A good manager and a good leader

Topics: Leadership, Management, Stephen Covey Pages: 7 (1738 words) Published: October 8, 2014
What is more important, a good manager or a good leader? Discuss There are a lot of issues that are linked with managing oneself when trying to build work based relationship and engage positively in the organizational decision making procedure. The business sector in today's society is cumulatively rapid, and with this prompt increase comes the need for more people to manage and lead the growing establishments, but this growing need also raises some potential questions: Can anyone become a leader or a manager? Is there a difference between the two? Can people be trained to become leaders or a managers? Just like many other questions that might be asked in business; these questions have no one, definite answer. I will begin first by acknowledging the definitions of the two root words; the word manage according to the “oxford online dictionary” means “Be in charge of (business, organization or undertaking, and having the position of supervising staff at work. While the word lead simply means to go or guide. Similarly as the two words have different meanings or definitions, they also have different purposes. To help individuals increase their capabilities in business, an internationally recognized motivational speaker by the name of “Marc Sanborn” has developed certain theories that, “much like in science or art, prove some things to be more true than others by providing supporting facts to prove the legitimacy of certain ways of thinking”. Most of his theories authenticate the fact that in general, “good managers tend to be good leaders, but good leaders are not always good managers”. It is stated by (Rodenberg, 2007, p. 14), Any company that cannot imagine the future will not be around to enjoy it. Therefore, before any manager or leader can affect changes in their business they have to do what “Marc Sanborn” describes as visioning; they must mentally look into what they want to see as the potential outcome of any given situation. Managers are concerned with the problem at hand; they focus on what has to be done. Leaders on the other hand, notice what has to be done, but spend their time figuring out how to get it done. To be an effective leader it is important to focus on the determined details of a situation, look for opportunities and how to achieve them. Visioning cannot be taught but can be developed (Maser, 1998, p. 10). It is important for both manager and leader to start from the end and works backwards, or thinks to themselves "what will this team accomplish because of me? "Leadership is all about taking an organization to a place it would not have otherwise gone without you, in a value-adding, quantifiable way. When you vision, you think your way into a situation and it is the approach in visioning that separates managers from leaders. Visioning however is not the only method that separates managers from leaders. (Buckingham, 2008, p. 3). The different strategies used by managers and leaders in terms of their use of human resources can also differentiate the major factors that influence each position. Managers are required to monitor, supervise, and get tasks done in a certain amount of time. Managers have to be efficient, and thus time is the most important human resource for them. By improving their efficiency, managers can improve their managerial success. Leaders, on the other hand, must strategically use not only their time, but energy as well. Therefore, leaders should use their energy efficiently because there is only a certain amount of tasks that can be done in one day. By using these resources strategically, leaders can also efficiently use the time and energy of others. According to (Stephen R. Covey, 1995, p. 27) "Managers try to put more time into life, while leaders try to put more life into their time". Leaders must carefully plan out strategies they will use to accomplish given tasks because strategy is not the consequence of planning, but the opposite; it is the starting point. Understanding that...

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