7 differences of real leaders from ordinary managers

We are used to considering the leaders of those who lead, teaches and helps to develop others. Cognitive-Bichevioral therapy specialist John D. Moore believes that not every leader becomes a leader, and explains how to distinguish a simple manager from who people follow.

About what makes a person a leader, many books and articles have been written. In the first year of the MBA training program, students often ask the question: “The leader and manager are the same thing?»I believe that the answer to this question is not.

The fact that you have subordinates, whose work you control, does not yet make you a leader. Of course, this does not mean that managers cannot be leaders. Of course, they can. I just want to say that this position itself does not give a person leadership qualities.

What distinguishes leaders from managers? Here are a few points that should be taken into account:

1. Managers manage, leaders invent something new

The essence of management can be formulated as follows: it is the art of performing any work with the help of others.

Leaders do the same, but at the same time simplify the subordinates with the help of innovations. The main question for these people sounds like this: is it possible to fulfill this task more efficiently?

2. Managers support everything at the level, leaders strive for development

Supervisers, as a rule, are primarily concerned about maintaining “homeostasis” in their unit – so that everything remains as it was and does not get

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worse. It is enough for employees to do their job and not create unnecessary problems. Leaders actively interact with subordinates, helping them develop. They understand well that the professional and personal growth of employees benefits the entire organization.

3. Managers control, leaders inspire

“The report should be ready tomorrow by the end of the working day”. This is how the typical manager’s requirement sounds. His orders are carried out because he has a certain power corresponding to the positions. But this does not mean that the employee wants to do this job. In many cases, he performs it simply because he must.

Leaders can motivate subordinates, inspire. Employees willingly fulfill duties and instructions, as they believed in the vision of the future that the leader showed them. President John Kennedy is a great example of a leader who knew how to inspire, and also a successful reformer. People willingly followed him, because he aroused sympathy and trust in them.