to have psychological qualities. Nu-

merous applied studies are focused precisely on the detection of this issue. For this purpose,

various personality tests are used, other methods are constructed, descriptions of the charac-

teristics of an ideal manager are often made. It is natural that with the help of these methods,

many properties that are really necessary for a manager are grasped, the list of which is drawn

from life experience. However, when conducting applied research on this issue, one should

not forget about the unresolved theoretical level of many questions that belong here.

List of References:

Bennis W. (2009). On becoming leader. PA: Perseus Books Group. pp. 41-46. URL:

https://www.mcs.gov.kh/wp-content/uploads/2017/07/On-Becoming-a-Leader_BOOK.pdf

Guenzi P., Ruta D. (2013). Leading Teams: Tools and Techniques for Successful Team Lead-

ership. URL: https://onlinelibrary.wiley.com/doi/epdf/10.1002/9781119207849.ch4

Meskon M.H., Albert M., Hedouri F. (1997). Fundamentals of Management: Textbook. M.:

«Business», 704 pp. URL: http://www.mim.ac.mw/books/Fundamentals%20of

%20Management.pdf

Zaleznik A. (1981). Managers and Leaders: Are They Different? The Journal of Nursing Ad-

ministration. Vol. 11, No. 7, pp. 1-12. URL:

https://beresolute.org/wp-content/uploads/2015/09/Managers-and-Leaders.pdf

Охford Аdvаnсеd Lеаrnеrs Dісtіоnarу. URL:

https://www.oxfordlearnersdictionaries.com/definition/english/manager?q=manager