Leadership vs. Management: Exploring the Differences

For decades, people have used the terms “management” and “leadership” interchangeably. However, these roles are decidedly more defined. Understanding the differences between leadership and management is the first step in recognizing how to use both positions to their highest advantage.

Management and Leadership Defined

While there is some overlap between the role of a leader and that of a manager, both terms have their own definition:

• Management: As we define it, management is working with and through others to achieve organizational goals. It can refer to the process of supervising people and organizing processes. Managers are focused on the work. They know how to assign tasks, oversee projects and optimize operations while improving profitability.
• Leadership: Again, as we define it, leadership is simply influence. Anybody can influence the behavior of another person, meaning anybody—not just managers—can be a leader. Leaders focus on the relationships they build with the people they work with. They know how to engage and motivate them to stay positive, envision new strategies and enact change.

With these definitions, management can actually be considered a subset of leadership. Managers are given the opportunity to lead. However, there are plenty of managers who aren’t leaders and plenty of leaders who aren’t managers. The difference lies in the ability to establish meaningful connections with others, whether they’re direct reports or co-workers. 

The Obvious Overlap

These terms have long been thought to be one and the same, and reasonably so. The best managers and leaders share many of the same qualities, like:

• Approachability: People have to see you as someone they can work with. They know they can go to you when they face challenges and trust that you will find ways to assist them. 
• Experience: You don’t have to be the CEO to be an expert in your field. When your personal expertise lends itself well to your job, people notice and come to you for support and advice.
• Adaptability: A good leader or manager meets others where they are and helps them move forward.
• Agility: Businesses change fast. People look to their leaders—whether they are managers or not—to know how to react to sudden changes and adapt to new standards.

Additionally, both leaders and managers evaluate their effectiveness using the same scorecard—productivity, engagement and retention.

Manager vs. Leader: The Crucial Differences

Still, management and leadership often have different priorities at work. Some of the most important roles managers take charge of include: 

• Organizing projects: Managers are the people who have the legitimate power to create business projects and show everyone else what it will take for them to be successful. They use the goals that upper-level teams establish to develop strategies that those under their watch can implement.
• Managing resources: Whether it’s budget, materials, time or employee motivation, managers must be sure they have the resources that allow their projects and operations to be successful.
• Directing workflows: Managers are often tasked with breaking down workflows and helping higher-ups understand why certain roles and resources are necessary. They see the whole picture of a project and help their team execute that vision.

The role of a leader, however, is much less defined by role or title. Even the lowest-level team members in a company can be leaders, as their priorities include:

• Implementing vision: Leaders are the ones who are willing to explore new ideas. They see new or effective methods of achieving results and are not afraid to speak up and put them into action.
• Building trust among employees: Leaders in every area have to be trustworthy and capable of spreading that trust and respect among the team. They are transparent about who they are, what they do and how they can help others achieve excellence.
• Guiding conversations: Communication is a critical skill for leaders to ensure everyone has the right information to do their part in the workplace. Leaders are responsible for making sure people receive and understand new information and know how to apply it to their roles and responsibilities.

While managers tend to focus solely on task execution, leaders prioritize cultivating strong relationships that not only optimize task execution but also help keep their team engaged, productive and loyal long-term. For example, a leader takes time to connect with team members on a personal level and learn about their goals and career aspirations. They practice active listening and empathy—skills that build trust and make others feel heard and valued.

When employees feel that they’re cared for, they’re more likely to complete tasks because they want to—not because they have to.

By contrast, managers who only seek results from employees and don’t put effort into building trust or genuine connection risk creating relationships that feel purely transactional. If they don’t help employees connect tasks to a larger purpose—like a leader would—the work can feel unsatisfying. In those cases, employees may lack enthusiasm or motivation and feel they must do a job because they “have” to, not because they want to.

In the end, you can be given the role of manager, but you have to earn the role of leader and that’s the ultimate differentiator between the two. 

Expand Your Influence With CLS

Regardless of job title, everyone can benefit from developing their leadership skills. At The Center for Leadership Studies, we recommend our Situational Leadership^® Essentials course to leaders at all levels and degrees of experience who hope to enhance their skills for improving performance and engagement. 

Sign up for the Situational Leadership^® Essentials course today or connect with our team to learn more about the leadership development opportunities available to you and your workforce.