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By Muhammad Faris Syahmi Bin Azizul. G10

Leaders:

1. Focus on Inspiration and Empowerment: Leaders prioritize inspiring and empowering their team members. Their main goal is not merely achieving tasks but fostering personal and professional growth within the team. Leaders often emphasize the development of their team members and encourage them to explore their potential.

2. Willingness to Innovate: Leaders are more inclined to experiment with new approaches and ideas. They embrace change and are open to taking risks to achieve innovation and advancement. This forward-thinking approach is geared towards long-term success and growth.

3. Development of Future Leaders: Leaders view their team members as potential leaders themselves. They focus on mentoring and guiding individuals to become future leaders, rather than simply managing tasks. This perspective encourages autonomy and leadership skills among team members.

Managers:

1. Focus on Execution and Results: Managers are primarily concerned with executing plans and achieving specific outcomes. They ensure that tasks are completed efficiently and effectively, with a strong emphasis on meeting deadlines and delivering results.

2. Preference for Established Methods: Managers tend to rely on proven, established methods and processes. They focus on using tried-and-tested approaches to maintain efficiency and consistency in task completion.

3. Task-Oriented Role: Managers often concentrate on organizing, planning, and controlling resources to accomplish specific tasks. Their role is more about managing workflows and ensuring that objectives are met.

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G1 Athirah Najwa

1) Leader

inspires and guides people toward a vision, focusing on the big picture and long term goals

2) Manager

plans, organize and ensure tasks are done efficiently, focusing on day-to-day operations and achieving specific objectives.

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G3_Arif Hakeem

Leaders vs Managers

Leaders tend to focus on inspiration, vision, and long-term development. They often encouraging creativity, growth, and engagement. They are more likely to take a flexible and people-focused approach, adapting their style to meet the needs of their team and the situations.

While for managers, they are more focused on execution, efficiency, and meeting organization's goal. They often relying on established processes and direct supervision. They typically prioritize achieving short-term objectives and maintaining stability within their teams.

Both roles are crucial, and the best individuals is the one who can balance both leadership and management skills to drive success.

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G2_Danial Ikhwan

Leaders vs Managers

Leaders is an individual that use the authority entrusted to them to lead and influence those below them through varied methods such as motivating, compensating, etc. Leaders will inspired and assisted his/her people to agree to a similar vision and help the achieved their full potential. Some of the actions and methods may be intangible but massively contributed to the success.

As for managers, despite being perceived as a leader, their actions and behaviours are undeniably different where managers are tasked to ensure the efficiency and effectiveness of governance structure, human resources, materials etc. They will assign task to the others, order them around and compare the result and expectation. Therefore, they tend to be more systematic, less flexible, and result-oriented.

All in all, both individuals are necessary in an organizations as a good balance of both traits is what needed to build a good foundation.

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G9 Khalilah

Leaders inspire people to be the best version of themselves. They are more conscious of their methods of leading and aim to guide people to complete their tasks. Leaders take a holistic approach, considering both emotional and practical aspects to support and develop their team members.

Managers, on the other hand, focus on completing tasks as efficiently as possible, often without considering external factors that might hinder productivity. Their primary goal is to ensure that operations run smoothly and objectives are met.

In conclusion, while the roles of managers and leaders may overlap, their different approaches can create a more balanced and effective workspace, combining efficient task completion with personal growth and inspiration.

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G6 Syamil Asyraf

Leaders

-are a category of people that lead a group of people

-umbrella term for all who leads toward a feasible goals

-has some significant in the management to the team

Manager

-A type of leader that manage a smaller group of people

-Usually has smaller array of work and mostly work in adjacent to human resources and is not immune to the consequences of it

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G6 Silvia Evafarina Asun

Leader:

A leader is often associated with adapting their approach based on the situation. For instance, they might switch between being visionary, coaching, or democratic depending on what the team needs. Leaders focus on motivating and inspiring their team, driving innovation, and fostering a culture of growth and development. They are more concerned with the "why" behind actions, aligning their team with a broader vision.

Manager:

Managers typically operate with a more consistent approach, ensuring that processes are followed, tasks are completed efficiently, and goals are met on time. Their role is more about maintaining order, enforcing policies, and managing resources effectively. While they do lead their teams, their focus is often on the "how" of achieving objectives, making sure that everything runs smoothly according to plan.

The key difference lies in the leader’s flexibility and focus on inspiration while the manager’s focus on consistency and execution.

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Group 8 Nur Raihanah binti Mohd Riduan

1. Coercive Leadership

Leader: Rarely uses this style; prefers to inspire and motivate rather than control. Only might use it in extreme situations.

Manager: May use this style in urgent situations needing strict control and fast decisions, but it can harm morale long-term.

2. Authoritative Leadership

Leader: Often excels with this style, setting a vision and motivating others by connecting tasks to a larger purpose.

Manager: Uses this style to guide teams towards goals with clear direction and autonomy, improving engagement and performance.

3. Pacesetting Leadership

Leader: Uses this style to drive excellence and high standards, typically in highly motivated teams. Balances it with other approaches to prevent burnout.

Manager: May apply this style to push for high performance and results, but needs to be cautious of overloading the team.

4. Affiliative Leadership

Leader: Uses this style to build strong team relationships and foster a positive work environment, enhancing morale and collaboration.

Manager: Utilizes this style to create a supportive atmosphere and improve team cohesion, though it might need to address performance issues separately.

5. Democratic Leadership

Leader: Involves team members in decision-making, valuing their input and ideas, which empowers and engages them.

Manager: Employs this style to gather diverse perspectives and make informed decisions, effective for collaborative problem-solving.

6. Coaching Leadership

Leader: Focuses on individual growth and development, providing guidance and feedback to help team members reach their goals.

Manager: Uses this style for performance evaluations and day-to-day coaching, helping employees improve and grow professionally.

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Abdul Arif Hafizuddin bin Abdul Razak Group 9

The difference between a leader and a manager based on the 6 leadership styles by Daniel Goleman are as follows:

1. Coercive style

Leaders : A leader in this context understands when a situation requires immediate compliance and can make tough decisions quickly.

Managers : Might over-rely on this style, using it to exert control and ensure tasks are completed. This can lead to a demotivated and disengaged team.

2. Authoritative style

Leaders : Inspires others by providing a clear vision and direction. They lead by example and empower their team to follow them toward a common goal.

Managers : May focus more on the processes and steps to achieve the vision rather than inspiring others. They might be more directive than inspirational.

3. Affiliative style

Leaders : Prioritizes building strong emotional bonds with team members, creating a harmonious and supportive work environment.

Managers : Could use this style to maintain team morale, but might lack the deeper emotional intelligence required to genuinely connect with employees beyond surface-level interactions.

4. Democratic style

Leaders : Engages the team in decision-making, fostering collaboration and buy-in. They value the input and perspectives of their team members.

Managers : May implement this style to ensure that tasks are completed with team consensus, but might do so more out of a need for compliance rather than genuine interest in diverse opinions.

5. Pacesetting style

Leaders : Sets high standards and leads by example. They challenge the team to achieve excellence but are mindful of not overburdening them.

Managers : Could be more prone to micromanaging and pushing the team to keep up with their pace, which can lead to burnout and decreased morale.

6. Coaching style

Leaders : Invests in the personal and professional growth of their team members, helping them to develop new skills and grow within their roles.

Managers : May use this style to develop employees, but often with a focus on improving performance metrics rather than genuine personal growth.

In summary, while leaders and managers may use the same leadership styles, leaders typically do so with a focus on inspiration, vision, and emotional intelligence, while managers might emphasize control, task completion, and operational efficiency.

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G3 Amsyar Ashri

Main Differences:

Leaders: Focus on motivating and guiding their teams toward a shared vision.

Managers: Ensure tasks are completed efficiently and on time.

1. Coercive Leadership:

Leaders: Take control and expect immediate compliance, which can be effective in emergencies but might harm team morale.

Managers: Enforce rules and make sure tasks are done, often through strict oversight.

2. Authoritative Leadership:

Leaders: Provide a clear vision and inspire others by showing how their work fits into the bigger picture.

Managers: Guide the team to follow the vision without needing to micromanage.

3. Pacesetting Leadership:

Leaders: Set high standards and push the team to meet them, which can be motivating but also stressful.

Managers: Focus on achieving these high standards, sometimes at the cost of team well-being.

4. Affiliative Leadership:

Leaders: Build strong relationships and create a positive, supportive environment.

Managers: Maintain team harmony, but might not address performance issues if relying only on this style.

5. Democratic Leadership:

Leaders: Encourage team participation in decision-making, making everyone feel involved.

Managers: Use team input to make decisions, ensuring everyone’s voice is heard.

6. Coaching Leadership:

Leaders: Help team members grow by focusing on their personal and professional development.

Managers: Provide guidance and feedback to help employees improve their skills.

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Group 7 : Jeevakugan

1. Coercive Leadership: Characterized by demanding immediate compliance, this style is the least effective in most situations, as it can damage company culture and lead to high employee turnover. However, it may be useful in crises where swift action is needed.

2. Authoritative Leadership: This style focuses on mobilizing people toward a vision, linking their work to a larger organizational strategy. It’s considered the most effective, especially during times of change, as it fosters high employee engagement and job satisfaction.

3. Pacesetting Leadership: Involves setting high standards for performance, which can create a pressure-cooker environment. It’s best used sparingly, particularly with highly motivated teams, to avoid burnout and turnover.

4. Affiliative Leadership: Centers on building emotional bonds and creating a positive workplace environment. While it enhances team cohesion, it should be combined with other styles for balance, as it may not address performance issues adequately.

5. Democratic Leadership: Empowers team members by involving them in decision-making, making them feel valued and responsible. This style is ideal when diverse input is needed but is less effective in crises or with inexperienced teams.

6. Coaching Leadership: Focuses on developing team members for the future by understanding their long-term goals. This style is particularly useful during one-on-one interactions and fosters personal and professional growth.

Goleman emphasizes that the most effective leaders switch flexibly among these styles based on the situation. Expanding one’s range of leadership styles and growing emotional intelligence can enhance a leader’s ability to motivate and direct their team effectively.

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G1 AWG AFIQ NAQIUDDIN

Leadership Styles vs. Managerial Functions:

Leaders: Focus on inspiring, motivating, and guiding their teams towards a vision or goal. They are adaptable, shifting their style to fit various situations and team needs.

Managers: Primarily concerned with planning, organizing, and overseeing daily operations. They ensure that tasks are completed efficiently and that processes run smoothly.

Vision and Inspiration:

Leaders: Use styles like authoritative and coaching to connect work to a larger vision, inspire creativity, and foster long-term development.

Managers: Emphasize execution and adherence to established procedures. Their role is more about maintaining stability and ensuring compliance with set processes.

Flexibility and Adaptation:

Leaders: Adjust their leadership style fluidly according to the situation and team dynamics, using styles like democratic, affiliative, or pacesetting as needed.

Managers: Often adhere to a set of standard practices and procedures, focusing on consistency and control rather than adapting to individual or situational needs.

Focus on People vs. Processes:

Leaders: Invest in building emotional connections, personal growth, and team morale. They use styles like affiliative and coaching to enhance team cohesion and individual development.

Managers: Concentrate on process efficiency, task completion, and performance metrics. Their focus is more on managing resources and outputs than on personal or emotional aspects of their team.

Motivation and Engagement:

Leaders: Employ styles such as authoritative and democratic to engage and motivate their teams, helping them see the purpose and value of their work.

Managers: Utilize a more directive approach, focusing on achieving results through established methods and ensuring that team members meet expectations.

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G8 Siti Hajar Remay Sham

What distinguishes leader from manager?

Leaders

Focused on the big picture and the future. They often use the authoritative style to connect their team's work with the organization’s larger goals, inspiring people.

Encourage participation through the democratic style, involving their team in decisions and making everyone feel valued.

Help their team members grow both personally and professionally, offering guidance and support to align their individual goals with the organization’s vision by use the coaching style

Sometimes use the pacesetting style to push for high performance in teams that are already motivated, but they make sure not to overdo it to avoid burning people out.

The coercive style is something leaders reserve for emergencies when quick decisions are needed, but they know it can hurt morale if used too much.

Focus on building a positive and supportive team culture, making sure everyone feels connected and valued with affiliative style.

Managers

Focused on the day-to-day tasks and making sure everything runs smoothly. Use the coercive style more often to ensure rules are followed and tasks are completed on time, especially when strict adherence to procedures is necessary.

Apply the authoritative style by setting clear goals and making sure the team follows the plan to meet targets.

Push their teams when using the pacesetting style to meet high standards and work efficiently, keeping a close eye on progress to make sure deadlines are met.

The affiliative style is used to maintain a positive atmosphere, encouraging teamwork and making sure everyone feels included.

Using democratic style to get input from the team, building consensus and making decisions that reflect the group's ideas, while keeping the process organized.

In the coaching style, provide feedback to help team members improve their skills, focusing on helping them achieve short-term goals and contribute effectively to the team.

In short, leaders focus on vision, inspiration, and long-term growth, while managers concentrate on ensuring that the team’s daily work is well-organized and effective. Leaders guide their teams toward a future goal, while managers make sure the team is working efficiently and meeting immediate objectives.

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G7 Ooi Chien Zhen

Leaders:

-Create and communicate a long-term vision that inspires

-Motivate and empower others through trust

-Drive and embrace change for growth

-Develop people and prioritise team dynamics

-Take risks and encourage innovation

-Strategise for long-term success

Managers:

-Focus on planning and executing tasks for specific objectives

-Direct teams through authority and control

-Maintain stability and manage risks

-Emphasise tasks, processes, and outcomes

-Manage and mitigate risks for stability

-Focus on achieving short-term goals

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G2 ALEA ALYSSA BINTI ZULKARNAIN

Leaders are visionary thinkers who set the strategic direction for the future. They focus on inspiring and motivating others to reach long-term goals, often driving innovation and change within the organization. Leaders challenge the status quo, empower their teams, and create a compelling vision that guides the organization forward.

Managers, on the other hand, are operational experts who ensure that day-to-day activities run smoothly. They are task-oriented, focusing on planning, organizing, and optimizing processes to achieve specific objectives. Managers work within established systems, maintaining stability and efficiency while managing resources to meet immediate goals. While leaders look ahead and envision the future, managers concentrate on executing the current plan and ensuring that the organization’s operations are efficient and effective.

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G8 Mohammad Nadzrin Raduan

Managers vs Leaders differ if referring to each style of leading:

1. VISIONARY

Leader: Inspires and guides with a compelling vision.

Manager: Directs tasks to align with the organizational goals.

2. DEMOCRATIC

Leader: Encourages collaboration and values input for decision-making.

Manager: Seeks consensus but focuses on maintaining efficiency.

3. COACHING

Leader: Develops people for the future.

Manager: Focuses on improving current performance.

4. AFFILIATE

Leader: Builds strong relationships and emotional bonds.

Manager: Ensures team harmony to achieve tasks.

5. PACESETTER

Leader: Sets high standards and leads by example.

Manager: Pushes the team to meet those standards quickly.

6. COERCIVE

Leader: Exerts control in crisis or urgent situations.

Manager: Enforces strict rules to maintain order.

Generally speaking;

LEADER aim for motivate and develop each individual in the team

MANAGER aim to only achieve goal set by the organisation by doing anything in power

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G6 WONG ZI YI

Leaders:

1. Visionary and Inspirational: Those who are in leadership positions are always keen on putting their vision across and having other people follow it.
2. Focus on Long-Term Growth: care about in the long-run future of their subordinates or organization. For example, helps in the growth of the team and the preparation for what lies ahead.
3. Emotional Intelligence: Leaders should always have an appropriate level of emotional intelligence so that they could understand their subordinates, so that they could establish effective cooperation

Managers:

1. Task-Oriented and Process-Driven: Managers are much more interested in the procedures to be followed, how long it should take and the productivity of work.
2. Decision-Makers and Problem Solvers: Managers are expected to take decisions that will effectively use the resources and provide solution to problems facing operations.
3. Short-Term Focus: Managers seek to achieve results both in the short-term and in the most efficient manner

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G5 Vanessa Ting

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Leader:

Visionary and Inspirational: Leaders focus on inspiring and motivating their team by connecting their work to a larger organizational strategy or vision (Authoritative Style).

Adaptable: Leaders switch between different leadership styles based on the situation, whether it's motivating, coaching, or setting the pace. They are fluid in their approach and sensitive to the impact they have on their team.

Focus on Development: Leaders invest in the growth of their team members, helping them develop skills and achieve long-term goals (Coaching Style).

Emotional Intelligence: Leaders are attuned to their team’s emotional needs, fostering a positive work environment and building strong relationships (Affiliative Style).

Manager:

Task-Oriented: Managers are often associated with maintaining processes, ensuring compliance, and meeting short-term objectives, which aligns with the coercive or bureaucratic leadership style.

Consistent Approach: Managers may stick to a specific style of management, often focused on maintaining order and efficiency, without necessarily adapting to the nuances of different situations or the emotional needs of their team.

Focus on Execution: Managers are primarily concerned with executing tasks and achieving immediate results, which can sometimes involve a more transactional or directive approach.

Control and Oversight: Managers often have a more hands-on approach, providing detailed instructions and closely monitoring their team’s performance, which contrasts with the autonomy and creativity encouraged by leaders.

G3 Wey Yuh

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G1 ORSON WONG

Leaders are vision oriented. A leader focuses on setting the vision and direction for the future. They inspire and motivate people to achieve long-term goals and often drive change and innovation.

Managers are task oriented. A manager focuses on executing tasks, ensuring that daily operations run smoothly and efficiently. They work within established systems and processes.

Leaders are visionaries who inspire, influence, and drive change within an organization. They focus on the future, empower their teams, and challenge the status quo.

Managers are organisers who plan, control, and optimise the day-to-day operations. They focus on efficiency, ensure stability, and manage resources to achieve specific objectives.

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G10 Arianna Saiful

Key characteristics that differentiate leaders from managers are:

1. Leaders are visionaries.

They have a clear idea of where they want to take their organization and they are able to communicate that vision to others in a way that inspires them to follow.

Managers are more focused on the day-to-day operations of the organization. They are good at setting goals and making sure that everyone is on track to meet them.

2. Leaders are risk-takers.

They are not afraid to take chances and try new things. They know that in order to be successful, they need to be willing to step outside of their comfort zone.

Managers are more risk-averse. They are more likely to stick to what they know and avoid taking any unnecessary risks.

3. Leaders are inspirational.

They are able to motivate and inspire others to achieve their full potential. They create a positive and supportive work environment where people feel like they are part of something special.

Managers are more likely to be transactional. They focus on getting things done and meeting deadlines, but they don't necessarily inspire their employees to go above and beyond.

4. Leaders are people-oriented.

They are good at building relationships and creating a sense of community. They take the time to get to know their employees and understand their needs and concerns.

Managers are more task-oriented. They are focused on getting the job done and they don't always have time to build relationships with their employees.

5. Leaders are strategic thinkers.

They are able to see the big picture and make decisions that will benefit the organization in the long run. They are also good at anticipating change and adapting to new challenges.

Managers are more focused on the day-to-day operations of the organization. They are good at making sure that things run smoothly, but they may not always be able to see the big picture.

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G5 Andrew Tan Jie Lun

1. Coercive Leadership Style

Manager: May use a coercive style to enforce rules and ensure compliance, especially in high-pressure situations. This approach can result in immediate results but may damage team morale and create a negative work environment over time.

Leader: Generally avoids coercive methods, except in crises where immediate compliance is necessary. Leaders prefer to use more inspiring or supportive styles to engage their teams and maintain positive long-term relationships.

2. Authoritative Leadership Style

Manager: Often applies authoritative techniques to align team efforts with organizational goals and ensure clear direction. This style helps in setting expectations and guiding team members without micromanaging.

Leader: Embraces the authoritative style to inspire and motivate teams by connecting their work to a larger vision. Leaders use this approach to foster engagement and drive long-term success by articulating a compelling vision.

3. Pacesetting Leadership Style

Manager: Might employ a pacesetting style to push for high performance and meet targets. This approach can lead to high productivity if the team is highly skilled, but it risks creating a stressful environment and can lead to burnout if overused.

Leader: Uses the pacesetting style selectively, primarily when working with highly competent teams. Leaders balance this with other styles to ensure that the pursuit of excellence does not lead to negative outcomes such as high turnover or employee stress.

4. Affiliative Leadership Style

Manager: May use the affiliative style to build a supportive work environment and improve team cohesion. This approach helps in maintaining a positive atmosphere but might lack the structure needed for addressing performance issues.

Leader: Utilizes the affiliative style to create strong emotional bonds and foster a positive team culture. Leaders combine this with other styles to address performance challenges while maintaining a supportive environment.

5. Democratic Leadership Style

Manager: Implements the democratic style to involve team members in decision-making processes and gather diverse perspectives. This approach can be effective for collaborative environments but may be less practical in urgent situations.

Leader: Applies the democratic style to empower team members and build a sense of ownership and responsibility. Leaders use this approach to harness collective intelligence and drive innovation, particularly when seeking input on important decisions.

6. Coaching Leadership Style

Manager: May integrate coaching techniques during performance evaluations or to help employees develop specific skills. This style is used to provide feedback and support individual growth.

Leader: Fully embraces the coaching style to support long-term personal and professional development. Leaders focus on understanding and guiding employees toward their career goals, ensuring continuous growth and engagement.

Summary

Managers: Tend to use a more structured, process-oriented approach. They focus on maintaining order, efficiency, and achieving short-term goals through various leadership styles, including coercive and pacesetting.

Leaders: Emphasize vision, inspiration, and adaptability. They use a broader range of styles, including authoritative and coaching, to motivate their teams, foster development, and drive long-term success.

Overall, managers typically focus on maintaining efficiency and achieving operational goals, while leaders are more concerned with inspiring and guiding their teams toward a shared vision and long-term growth.

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G6 Afrina Ameerah binti Mohd Johar

Leaders Vs Managers

1. Connecting with the team

Leaders

Focus on building strong relationship with team members and encourage their growth

Managers

Control the structure of the team and connect by giving feedback on each person's performance

2. Decision making

Leaders

Get the team members to be involved in decision-making process

Managers

Make the decision and expect people to follow

3. Vision/Execution

Leaders

Motivate the team to work towards a bigger purpose

Managers

Ensures day-to-day tasks run and are completed smoothly

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G8 LUTFIAH LOW BINTI MUHAMMAD RIDHWAN

Some of the key characteristics that differentiate leaders from managers are:

1. Visionary vs. Task-oriented

Leaders:

Leaders are forward-thinking and responsible for creating a clear vision for the organization’s future and inspiring others to achieve it. This vision considers both the present and the broader future, ensuring the organization and its team strive for long-term success. Leaders see the larger context and guide their teams through challenges and opportunities.

Managers:

Managers focus on ensuring tasks are completed efficiently. They interpret the broader vision provided by leaders into actionable steps, setting specific guidelines to keep daily operations running smoothly.

2. Empowerment vs. Supervision

Leaders:

Leaders inspire and empower their teams by setting a strong example, encouraging creativity, and being open to feedback. Their flexibility and adaptability foster engagement, making everyone feel connected to the organization’s mission.

Managers:

Managers emphasize control, closely monitoring and supervising progress to ensure tasks align with established plans. They adhere to strict procedures to ensure consistent and stable outcomes.

3. People Development vs. Task Management

Leaders:

Leaders focus on motivating their team’s growth and development. They act as mentors, helping individuals achieve their long-term personal and professional goals.

Managers:

Managers prioritize managing tasks, allocating resources, and tracking performance. They focus on efficiency and results rather than personal development.

To sum it all up, although managers could also exhibit leadership characteristics, their main responsibilities and focus can be differentiated from those portrayed by leaders. The difference in focus causes the character and work ethics of these two positions to differ from each other. Leaders are the change agents in their organization, thus making them more flexible and adaptable to changes to sustain their organization’s success in the long run through all the ups and downs. Managers, on the other hand, do not make huge changes in the structure of the organization, instead, prioritize consistency and efficiency to complete the goals that align with the organization’s visions that have been established.

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G10 MUHAMMAD FAREEZ ISKANDAR BIN OSMAN

I think the key characteristics between leaders and managers are :

1. Leaders go with the team, managers keep the team going

2. Leaders bring out the best in others, managers bring out the best in the organization

3. Leaders have empathy while managers tend to show sympathy

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G1_IZZATI FATIN AQILAH BINTI ARIFF

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G10 Amira Aisha binti Ainuddin Wahid

SDL | Notes

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G10 NUR ISMA DINI AQILAH BINTI ISMAIL

Managers are vital links between the stakeholders and the company as they perform standard managerial tasks. On the other hand, leaders influence, encourage, and inspire people to willingly perform duties that contribute to achieving the objectives.

1. Managers Direct, but Leaders Coach

Leaders consider the team competent and positively perceive their potential. They avoid telling team members what to do and how. Managers, on the other hand, delegate tasks and offer guidance on how to fulfill them.

2. Managers Control Risks, While Leaders Take Risks

Leaders are inclined to try new things, even if it means failure. They look at failure as a stepping stone to success and are better at risk management. Managers strive to lower risks and control or prevent issues instead of embracing them.

3. Leaders Have a Unique View, but Managers Replicate It

Leaders actively work to build a unique personal brand. They are transparent, authentic, and unafraid of standing out. Managers learn behaviors and skills from others and adopt a pre-defined leadership style.

4. Managers Set Goals, but Leaders Have a Vision

When comparing a manager vs. a leader, leaders have a vision and mobilize and inspire team members to make it a reality. A manager focuses on defining, measuring, and attaining goals while controlling occurrences to achieve these objectives.

5. Leaders Have a Long-term Perspective, but Managers Look at Things Short-term

Leaders have a purpose and remain motivated by a more significant long-term goal without needing regular rewards. Managers require regular accolades because they focus on shorter-term goals.

6. Managers Preserve the Status Quo, but Leaders Inspire Change

Leaders take pride in innovation and inspire change management even in uncertainty. Managers prefer what is already working, so they work on refining and enhancing the processes, structures, and systems.

7. Managers Leverage Proven Skills but Leaders Experience Personal Growth

Leaders embrace learning and aim to retain relevance in the dynamic workspace. Managers focus on the skills that result in success and try to perfect these proven behaviors and abilities.

8. Managers Create Processes and Systems, but Leaders Nurture Relationships

Leaders need people to actualize their vision, so they build trust and loyalty by honoring promises. Managers focus on the systems and structures necessary to achieve the desired outcomes and goals.

9. Managers Have Employees, while Leaders Have Fans

Leaders get followers who become die-hard fans who help attain goals. Managers have employees who abide by instructions.

10. Leaders Ask Why and What, but Managers Ask When and How

When faced with a challenge, a leader looks at why it happened and what they can learn from the experience. They exhibit great situational leadership skills.

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G3_AARON LIM HONG RONG

Leaders:

Vision: Leaders are known for having a long-term vision and the ability to inspire others to work towards a common goal.

Innovative: They are often innovative and open to taking risks in order to drive change and growth.

Empowering: Leaders empower their team members, encouraging autonomy, creativity, and growth.

Focus on People: They prioritize the well-being and development of their team members, understanding their strengths and weaknesses.

Inspiring: Leaders motivate and inspire others through their words and actions, creating a positive work environment.

Strategic Thinkers: They are strategic thinkers who can anticipate future trends and plan accordingly.

Lead by Example: Leaders lead by example, setting high standards for themselves and others to follow.

Embrace Change: They are adaptable and embrace change, guiding their team through transitions and challenges.

Managers:

Task-Oriented: Managers focus on managing tasks, processes, and resources to ensure that goals are met efficiently.

Execution: They excel at planning, organizing, and coordinating activities to achieve specific outcomes.

Control: Managers often emphasize control and ensuring that work is carried out according to established procedures and guidelines.

Problem Solvers: They are skilled at solving problems that arise in day-to-day operations.

Monitoring Performance: Managers monitor performance, provide feedback, and make adjustments to ensure targets are achieved.

Administrative Skills: They possess strong administrative skills, such as budgeting, scheduling, and resource allocation.

Directive: Managers provide direction to their team members, ensuring that tasks are completed according to set expectations.

Maintain Stability: They focus on maintaining stability and efficiency within the organization.

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G8_LINGGES

The key characteristics that distinguish leaders from managers are:

1. Vision vs. Execution:

Leaders: Focus on setting a vision and inspiring others to follow. They look at the bigger picture and long-term goals, driving change and innovation.

Managers: Focus on executing the vision by organizing, planning, and coordinating the day-to-day activities. They ensure that tasks are completed efficiently and that processes run smoothly.

2. Inspiration vs. Control:

Leaders: Inspire and motivate their teams by connecting their work to a larger purpose or vision. They encourage creativity and foster a sense of ownership among team members.

Managers: Control and direct teams to ensure that objectives are met. They monitor performance, enforce rules, and often rely on authority to maintain order.

3. Change vs. Stability:

Leaders: Embrace and drive change. They are comfortable with uncertainty and are often at the forefront of transforming organizations.

Managers: Prefer stability and work to maintain consistency and predictability within processes and systems.

In summary, while both leaders and managers play crucial roles in an organization, leaders are more focused on vision, change, and people development, whereas managers are more concerned with execution, stability, and task management.

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G1 ANNA NORELIANA KAMARUDDIN

1. Big Dreams vs. Getting Things Done:

Leaders: Think of them as dreamers and motivators. They come up with exciting new ideas and rally people around a big vision. They’re the ones who get you excited about the future.

Managers: They’re the practical doers. They make sure everything runs smoothly and that plans are put into action. They focus on the daily grind and make sure everything is on track.

2. Inspiration vs. Instructions:

Leaders: They inspire you. They lead by example and help you see the bigger picture. Their influence comes from how they make you feel about the work and the goals.

Managers: They give clear instructions and enforce rules. They use their position to guide and direct the team, ensuring everyone knows what needs to be done.

3. Taking Risks vs. Playing It Safe:

Leaders: They’re often the ones taking risks and pushing boundaries. They’re willing to try new things and take chances to achieve their vision.

Managers: They prefer to stick with what’s known and manage risks carefully. They work to keep things steady and predictable.

4. Empowering vs. Controlling:

Leaders: They trust you and give you the freedom to take charge of your own work. They believe in your abilities and support your growth.

Managers: They keep a closer eye on things and make sure everything follows the set guidelines. They’re more hands-on in managing tasks.

5. Embracing Change vs. Maintaining Consistency:

Leaders: They’re excited about change and adapt to new situations. They help guide you through transitions and new challenges.

Managers: They work to keep things consistent and stable. They ensure that operations remain smooth and follow established procedures.

6. Motivation vs. Guidance:

Leaders: They motivate and energize you with their enthusiasm and vision. They make you feel connected to a larger purpose.

Managers: They provide clear guidance and make sure you understand what’s expected. They focus on making sure tasks are completed effectively.

In essence, leaders are all about inspiring and envisioning the future, while managers are focused on the practical aspects of getting things done and maintaining order.

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G9 Muhammad Khairil Imran Bin Kamaruzaman

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G10_MUI RUI XIN

The key characteristics that distinguish leaders from managers:

1. Inspiration vs control

Leaders focus on motivate and inspire their team members through influence and encouragement. Leader are more focused on members' innovation and creativity, encouraging their team to think outside the box.

Managers focus on control and oversight, ensuring that the team achieve the standards. Managers are more focused on maintaining order and discipline within the team.

2. Empowerment vs Directive Approach

Leaders empower their team by involving them in decision-making processes, using the democratic leadership style. They listen to diverse perspectives and encourage team members to contribute ideas.

Managers take a more directive approach, especially in situations where immediate action is needed, with the coercive leadership style. They ensure that decisions are made quickly and that everyone is aligned with the plan.

3. Long-term Development vs. Immediate Results

Leaders focus on the long-term growth and development of their people. They use the coaching leadership style to help team members develop their skills and reach their full potential, focusing on long-term success.

Managers focus on achieving short-term goals and immediate results. They use the pacesetting style, driving the team to meet tight deadlines and high standards.

4. Change vs stability

Leaders prefer change and innovation, using authoritative leadership to guide their team through uncertain times. They are comfortable with adapting their approach to fit the situation and encourage creativity.

Managers prefer stability and consistency, ensuring that the team adheres to established protocols. They focus on maintaining a steady course and often resist change unless it's necessary for achieving efficiency.

5. People Development vs. Task Orientation

Leader invests in building strong bonds,invests in the growth and development of their people. Leaders mentor, coach, and help their team members achieve their personal and professional goals.

Manager focus on task completion and efficiency. Managers ensure that everything is done before meeting the deadlines and the team meets the target.