A Reflection: Do we need Leaders or Managers?
-a Leader vs. Manager Discourse

Exploring the Leader vs. Manager Discourse

The debate over the differences between leaders and managers is far from new. It has sparked extensive discussions among academics, consultants, and professionals alike, leading to a plethora of books, studies, and theories on the subject. Interestingly, this topic never fails to ignite strong opinions, whether among my delegates or in broader professional circles.

Drawing from both literature and my personal experiences—ranging from multinational corporations to small businesses, and from the private, government, and not-for-profit sectors—I’d like to share a distilled perspective on this enduring question.

A Visionary Entrepreneur: Leader or Manager?

Let’s start with the image of an entrepreneur. Picture someone who identifies a groundbreaking product or service—something they believe will solve a pressing problem.

They are driven, single-minded, and utterly consumed by their vision. This individual rallies others to support their idea, tirelessly markets its benefits, and finds ways to fund its development. However, do they pause to consider potential pitfalls or competitors? Likely not.

This person is visionary, possibly charismatic, and highly persuasive. But do they exhibit traits we associate with leaders, such as:

• Listening to diverse perspectives?
• Organising and delegating responsibilities effectively?
• Balancing their enthusiasm with methodical planning?

Often, the answer is no. While their strengths lie in inspiring and envisioning, they may lack the core managerial skills required for structuring and operationalising their ideas. So, are they a leader or a manager?

(Management & Leadership Training Courses)

The Model Manager: Leader or Manager?

Now, let’s consider another example: a manager within a 300-person organisation. This individual oversees 12 direct reports and contributes to strategic decisions. They have a comprehensive understanding of the organisation’s short, medium, and long-term goals.

Their strengths include:

• Securing budgets, resources, and technology to meet objectives.
• Communicating effectively with their team, setting clear goals, and providing constructive feedback.
• Ensuring their employees are neither overwhelmed nor underutilised.
• Building and nurturing relationships with customers and suppliers.

In every sense, this person is a model manager. But do they display leadership qualities? Can they step back to inspire a broader vision, navigate ambiguity, or influence the organisation’s strategic direction?

(Corporate Governance, Risk and Compliance (GRC) Training Courses)

Leadership and Management: Two Sides of the Same Coin?

Roffey Park Management School offers a succinct distinction:

• Leaders “do the right thing” by focusing on strategic decisions and long-term goals.
• Managers “do things right” by ensuring the efficient implementation of plans and processes.

Both roles require a shared foundation of people skills, such as communication, delegation, and talent development. Similarly, Henry Mintzberg, a prominent thinker, categorised managerial roles into three groups:

1. Interpersonal (e.g., building relationships and motivating others).
2. Informational (e.g., gathering and sharing knowledge).
3. Decisional (e.g., problem-solving and resource allocation).

Mintzberg’s insights blur the line between leaders and managers, suggesting that the two roles often overlap. Managers may need leadership capabilities, while leaders often require managerial acumen.

Food for Thought

Reflect on the two examples provided:

1. Does the visionary entrepreneur exhibit managerial skills, such as planning, structuring, and delegating?
2. Does the exemplary manager display leadership traits, such as inspiring a vision or driving transformational change?

The lines are not as clear-cut as they might seem. Organisations benefit most when individuals can balance and integrate leadership and managerial capabilities. The ideal professional is one who adapts their approach based on the context, seamlessly transitioning between leading and managing.

Building the Skills to Excel

During the “Strategic Planning, Development & Implementation“ course, you’ll have the opportunity to delve deeper into these concepts. This programme combines theory with hands-on practice, enabling you to:

• Explore management and leadership frameworks.
• Relate key principles to your own experiences and challenges.
• Practice critical skills such as decision-making, delegation, and team motivation.
• Learn and apply analytical tools that support strategic planning and execution.

By participating, you’ll strengthen your ability to integrate leadership and management skills effectively, benefiting both your personal career development and your organisation’s success.