Is a Manager a Learder?

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There are varying interpretations of the differences between leaders and managers. Many people say that they are quite similar while other say they are not even in the same league. The latter definition is quite accurate according to Marlene Caroselli’s Leadership Skills for Managers. Mangers are known as people who direct workflow and manager what people do and when they do it. As liaisons between employees and upper management, their responsibilities do not end with just what work is done. They are responsible to employees and “wear many different hats” (Caroselli, p. 2, 2000). Leaders on the other hand are different breed of people. The basic definition of a true leader is someone who motivates his or her subordinates to do something because they want to do it, not just, because they told them to do so. They believe in the culture of the organization and try to embody that and it shows through their employees. People follow true leaders because they exhibit traits that they themselves lack or want to have one day. It is not that hard to figure out the leader of a group just from a short time of observing.
Leader as a Visionary
As stated earlier, managers have many different hats but leaders hold many different roles and are responsible for many different aspects of their group/section/team etc. A leader must be a visionary in the sense that they are always seeking improvement in some way. They do not accept the current state of anything and always ask the “right questions” (Caroselli, p. 17, 2000). To have vision is to not only see what something is, but to see what it could become. Upon this realization, a leader will not only issue their orders but also be comfortable doing the same thing. This is known as “talking the talk...

... middle of paper ...

...leader is hard to find in a raw state and they usually need to be groomed to such a position. As stated previously, leaders have many abilities and qualities in order to be effective.

Works Cited

Caroselli, M. (2000). Leadership Skills for Managers: McGraw-Hill
Holzimmer, K. C. (1995). Walter krueger, Douglas MacArthur, and the pacific war: The wakde-sarmi campaign as a case study. The Journal of Military History, 59(4), 661. Retrieved from http://search.proquest.com/docview/195633205?accountid=8289
Roussell, Daniel J.,, Jr. (2013). Future challenges in operational risk. The RMA Journal,
96(3), 34-37, 13. Retrieved from http://search.proquest.com/docview/1461391565?accountid=8289 Scott, C. (2012). Customer satisfaction: The ultimate team game in home building.
Professional Builder, Retrieved from
http://search.proquest.com/docview/1275843536?accountid=8289

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