Key Differences Between Leaders and Managers

Researchers and practitioners have produced sharp contrasts between leaders and managers to make the difference memorable. The contrasts below are not a personality test. They are a set of activity descriptions. A real school head moves between leader-mode and manager-mode through the day. The contrasts help her see which mode she is in.

Innovator versus administrator

The first contrast is about orientation to the work.

The leader is an innovator and the manager is an administrator. A leader is full of new ideas and believes in experimenting and creating new things. The manager is someone who is already established and is responsible for the smooth running of her assigned area of operations.

A leader looks at the school and asks what could be different next year. A manager looks at the school and asks how to run the current operation reliably.

In a school:

1. Leader-mode example. “We have been running parent-teacher meetings as fifteen-minute slots for years; the parents are unhappy and the teachers exhausted. What if we ran small-group meetings by topic instead?”
2. Manager-mode example. “The current parent-teacher meeting schedule needs every teacher in the building from 3pm to 7pm on a Saturday. Let me work out the room assignments and the refreshments.”

Both are needed. A school that only innovates never finishes the parent-teacher meeting. A school that only administers keeps doing the meeting that no one likes.

Results and trust versus control and authority

The second contrast is about what each role produces.

The leader ensures results and trust whereas the manager represents control and authority. A leader is the inspiration for others, on whom the team can show its interest and confidence. Managers are responsible for maintaining law and order. They help people in developing their assets and bring out their best talents, for fulfilling their own mission.

The leader’s currency is trust. Staff follow her because they believe she will deliver and that she has their interests at heart. The manager’s currency is authority. Staff comply because she has the position and the responsibility.

Both are needed in a school. Trust without authority means decisions take forever because every staff member has to be convinced. Authority without trust means decisions get made and quietly sabotaged.

What and why versus how and when

The third contrast is about the questions each role keeps asking.

A leader asks questions about what and why; a manager asks questions in how and when. If anything goes wrong or if it is not done up to the expectation of the company then it will be the leader who will ask the question in what and why, as she has to answer the higher-ups. On the other hand, a manager is the one who will ask for the reasons, as her job is to keep her vision on the company’s goal and objectives.

A leader interrogates the purpose. A manager interrogates the execution. A staff meeting that mixes the two well sounds like this:

1. Leader at the start. Why are we doing this programme? What outcome are we expecting? What would success look like for the children?
2. Manager in the middle. How will this run week by week? When does each phase happen? How will we know if we are off track?
3. Both at the end. Does the plan deliver the outcome we wanted? If not, where is the gap?

A school where only how and when get asked produces detailed plans towards goals nobody questioned. A school where only what and why get asked produces inspiring conversations and no plan.

Solutions versus action plans

The fourth contrast is about how each handles a problem.

Leaders give solutions while the managers create action plans. A leader will simply look at the problems and will devise new solutions to bring out the better by motivating his coworkers. The manager will create policies and teams for smooth functioning of the organisation. She will empower the people by listening to their views, values and principles.

A leader, faced with a problem, generates a fresh approach. A manager, faced with a problem, sets up the procedure to handle problems of that kind in future.

In a school, a leader sees that parent-teacher meetings are not working and proposes redesigning them. A manager sees the same problem and writes a procedure for handling parent feedback. The two responses complement each other. The leader produces the redesign. The manager produces the durable system that survives staff turnover.

Followers versus subordinates

The fifth contrast is the most charged, and the most useful.

Leaders make followers and the managers look for subordinates. The working of a leader reflects from the number of true followers she has. This shows her ways of working and the level of trust her team has on her. On the contrary, a manager is the one who has subordinates, formal authority, and the position. She works in an autocratic, consultative, or democratic way.

A subordinate works for the manager because the organisation chart says so. A follower works for the leader because the follower has chosen to. Both relationships can produce work, but the durability and the quality differ.

Three differences in how the relationships behave:

1. When the boss is absent. Subordinates often slow down. Followers often keep going because they have internalised the goal.
2. When the work is hard. Subordinates complete the assigned task. Followers go beyond it.
3. When the leader leaves. Subordinates wait for the next manager and adjust accordingly. Followers may carry the work forward or may follow the leader elsewhere.

In a school, the question “do I have followers or subordinates?” is a useful self-check. A principal whose entire staff is in subordinate mode has a school running on authority. A principal whose senior teachers are in follower mode has a school running on shared purpose. The two schools look the same from outside; they perform very differently.

A simple, useful table

The differences are easier to keep in mind as a single table.

A school head can ask of any meeting on her calendar: which mode does this need? A budget review needs manager-mode. A vision retreat needs leader-mode. A staff appraisal needs both: leader-mode to discuss future and growth, manager-mode to discuss specific performance against targets.

Flashcard

What is the difference between followers and subordinates?

Tap to reveal

Answer

A subordinate works for the manager because the chart says so. A follower works for the leader because she has chosen to.

The difference shows up in three places:

1. When the boss is absent (subordinates slow; followers keep going).
2. When the work is hard (subordinates do the task; followers go further).
3. When the leader leaves (subordinates wait; followers may carry the work forward).

A school running on subordinates is held together by authority. A school running on followers is held together by shared purpose. The two look similar from outside and behave very differently in pressure.

Caveat: contrasts are sharp, people are not

The contrasts above are deliberately sharp so they stick in memory. Real school heads are not pure leaders or pure managers; they move between the two. Two cautions:

1. Do not use the labels on colleagues. Calling a deputy “just a manager” is dismissive and inaccurate. She is in manager-mode this week; next week may need leader-mode.
2. Do not aspire to be only a leader. The literature in the 1990s sometimes romanticised leadership and dismissed management. The result was a generation of would-be leaders who could not run the operation. The school needs both.

A reliable principal can do both modes adequately. An outstanding principal does both modes well and switches between them as the work demands.