Leaders are natural managers but managers are not necessarily leaders

A manager is someone in an organisation who is liable for carrying out the core functions of management, which includes planning, organizing, leading and controlling. 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 functions, their primary focus is to achieve organizational aspirations. They get paid to get things done. Therefore, the manager is liable for themselves as well as the conduct and performance of their co-workers.

A leader has no official, physical power towards his followers. Power is assigned to the leader may be on temporary basis and is contingent upon the leaders 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 manager 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. [Online] Available at: https://www.thnk.org/insights/the-need-for-creative-leadership/ [Accessed 30 October 2017].