Tharanga Nawagaththegama


MN7185-Leadership & Strategic Management
Leaders are Managers, but managers are not necessarily Leaders




A leader is someone who can see how things can be improved and who rallies people to move toward that better vision. Leaders can work toward making their vision a reality while putting people first. Just being able to motivate people isn’t enough — leaders need to be empathetic and connect with people to be successful. Leaders don’t have to come from the same background or follow the same path. Future leaders will actually be more diverse, which brings a variety of perspectives. (Morgan,2020)

A manager is the member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so—not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager’s chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior. 

The primary difference between management and leadership is that leaders don’t necessarily hold or occupy a management position. Simply put, a leader doesn’t have to be an authority figure in the organization; a leader can be anyone. 

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction—these are not necessarily organizational goals.

There isn’t always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers. (Duggal,2020)

Conclusion-

In Private Sector Banks Leadership, the banking organizational structures are getting increasingly leaner. There is a lot more emphasis on leadership all around. Even the ‘teller’ who had a functional role is expected to lead business growth. Though attrition levels are manageable in the banking industry, going forward, retaining quality talent is going to be an expensive proposition. Hence job satisfaction is a major concern for the banking sector of India. Wide Skilling is required in Banker; they are now expected to be savvy sellers and marketers as well. Only relying on core banking service skills will not support Banks create penetration into the rural markets. A strong focus on selling skills and communication is required which a leader has to foster among his employees to increase the branch performance. 

Banking sector need good leaders to motivate his followers, set directions to achieve organizational goals  , without good leadership, the banking sector or any  organization cannot expect good outcome from employees. therefore, leaders are managers but, managers are not necessarily leaders,  

References -

Useem, M., 2010. Four lessons in adaptive leadership. Harvard business review, 88(11), pp.86-90.


Grey, C., 1999. ‘We are all managers now’;‘we always were’: on the development and demise of management. Journal of Management Studies, 36(5), pp.561-585.


Zaleznik, A., 2004. Managers and leaders. Harvard Business Review, p.1.

Comments

  1. Unknown3 November 2020 at 04:52

    From my perspective, everyone is the managers in banking sectors. except CEO s.
    How Do you describe them as their are Leaders? Even positioning their names come as regional managers / Branch Manages etc .

    Sagara Ranga Liyanage

    ReplyDelete
    Replies
    1. TharangaN7 November 2020 at 03:05

      I respect your perspective which as Grey C suggest in 1999-we are all managers of ourselves though every manager is not a leader. My argument is managers and leaders are two different aspects based on characteristics. Not every manager is a leader but every leader is manager.

      Delete
  2. Pasan Wijesekara5 November 2020 at 06:33

    Your explanations well justified the position you stand with the title. Possible examples of global or out of your organization will find this more attractive.

    ReplyDelete
  3. Hemanthi Maheshika Abeysekara6 November 2020 at 23:26

    There are some managers who always give orders to their subordinates. "do this! ',' do that! ' subborinates do not allow to ask any question or managers do not allow others to talk. The employees less motivated and cannot expect their real outcome.

    ReplyDelete
    Replies
    1. TharangaN7 November 2020 at 03:07

      True. That managers behaviour always give negative result to any organization. Thank you.

      Delete
  4. Chanakaja11 December 2020 at 11:49

    From my viewpoint, the managers in the banking sector are just managers. CEO s, except. How do you identify them as the leaders they are? The role you are in with the title was well justified by your descriptions. Possible examples would find this more appealing internationally or beyond your company.

    ReplyDelete

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