Question

Everyone who is a great leader is not necessarily a great manager. Do you agree with this statement? Why or why not?

Answer 1

There has been such a large number of writing, web journals, articles distributed on initiative that anything I say or compose will be repetitive in this field. The individuals who seek to be pioneers... have experienced these systems and ways to win administration and grew more bits of knowledge on what works and what doesn't. In any case, all these information may not be adequate to consider a cutout approach, as each position and its associations with encompassing positions (top, base, and additionally parallel) is special. Learning shared by others can be utilized as rules as it were. A pioneer must utilize his own particular judgment to comprehend his circumstance and through obtained information, survey and apply techniques to keep up his administration position.

When I say "initiative position", I don't mean a title. A title can be something that can be given by the bosses who believe that you as a man would help them to propel their necessities. More often than not, a title is offered just to the individuals who can be utilized to profit the administration. You can be raised into an administration position through these titles, yet titles don't ensure initiative. I firmly trust that initiative does not originate from top, it must be earned from everybody around you (top, base, and parallel). With my… about twenty years of involvement in water industry, I discovered that "pioneers are incredible directors, however all chiefs are bad pioneers".

Characterizing "Managers" and "Leaders"

Before I give you some case to expand what I implied, let me endeavor to characterize a pioneer and a chief from a mid-level designer's point of view. A MANAGER is a man who… through his experience (years spent in his field) took during the time spent getting things done by the organization's way, and may turn into a semi-master regarding the matter he is managing. As the upper administration needs individuals to fill the hole amongst them and the specialized individuals at the lower end, they search for somebody who can converse with both upper administration and individuals at the lower end of the gathering. They search for somebody who will execute the requests from them. A supervisor is only that individual who will make the motor moving and stay with the productive. He should not have to be merciful or will not have to have passionate insight enough...to turn into a pioneer. All he needs is to get it going for the managers. A current report done by Gallup found that organizations all through the world aren't right 82 percent of the circumstances in choosing their administrators

I would call these 82 percent supposed directors as MANAGERS as it were. They fizzled on the grounds that they neglected to end up pioneers who will survey and execute things by practicing effect on both upper and lower evaluated individuals in the association. Aimlessly executing the requests may enable them to win a few fights, however they will undoubtedly fall flat and lose the war on the off chance that they can't acquire the regard of the supervisors by managing and consulting with them to set up practical objectives, and by not procuring the trust of his subordinates who don't see him on their side; and at times, consider him as a manikin or robot who tries to influence them to get things done through terrorizing and obsolete stick-carrot technique.

A LEADER then again is the person who regardless of his position, impacts individuals, moves individuals, develops individuals to do things that are adjusted to his and the organization's objectives. These objectives might be difficult to accomplish, yet he remains in the bleeding edge with his subordinates to reach there (shows others how its done). He is there to direct and give strategic and enthusiastic help notwithstanding other carrot-stick strategies to make the entire group fruitful. A pioneer is somebody who does not compel others to do what he needs, he is the person who rouses others to see their advantages in accomplishing the shared objectives that will enable the association to flourish.

Case of a "Not a LEADER"

I was in a huge association, striving to advance. In view of my experience and the objective accomplished for the year, I was expecting an advancement. My boss was a mid-level supervisor who was there with his years and learning on the best way to oversee ventures. Sadly, he was threatened by his companions and did not have enough passionate quality to manage different chiefs to advance me. Anyway, his bosses had the capacity to see and look at the contender for advancement and chose to grant it to me. I knew the data from different sources, was thankful and energized. My chief came to me and gave me the uplifting news, yet he additionally revealed to me that he needed to battle to give me the advancement and I need to make it legitimized by working harder. Along these lines, fundamentally what he was letting me know is that he is completing some help to me by giving me something I haven't earned! It removed the fervor and certainty from me. I additionally lost all regard for him. I knew he is an awful pioneer who just searches for his own, yet right then and there, I understood how loathsome a supervisor he is who as opposed to building me up, discouraged me! I couldn't have cared less about the advancement for increment in pay, I considered it as an approach to accomplish acknowledgment that would support up my certainty. Starting there, rather than buckling down for the organization to demonstrate my value, I gave my additional quality to move far from under him. In the end, that person lost his gathering and remained as a specialized asset just without being accountable for any worker. The lesson I learned through this experience is that when you are in an initiative position, you must be straightforward and remunerate just on the off chance that somebody merits it, generally, work with the individual to draw out the best from him purchase motivating and building up an arrangement for development.

Case of a "Leader"

It was in a similar association. I was endeavoring to push upward to get greater duty to have more say in how the association is run. As a lower mid level specialist, that was a lil' excessively yearning, yet the national pioneer of the gathering saw that and set up a gathering to converse with me. We had a two hour long gathering where I communicated my dreams and how I need to develop with the association. He gave huge measure of bits of knowledge that helped me to tweak my objectives. After two months, the organization began a re-association exertion. The individual I was conversing with was a senior VP who was accountable for that exertion. He shaped a gathering of individuals that included representatives from various levels and named me as one of the part in the redesign group. That was a feature of my vocation up to that point. What he helped was not out, rather he gave me a chance to work harder over my general designing activity duties. It was an open door stretched out to me to influence a commitment to mine to and the organization's common objectives.

Epilog (My 2 pennies!)

Achievement in our industry is checked in our movement through the administration stepping stool. We need to push ahead and upward to wind up/remain fruitful in our profession, yet estimation of accomplishment ought not be founded on the position just, it ought to rather be estimated regarding authority scale. I would propose to the mid level specialist who is seeking to end up noticeably a pioneer and is venturing up to make and get the administration responsibilities...to make these inquiries to her:

1.         Do my bosses regard my supposition and settle on choices with my info?

2.         Do my subordinates believe me to be with them at the trench and would they say they are propelled enough to work with me to get things going with no carrot or stick?

In the event that the appropriate responses are "Yes" on the two events, you can view yourself as a pioneer.

There are different levels of initiative. You need to choose where you need to go and how, and truly work for it. All the writing out there, by and large acknowledged the way that Leadership learning can be procured. The information is out there...well reported. So...instead of emphasizing what is as of now out there, I might want to give some examples great peruses that helped me to comprehend the levels of initiative in genuine organization environment.

For any yearning pioneer, I would prescribe perusing and disguising the age tried rules by Dale Carnegie: How to Win Friends and Influence People. This book will help you to wind up noticeably a decent pioneer, as well as to improve as an individual. In the event that Dale Carnegie is the individual who characterized authority, Dr. Daniel Goleman is the individual who re-imagined administration by presenting "passionate insight" in the blend of initiative characteristics. Dr. Goleman's book: Emotional Intelligence is an unquestionable requirement read to practice authority in the present complex organization structures.

Two or three different books that demonstrate the execution of authority systems in genuine human ventures with genuine illustrations… include: Good to Great by James Collins and It's your Ship by Michael Abrashoff.

Upbeat perusing… and kindly… don't turn into a supervisor just, turn into a pioneer; generally, avoid overseeing others (:- ).