Managers and Leaders: Are They Different? (HBR Classic) (HBR OnPoint Enhanced Edition)

This is an enhanced edition of the HBR reprint 92211, originally published in March 1992. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. Managers tend to exercise their skills in diplomacy and focus on decision-making processes within an organization. Managers wish to create an ordered corporate structure and are emotionally detached from their work. Leaders, in contrast, direct their energies toward introducing new approaches and ideas. Leaders engender excitement through their work and often realize their potential through one-to-one relationships with mentors. Business organizations can foster development of leaders by establishing such relationships between junior and senior executives. This article includes a retrospective commentary by the author. McKinsey Award Winner.