Saturday 28 February 2015





Image result for Leader vs. Manager: What’s the Distinction?
by Craig Perrin

culled from:http://www.achieveglobal.es
TThe Question
“What’s the difference between a
leader and a manager?”
Well-worn as that question may be, it
remains worth asking because times
change, and leaders succeed when
their words, decisions, and actions
address prevailing conditions. We all
suspect, for example, that solving
today’s extraordinary problems will
take someone other than the all-
business manager who kept us on
the tracks – and then ran us off the
tracks – over the past few years.
To answer this and other questions,
the AchieveGlobal research team set
out to discover how leaders succeed –
to isolate their central concerns and
activities – in today’s business climate.
The Research
We defined a multi-phased process,
exploring secondary and primary
sources, to collect and analyze qualita-
tive and quantitative data. To begin, we
captured key themes from two years of
articles in eight respected peer-
reviewed journals from Europe, Asia,
and the Americas.
We reviewed all article abstracts, read
and summarized 80 full articles, and
developed a provisional leadership
model – a hypothesis, if you will – to
guide the primary research.
We presented this early model to focus
groups of executives and middle man-
agers in a range of industries and the
public sector. Their real-world experi-
ence confirmed some themes, added
new ones, and helped refine the model
for quantitative testing.
We then designed and launched an
online survey in the United States,
Mexico, India, China, Singapore,
Germany, and the United Kingdom,
gathering 971 responses from business
and government leaders and associ-
ates. Respondents represented global
and domestic-only organizations rang-
ing from fewer than 500 to more than
25,000 employees.
The Findings
Our principal findings were 42 leader-
ship practices
1
– some behavioral,
some cognitive – required to meet key
global leadership challenges isolated by
the research:
Cost pressures
Competitors
Improving customer satisfaction
Technology challenges
Driving sales growth
Employee productivity
Product/service innovation
We sorted the 42 practices into six
categories, or “zones,” to form a com-
prehensive model of leadership in the
21
st century.
The Leadership Zone Model
Statistical analysis confirmed that all six
zones correlate very highly with each
other, suggesting that the six zones
triangulate on a larger leadership construct.
In other words, the six-zone approach is
very accurate.
2
The Practices
As useful as statistics may be, most lead-
ers will find greater use in the practices
themselves – listed here with a short
behavioral definition for each zone:
Zone
1
– Reflection:
Leaders assess
their motives, beliefs, attitudes, and
actions, asking, “How can I make sure my
limitations don’t lead me to make poor
decisions?” To succeed in this zone, leaders:
Take responsibility for their own
mistakes.
3
Seek the knowledge required to make
sense of the big picture.
Examine what role they play in the
challenges that they face.
Treat failure as a chance to learn
and grow.
Reflect often on their performance
as a leader.
Give serious consideration to opinions
that differ from their own.
Speak frankly with others to learn from
them and build trust.
Zone
2
– Society:
Leaders apply princi-
ples such as fairness, respect, and “the
greater good” to balance individual and
group well-being. To succeed in this zone,
leaders:
Act ethically to serve the larger good,
not just to obey the law.
Encourage others to take socially
responsible action.
Openly challenge what they consider
unethical decisions and actions.
Take action to benefit others, not just
themselves.
Recognize and reward others based on
merit, not on politics.
Make fair decisions, even if they have
a negative impact on themselves.
Take steps to reduce environmental
harm.
Zone
3
– Diversity:
Leaders respect
and leverage such basic differences as
gender, ethnicity, age, nationality, and
beliefs. To succeed in this zone, leaders:
Strive to meet the needs of customers
representing other cultures.
Encourage collaboration among people
from different groups.
Display sensitivity in managing across
cultural boundaries.
Collaborate well with people very
different from themselves.
Effectively lead groups made up of
very diverse people.
Learn about the business practices
of other cultures.
Manage virtual teams with explicit
customer-centric goals and practices.
Zone
4
– Ingenuity:
Leaders offer
and execute practical ideas – and help
others do the same – to create a cli-
mate in which innovation can thrive.
To succeed in this zone, leaders:
Help other people to adapt quickly
to changes.
Help groups to develop a shared
picture of a positive future.
Develop themselves with the goal of
improving overall group capabilities.
Solve real-world problems by
thinking clearly and engaging others.
Tell stories to motivate others
toward strategic goals.
Create a work environment in
which innovation can thrive.
Find ways to promote speed,
flexibility, and innovation.
Zone
5
– People:
Leaders connect
with others on the human level shared
by all to earn commitment, inspire
effort, and improve communication.
To succeed in this zone, leaders:
Read a range of emotions in others
and respond appropriately.
Adapt to the leadership needs of
different groups.
Help others resolve issues of
work-life balance.
Make a daily effort to inspire the
trust of customers and colleagues.
Minimize the negative human impact
of their decisions and actions.
Build and maintain a cross-functional
task network.
Communicate well with customers
and colleagues at all levels.
Zone
6
– Business:
Leaders develop
strategies, make and execute plans and
decisions, organize the work of others,
and guide effort toward predicted
results. To succeed in this zone, leaders:
Adapt quickly to changing business
conditions.
Manage the costs of operation.
Learn new ways to make the business
competitive.
Develop and implement effective
business plans.
Analyze and use hard data to
promote business results.
Manage customer acquisition,
retention, and lifetime value.
Add clarity to their organization’s
vision and values.
The Answer Today
What answer do these findings offer for
our earlier question about the difference
between a leader and a manager?
An analogy may illustrate: The zone
model suggests that the difference
between a manager and a leader is very
much like the difference between a
raisin and a grape.
If a raisin is a grape with something vital
missing – water – so a manager is
a leader with many vital things missing.
Through the lens of this model, a
“manager” is competent primarily in
one zone:
Business
. Managers make and
execute plans and decisions, organize
the work of others, and guide effort
toward predicted results.
“Leaders” must do these things, too,
but our study indicates that leaders
also demonstrate other interests and
abilities grouped in the model in the
other five zones:
Reflection, Society,
Diversity, Ingenuity
, and
People
.
Just as a raisin has vital nutritional
value, a “manager” has vital organiza-
tional value. In fact, survey respon-
dents at every level in every global
region consistently rated the Business
zone more highly than other zones –
and for good reason: without business
results, no one succeeds.
Business savvy alone is not enough 
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8875 Hidden River Parkway, Suite 400
Tampa, Florida 33637 USA
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www.achieveglobal.com
© 2010 AchieveGlobal, Inc. No. M01281 v. 1.0 (01/2010)
to meet the complex variety of
21
st-
century challenges:
More complex problems demand
greater
Reflection
.
Sustainable long-term strategy must
have a positive impact on
Society
.
Large-scale efforts need to leverage
Diversity
in all its forms.
Ingenuity
drives innovation, which
sharpens a competitive edge.
Motivating
People
must involve their
emotions as well as their minds.
By this definition, then, an effective
21
st-century leader moves smoothly
among the zones as conditions
demand, leveraging strengths from
each zone to address deficiencies and
ultimately succeed in the other zones.
 
 
 

7 comments:

  1. Leadership best and it superseded been a manager because been a manager is restricted a particular organisation and there is a limit to its effectiveness but been a leader entails governing over a territory and it has no limit to its effectiveness.
    By: Adeleye Okikiola John.

    ReplyDelete
  2. Leadership best and it superseded been a manager because been a manager is restricted a particular organisation and there is a limit to its effectiveness but been a leader entails governing over a territory and it has no limit to its effectiveness.
    By: Adeleye Okikiola John.

    ReplyDelete
  3. Manager take time on decision

    ReplyDelete
  4. LUKMON BISOLA KANYINSOLA.. Leaders focus on the future while managers focus on present issues..

    ReplyDelete
  5. Distinct between leader and manager is that leader apply principles such as fairness, respect to balance individual and group well being.

    ReplyDelete
  6. Distinct between leader and manager is that leader apply principles such as fairness, respect to balance individual and group well being.

    ReplyDelete
  7. Treat failure as a chance to learn
    and grow.

    ReplyDelete