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Leader or just excellent manager?

It is the most important question of the HR Manager. How to recognize the true leader? Or do you grow just excellent managers in your Leadership Development Program. Who is leader? Who has the real potential to have the inspiring vision and to lead the others as the organization is successful in the future.

The real leader has a leadership vision for the organization and it is extremely difficult to identify it just from the beginning. The leadership is not about setting the priorities, the managerial skills and a proper time management. The leader can be the person flying in the sky, when he knows, how to inspire the employees and how to make the employees reach the goals within a defined quality and time.

The excellent manager is experienced in the people management and the managerial skills and competencies. The managerial skills are about providing the feedback, evaluating the employees, managing tasks and duties and dividing the responsibilities and roles among the employees in the team. The excellent manager does not have to have a vision of the future, the manager is focused on delivering the targets and increasing the performance of the team.

The real leader is more than the excellent manager. The true leader is not focused on the daily monitoring of the employees, he or she is fully focused on the development of the employees and providing the guidance to solve the job issues on their own and to learn a lesson from each successfully solved issue.

The real leader sets the main strategic priorities and a desired goal of the effort and leaves the employees to set their own priorities and the way to get the solution. He makes the regular follow-up, but does not make any daily check of the progress, when the things are on the right track. The real leader does not focus on organizing the work, the real leader manages the final results and compares it against the vision.

The real leader inspires the employees and managers, the manager usually negotiates for the right decision. The manager argues with the data, the leader has a story to tell and the numbers are just a part of the story. The employees believe more to stories than the numbers as they usually do not understand to the right context of the financial background of the organization.

The manager wants to keep the most important decision power at his driving seat, the real leader is not worried to delegate the power down as the leader can be sure about the buy-in from the employees.

Recognizing the leader of the future is extremely difficult and most organizations have the only chance to develop several high potentials and they have to be carefully monitored and trained and one day... maybe one of them will be the real leader.