Can a Manager Be an Effective Leader at the Same Time?

It's often debated whether it's possible to excel as both a good manager and a good leader simultaneously. While management and leadership are distinct roles, they are not mutually exclusive. In fact, possessing skills in both areas can significantly enhance one's ability to lead and manage effectively.

The Delicate Dance of Management and Leadership

Management typically involves organizing, planning, and overseeing day-to-day operations. Leadership, on the other hand, focuses on vision, inspiration, and guiding change. While these roles differ in their primary objectives and approaches, they are often complementary.

Effective managers provide the structure that allows leaders to guide and empower their teams. Conversely, strong leadership can enhance managerial practices by fostering a culture that aligns with the organization's goals and values.

Consider a conductor who not only directs an orchestra but also ensures each musician has the right sheet music and instrument. In the same vein, a good manager ensures that the team has the necessary resources and support, while a good leader inspires and motivates the team to achieve its goals.

The Necessity of Both Management and Leadership

Some might argue that mastering management skills first is crucial to developing effective leadership. It's like learning to walk before you run – understanding the intricacies of operations before steering the ship.

However, the truth likely lies in a nuanced middle ground, particularly if you are in either role. A good manager should be able to inspire and motivate their team, and a good leader should be able to organize and structure their efforts effectively.

Examples of Managers and Leaders

The Venn diagrams of management and leadership roles overlap.

A principal scientist in a research company is an example of a leader who may have no one reporting to them, but they can still influence the success of the efforts by engaging other researchers in best practices and improving their work.

In the 1970s, large companies were heavily layered with middle managers, leading to significant inefficiencies. This sparked counter-movements from top business schools, organization design experts, and management consultants, who emphasized the importance of leadership over mere management.

The "management by objectives" movement sought to address the "activity trap," which caused people to lose sight of why they were performing specific tasks. As a result, management consultants and trainers began to distinguish between a "leader" and a "just a manager." The former was seen as the preferable interpretation of the role, focusing on vision, inspiration, and guidance, while the latter was seen as merely passing down instructions, goals, and messages.

Flat Organizations and the Evolution of Leadership

The "flat organization" movement of the 1970s and 1980s aimed to break down layers of bureaucracy. A piece in Harvard Business Review in the 1980s warned that managers whose main responsibility was to pass down instructions, goals, and messages from higher up to operational employees would soon be redundant. This movement was driven by technological advancements, such as the debut of the IBM PC on August 12, 1981, and the subsequent advent of Local Area Networks (LANs), which allowed for instant communication across an entire company.

Leaders are still a subset of all managers. If you're in an organization of hundreds of employees, you can engage in a mental exercise to spot leaders within your organization.

However, it's crucial to keep these observations to yourself and avoid making personal judgments. You might have an incomplete picture or a wrong impression.