Managers and leaders are two very different types of people. Managers' goals arise out of necessities rather than desires; they excel at defusing conflicts between individuals or departments, placating all sides while ensuring that an organization's day-to-day business is done. Leaders, on the other hand, adopt personal, active attitudes toward goals. They look for the opportunities and rewards that lie around the corner, inspiring subordinates and firing up the creative process with their own energy.
Their relationships with employees and coworkers are intense, and their working environment is often chaotic Managers are problem solvers in which they focus on goals, resources, organization structures, or people. They often ask questions about what problems have to be solved, and what are the best ways to achieve results so that people will continue to contribute to this organization. They are persistent, tough-minded, hardworking, intelligent, analytical, and tolerant and have goodwill toward others. Leaders are perceived as brilliant, but sometimes lonely. They achieve control of themselves before they try to control others.
In addition, they can visualize a purpose and generate value in work. In addition, they are imaginative, passionate, non-conforming risk-takers. Managers and leaders have very different attitudes toward goals. Managers adopt impersonal, almost passive, attitudes toward goal. They decide upon goals based on necessity instead of desire and are therefore deeply tied to their organization's culture and tend to be reactive since they focus on current information. Leaders tend to be active since they envision and promote their ideas instead of reacting to current situation.
They like to shape ideas instead of responding to them. Also, they have a personal orientation toward goals and provide a vision that alters the way people think about what is desirable, possible, and necessary. Now let us look at managers and leaders' conceptions of work. Managers view work as an enabling process, which establish strategies and makes decisions by combining people and ideas. They continually coordinate and balance opposing view and are good at reaching compromises and mediating conflicts between opposing values and perspective. Leaders develop new approaches to problems and open issues to new options.
They first, use their vision to excite people and only then develop choices, which give those images substance. Also, focus people on shared ideals and raise their expectation. Managers prefer working with others. They like to report that solitary activity makes them anxious. Also, they maintain a low level of emotional involvement in relationships. They attempt to reconcile differences, seek compromises, and establish a balance of power. In addition, they focus on how things are done. Leaders can relate to people in empathetic way and focus on what events and decisions mean to people.
They attract strong feelings of identity and difference or of love and hate. As you can see, managers and leaders are very different. It is important to remember that there are definite strengths and weaknesses of both types of individuals. Managers are very good at maintaining the status quo and adding stability and order to our culture. However, they may not be as good at instigating change and envisioning the future. On the other hand, leaders are very good at stirring people's emotions, raising their expectations, and taking them in new directions.