Leaders are change agents | Managers are principally administrators. | |
Leaders get organizations and people tochange. | Managers write business plans, set budgets,and monitor progress. | Maccoby(2000) |
Leaders select talent, motivate, coach, andbuild trust. | Managers plan, budget, evaluate, andfacilitate. | |
Leaders are more about soul (or heart) ratherthan mind | Managers are more about mind. | |
Leaders are visionary, passionate, creative,flexible, inspiring, innovative, courageous,imaginative, experimental, and initiators ofchange. They draw their power from theirpersonal traits and attributes. They make useof their referent power to influence thefollowers. | Managers are rational, consulting, persistent,problem solving, tough-minded, analytical,structured, deliberate, authoritative, andstabilizing. They draw their power from theirposition and authority | Capowski(1994) |
Leaders have good intuition and insight. | Managers have good analytical ability. | |
All leaders are good managers. | All managers may not have leadershipqualities. | Daft(2003) |
Leaders are mobilized by their personalpower and endorsement of the group. | Managers are mobilized by authority andposition power. |
Leaders set a direction, communicate it toeveryone who will listen (and probablymany who won’t), and keep people psychedwhen times get tough. | Managers establish systems, create rules andoperating procedures, and put into placeincentive programs and the like. | Robbins(2002) |
Leaders decide what freight and passengersthe train carries and where it is headed. | Managers make the train run on time. | Perloff(2004) |
Leaders have broad perspectives enablingthem to peer into the future to determineneeds and what changes need to be made forgrowth and survival. | Managers are guided by the myopic drive tohandle routine in order to produceefficiently. |
Leaders are strategists. | Managers are tacticians. |
Leaders seek to develop new goals and alignorganizations. | Managers have a narrow purpose and try tomaintain order, stabilize work, and organizeresources. | Kotter(2006) |
Leaders produce the potential for dramaticchange, chaos, and even failure. | Managers produce standards, consistency,predictability, and order. | Kotter(1990) |
Leaders are inspiring visionaries concernedabout substance. | Managers are planners who have concernsabout the process. | Zaleznik(1977) |
Leaders leave a great deal to chance. | Managers are eager to solve the problems. |
Leaders adopt a personal and active attitudetoward goals. | Managers have impersonal, if not passive,attitudes toward goals. |
Leaders develop fresh approaches to long-standing problems and open issues to newoptions. | Managers act to limit the choices. |
Leaders work from high-risk positions andare often temperamentally disposed to seekout risk. | Managers work to reduce the risk. |
Leaders are concerned with ideas and relateto people in more intuitive and empatheticways. | Managers relate to people according to therole they play in a sequence of events or in adecision-making process. |
Leaders establish and break off intensiveone-to-one relationships. | Managers rely on moderate and widelydistributed attachments. |
Leaders are visionaries, collaborators,salespeople, and negotiators. | Managers are captains, analysts, conductors,and controllers. | Zimmerman(2002) |
Leaders innovate. | Managers administer. | Bennis(1989) |
Leaders are original. | Managers copy. |
Leaders develop. | Managers maintain. |
Leaders are concerned with trust and people. | Managers are concerned with systems,controls, procedures, policies, and structure. |
Leaders inspires trust. | Managers rely on control. |
Leaders have a long range perspective. | Managers have a short range view. |
Leaders ask “what” and “why.” | Managers ask “how” and “when.” |
Leaders’ eyes are on the horizon. | Managers have eyes always on the bottomline. |
Leaders challenge. | Managers accept the status quo. |
Leaders are their own people. | Managers are the classic good soldiers. |
Leaders do the right things. | Managers do things right. |
Leaders conquers the context. | Managers surrenders to the context. |
Leaders produces visions, concepts, plans,and programs. | Managers adopts the truth from others andimplements it without probing the facts. |
Leaders are concerned with effectiveness. | Managers are concerned with efficiency. |
Leaders opt for “pull” rather than “push.” | Managers opt for “push” rather than “pull.” |
Leaders provide vision and influence. | Managers provide resources. |
Becoming a leader is synonymous withbecoming yourself. | Becoming a manager is becoming whatcompany wants you to become. | |