Leaders are natural managers but managers are not
necessarily leaders
A manager is someone in an organization who is liable for carring out the
core functions of management,which includes planning, organizing,leading
and controling.Theoretically all managers could be leaders in the event that
they successfully carry out their leadership tasks to communicate,motivate,
encourage and inspire employees in the direction of a better degree of
productivity.because managers are answerable for carrying out these four
function,their primary focus is to achieve organizational aspirations.they
get paid to get things done.therefor,the manageris liable for themselves
as well as the conduct and performance of their co-workers.
assigned to the leader may be on temporary basis and is contingent upon the
leader ability to hold to encourage and inspire followership.if we
distinguish the differences between managers and leaders,the managers have
subordinates,at the same time as leaders have followers. subordinates do
now not have a choice and they have act accordance to the demands and
needs of their managers; however following is a voluntary action for
followers.
possibly the best division between managers and leader is that it is not
necessary for leaders to hold management positions.anyone can emerge as
a leader without a formal title.Any individual can become a leader because
the idea of leadership is on the personal characteristics of the leader.the
leader will display passion and investment towards the success of their
followers and accomplishing their goals,which can be separate from
organizational goals.
However,without a doubt not all managers are leaders because not all
managers practice all of these discussed above.A worker will pursue the
instructions of a manager for the way to perform a activity because they
must,however an worker will voluntarily follow the instructions of a leader
due to the fact they judge in who they are as a person,what they stand for
and for the they inspire subordinates.A manager will become a manager by
their position,and subordinates will follow the manager due to his or her job
description and title.
References
Chapman,A.,2013.Tuckman forming storming norming performing model.Centre for
Leadership studies.
Kotter,j.p.,2001.What leaders Really Do.Harvard business Review,pp.1-12
Vernooij,M.&wOLFE,R.,2014.The need for the creative leadership.
