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Leadership Versus Manager: Leader Vs. Manager

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P1 Leader versus Manager
“Leadership and manager are two synonymous terms” is an incorrect statement. Leadership doesn’t require any managerial position to act as a leader. On the other hand, a manager can be a true manager only if he has got the traits of leader in him. By virtue of his position, manager has to provide leadership to his group. A manager has to perform all five functions to achieve goals, i.e. Planning, Organizing, Staffing, Directing, and Controlling. Leadership is a part of these functions. Leadership as a general term is not related to manager. A person can be a leader by virtue of qualities in him. For example: leader of a club, class, welfare association, social organization, etc. Therefore, it is true to say that, “All …show more content…

On the other hand, manager can be a true manager only if he has got traits of leader in him. Manager at all levels are expected to be the leaders of work groups so that subordinates willingly carry instructions and accept their guidance. A person can be a leader by virtue of all qualities in him.
Leaders and Managers can be compared on the following basis:
Basis Manager Leader
Origin A person becomes a manager by virtue of his position. A person becomes a leader on basis of his personal qualities.
Formal Rights Manager has got formal rights in an organization because of his status. Rights are not available to a leader.
Followers The subordinates are the followers of managers. The group of employees whom the leaders leads are his followers.
Functions A manager performs all five functions of management. Leader influences people to work willingly for group objectives.
Necessity A manager is very essential to a concern. A leader is required to create cordial relation between person working in and for organization.
Stability It is more stable. Leadership is temporary.
Mutual Relationship All managers are leaders. All leaders are not …show more content…

A manager 's job is to coach or guide workers to choose the best paths for reaching their goals. Based on the goal‐setting theory, leaders engage in different types of leadership behaviors depending on the nature and demands of a particular situation.
A leader 's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance; this leader facilitates, coaches, and rewards effective performance. Path‐goal theory identifies several leadership styles:
• Achievement‐oriented. The leader sets challenging goals for followers, expects them to perform at their highest levels, and shows confidence in their abilities to meet these expectations. This style is appropriate when followers lack job challenges.
• Directive. The leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when followers hold ambiguous jobs.

• Participative. The leader consults with followers and asks them for suggestions before making a decision. This style is appropriate when followers are using improper procedures or are making poor

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