Managers Are Leaders Quotes & Sayings

The priorities that are of utmost importance to the leaders of virtually any organization - namely productivity, accountability, organizational cohesiveness, commitment to organizational initiatives, etc. - are all driven by the degree of professionalism achieved by its leaders, managers, and employees. The higher the degree of professionalism, the better the attainment of priorities, all of which drives better results. — Bill Wiersma

Managers help people see themselves as they are; Leaders help people to see themselves better than they are. — Jim Rohn

Accountants are in the past, managers are in the present, and leaders are in the future. — Paul Orfalea

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness - in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different. — Jim Highsmith

The phenomenon I'm describing, rooted so firmly in that primal human drive for self-preservation, probably doesn't sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren't aware of it when it's happening (perhaps because they enjoy being deferred to). It simply doesn't occur to them that after they get promoted to a leadership position, no one is going to come out and say, "Now that you are a manager, I can no longer be as candid with you." Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager's ability to lead. — Ed Catmull

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some "bosses" say that their employees either have leadership skills or they don't, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become "distinct" leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders. — Elena D. Calin

Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions. — Abraham Zaleznik

Good leaders are intelligent;
great leaders are wise.
Good leaders are bold;
great leaders are fearless.
Good leaders are artful;
great leaders are kind.
Good leaders are warriors;
great leaders are servants.
Good leaders are managers;
great leaders are innovators. — Matshona Dhliwayo

Leadership experts and the public alike extol the virtues of transformational leaders - those who set out bold objectives and take risks to change the world. We tend to downplay 'transactional' leaders, whose goals are more modest, as mere managers. — Joseph Nye

Nurses have new and expanding roles. They are case managers, helping patients navigate the maze of health care choices and develop plans of care. They are patient educators who focus on preventative care in a multitude of settings outside hospitals. And they are leaders, always identifying ways for their practice to improve. Because nurses have the most direct patient care, they have much influence on serious treatment decisions. It is a very high stakes job. Everyone wants the best nurse for the job, and that equates to the best educated nurse. — Judi Evans

Catalyst also provides a handy, free-of-charge quiz that managers could benefit from taking. The quiz can help leaders understand whether their organizations are inclusive and what areas need to be improved. — Ruchika Tulshyan

Leaders are people who do the right thing; managers are people who do things right. — Warren Bennis

The Practising Manager's Growth Mantra

-Growth in an enterprise is created through remarkable achievements, not incremental achievements like efficiency or effectiveness.

-Remarkable achievements are possible only in complexity.

-Only volitional engagement can work in complexity. Luckily, there is no certainty in complexity. Hence, motivational engagement cannot work.

-People who make choices based on the purpose can only be volitionally engaged - they are the growth managers, the leaders. — Amit Chatterjee

If you find a community with less production and less inspiring inventions, then know it is a sign of lack of Business Leaders and full of General Managers do not know what they can manage or what they are managing. — Sameh Elsayed

The reason most of your staff are asleep and disengaged, is because you have boring, and bully managers, and no REAL Leaders to inspire and unleash potential. — Tony Dovale

Take now the clockworks ... The clockworks, being genuine and not much to look at, don't generate the drama of an Earth-tilt or a flying saucer, nor do they seem to offer any immediate panacea for humanity's fifty-seven varieties of heartburn. But suppose that you're one of those persons who feels trapped, to some degree, trapped matrimonially, occupationally, eductionally or geographically, or trapped in something larger than all those; trapped in a system, or what you might descrbie as an "incresingly deadening technocracy" or a "theater of paranoia and desperation" or something like that. Now, if you are one of those persons ... wouldn't the very knowledge that there are clockworks ticking away behind the wallpaper of civilization, unbeknownst to leaders, organizers and managers (the President included), wouldn't that knowledge, suggesting as it does the possibility of unimaginable alternatives, wouldn't that knowledge be a bubble bath for your heart? — Tom Robbins

For every difficult destination, there are thousands who stand aside and point the way for each one with courage and capacity to go before and show the way. The former are managers; the latter are leaders. — Dee Hock

Leaders are passionate about the Purpose, while Managers need to be passionate about the Results! — Amit Chatterjee

Inside any important philanthropy meeting, you witness heads of state meeting with investment managers and corporate leaders. All are searching for answers with their right hand to problems that others in the room have created with their left. — Peter Buffett

Employees who are controlled cannot respond caringly, you need superior knowledge and real leadership, not management. Because of this we specifically developed a selection process for leaders; we don't hire managers. — Horst Schulze

Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire. — Jeff Weiner

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders.
Sidney Harman, CEO Multimillionaire of a stereo components company — Daniel H. Pink

Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two. — Henry Mintzberg

Managers are a dime a dozen, but leaders are priceless — H. Wayne Huizenga

Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders. — Douglas Conant

Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too! — Tom Peters

This is why those with greater social sensitivity have stronger friendships, better marriages, and are happier with their lives in general. At work, leaders do better when they have some sense of whether or not their instructions are being understood. Managers motivate their employees when they have some sense of what their employees want and need. Salesmen close more deals when they have some ability to know what their customers want and can modify their pitch accordingly. Most of us avoid getting into fistfights or looking like complete idiots because we have a reasonable sense of what others think and feel, and thus can manage our relationships reasonably well. Being able to understand others — Nicholas Epley

Managers tell you where you are, leaders tell you where you're going. — Rands

Managers are people who know what they want.
Leaders are people who get what they want. — Bogdan Vaida

The world of the 90s and beyond will belong to managers or those who make the numbers dance, as we used to say, or those who are conversant with all the business jargon we used to sound smart. The world will belong to passionate, driven leaders
people who not only have an enormous amount of energy but who can energize those whom they lead. — John Welch