Managerial Roles

In recent years, there has been a call to develop more leaders in the workplace (Leskin, 2006). Many management and leadership experts insist that "we have too many managers and not enough leaders" (Leskin, 2006, para. 3). They claim that American businesses are putting too much emphasis on training managers and not enough on creating leaders. However, others are beginning to wonder if this trend is creating a large chasm between these two roles, rather than recognizing that the best business managers are those who strive to be both good managers and good leaders (Leskin, 2006). In the end, to help you all become better supervisors, I would like to take a moment to discuss with you the distinct roles of manager and leader and how these two roles can overlap in the workplace.

The Role of Manager

First, what exactly is a manager? Basically, a manager is an individual in authority, who is given the task of overseeing resources (i.e., people, supplies, and/or facilities) within a company to try to meet set goals (Allen, 1998b; Leskin, 2006). This overseeing of resources consists of four distinct functions: "planning, organizing, directing, and controlling the resources" (Allen, 1998b, para. 1). The first of these functions, planning, encompasses all the methodical steps that the manager must develop so those under him or her can reach the business's goals. Next, organizing refers to the rearranging of company resources that is required to put this plan into motion. After this, the manager must direct those under him or her so they may accomplish the necessary tasks to reach the organization's goals. Finally, this cycle is completed with controlling, which requires the manager to keep the resources on track by periodically reviewing his employees' progress and taking corrective action if needed (Allen, 1998b).

The Role of Leader

A leader, in contrast, is essentially an individual that "influences more than one person toward a goal" (Allen, 1998a, A Definition of Leadership section). This influence can come in a variety of ways. For example, transactional leaders clearly explain roles and tasks that each individual must implement to reach set goals and then outline a clear set of punishments and rewards to motivate each person to fulfill these roles and complete these tasks (Allen, 1998a; Straker, 2007). Transformational leaders, though, put less focus upon clear-cut tasks and roles. Instead, they use charisma and vision to inspire followers to do all they can to help the organization succeed. At times, their followers will go above and beyond what is expected of them for the sake of developing a more promising future for the organization (Allen, 1998a).

Managers vs. Leaders

It is crucial to realize that these two distinct roles are not entirely separate. Rather, they are interrelated in many cases. Occasionally, leaders must be managers and likewise, managers must be leaders. Also, leaders within the workplace do not necessarily have formal authority (as managers, supervisors, and other authority heads do). And even though managers are given formal authority, some managers never act as leaders. However, all managers should strive to be good leaders because leadership skills make their responsibility of directing those under them much easier. Essentially, leadership influences others to willingly bring about change, while management without leadership tries to use formal authority to force employees to achieve goals (Allen, 1998a; Leskin, 2006). Consequently, all managers and supervisors should readily embrace the characteristics and skills of a good leader, such as analytical thinking, confidence, dedication to excellence, enthusiasm, excellent character, self-control, and stability (White, 2005).

Managers as Motivators

Managers also must sometimes act as motivators within the workplace. Motivating employees is part of being a leader. However, the manager as a motivator takes this important task to a whole new level. Ultimately, the manager or supervisor who fully assumes this role seeks to pinpoint the interests and drive of his or her employees and set up a positive work environment that will reward employees with incentives that specifically match these individuals. These incentives will not only help drive employees to achieve organizational roles but also motivate them to continue working at that business. For example, managers may choose to conduct an employee motivation survey to find out what is important to those under them. This survey then reveals that many of the employees feel like they do not have a voice in the workplace, reducing their creativity and desire to work. To remedy this problem and motivate these individuals, the managers could set up open communication channels between them and their employees and offer rewards for creative ideas that the company decides to implement (University of Colorado at Boulder, 2008).

Managers as Coaches

Finally, managers additionally act as coaches at times. The best managers aim to engage those under them, getting each employee "fully involved in, and enthusiastic about, his or her work" (Goldsmith, 2007, Employee engagement . . . So what's it all about? section). Countless surveys have revealed that one of the things that get employees enthusiastic about their jobs is the opportunity for career development. As a result, managers should take a special interest in the career goals of their employees and act as their career coach. For example, a manager acts as a career coach for his employees when he or she takes the time to regularly discuss with them their strengths and desires and then assigns them projects or even new positions that fit these strengths and desires (Goldsmith, 2007).

Conclusion

In conclusion, being a manager is a complicated job. It entails assuming a vast number of different roles, not just leader, motivator, and coach. Different circumstances call for a different role, and the best managers learn which role(s) is appropriate for which situation, while never losing sight of the fact that all of these roles are what makes up a good manager (Allen, 1998c). In the end, I encourage you all to never stop developing your management skills. Never be afraid to learn from your past mistakes or the criticism of those above or below you. From my past experience (working for two small business owners), I have learned that few people are naturally good managers. Rather, the best managers are molded over time as they continuously grow and expand their knowledge and experience.

References:

Allen, G. (1998a). Leading. In Supervision. Retrieved July 25, 2008, from Dallas County Community College District Web site: http://ollie.dcccd.edu/mgmt1374/book_contents /4directing/leading/lead.htm

Allen, G. (1998b). Managerial functions. In Supervision. Retrieved July 22, 2008, from Dallas County Community College District Web site: http://ollie.dcccd.edu/mgmt1374/book _contents/1overview/managerial_functions/mgrl_functions.htm

Allen, G. (1998c). Managerial roles. In Supervision. Retrieved July 29, 2008, from Dallas County Community College District Web site: http://ollie.dcccd.edu/mgmt1374/book _contents/1overview/managerial_roles/mgrl_roles.htm

Goldsmith, M. (2007, July 3). Engaging employees. Business Week. Retrieved July 29, 2008, from http://www.businessweek.com/careers/content/jul2007/ca2007073_512524.htm?campaign_id=rss_null

Leskin, B. (2006, March 3). HR myth and reality: Managers vs. leaders misses mark. Silicon Valley / San Jose Business Journal. Retrieved July 29, 2008, from http://sanjose.bizjournals.com/sanjose/stories/2006/03/06/focus3.html

Straker, D. (2007). Transactional leadership. Retrieved July 24, 2008, from http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm

University of Colorado at Boulder. (2008, May). Guide to motivating employees. Retrieved July 29, 2008, from University of Colorado at Boulder, Department of Human Resources: http://www.colorado.edu/humres/downloads/HRGuide.pdf

White, B. (2005). Characteristics of a good leader. Retrieved July 29, 2008, from http://www.thegoodmanager.com/characteristics_of_a_good_leader1.htm