Introduction

In Learning Unit 1 we focussed on the role of a leader by analysing the definitions of leadership. All of the modules to follow will discuss leadership. In Learning Unit 2, however, we will distinguish between the manager and the leader in the workplace and look at the manager in the organisation.

Questions you might ask are:

• Is the Manager always a Leader?
• Is the Leader always a Manager?
• Which is the most important for the workplace?

These two roles should always be seen as complementary – both equally important. They can be compared with an artist drawing a picture. First the aim is to concentrate on the outline, the structure of the sketch – to give it it’s distinctive from. However, after the picture has been outlined, it has to be coloured in and shaded. The first step gets the basic job done, as do managers, but without vision, inspiration and adaptability, the work can become a very dull and uninspiring!

Managers work with and through other people to achieve organizational goals and objectives. They do not attempt to carry out all tasks themselves. Managers have the use of and are responsible for, a range of resources including people, money, equipment and information. They are generally considered to spend their time involved with the traditional management functions of planning, organizing, leading and controlling. These functions are often referred to as the management process.

Leaders on the other hand are those that create vision, inspire, influence people, motivate people. Leaders come from any walk of life and needn’t be given power by an organisation. Leaders can inspire people towards positive or negative actions. They can inspire people to work towards a positive or negative goal. Informal leadership in an organisation can both assist and hamper organisational performance.