Average managers, great managers, and great leaders all play managerial and leadership roles in the organizations they mandate. For average managers, their employees are all the same, and they expect them to work at the same pace and deliver similar results. They make plans and coordinate their movement as they work. On the other hand, great managers try to identify their employees’ talents and quirks and figure out how to integrate them into a cohesive plan of attack. Great leaders are opposed to great managers. They recognize and profit from what is universal. It is their responsibility to rally people in the direction of a brighter future. (Buckingham, M. 2005). The difference in the roles of those three comes in following how they handle their employees.
The manager’s job is to turn one person’s unique talent into performance. Managers will be successful only if they can recognize and capitalize on people’s differences, challenging each employee to excel in their unique way. It does not restrict a manager from also being a leader. However, to excel at one or both, one must be aware of the various skills required for each role. (Hales, C. P. 2019).
The majority of the qualities of a project manager and a manager are similar. They both strive towards the objective either of the project or the company. They are good decision-makers and trustworthy. They are both in charge, and the only thing that might be different is that the general manager knows how to bring the best in people by identifying their abilities and exploiting them towards achieving the company’s long-term goals. In contrast, the goals of the project are primarily short term. (Kelly, A. 2019).
References
Buckingham, M. (2005). What great managers do. IEEE Engineering Management Review, 33(2), 3-10.
Hales, C. P. (2019). What do managers do? A critical review of the evidence. Managerial Work, 263-290.
Kelly, A. (2019). What Do Product Managers Do? In The Art of Agile Product Ownership (pp. 103-109). Apress, Berkeley, CA.
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