Leadership is people-oriented; its very byword is effectiveness. Management is a science; its result is efficiency. One is different from—but not better than—the other.  Leaders influence people and provide direction and vision.  Managers are overseers responsible for activities and results.  Leaders do the right things while managers do things right.

The distinction between doing the right things and doing things right seems subtle, but it is profound, often confusing people about their own strengths.

It is wrong to say that great managers can’t lead. Many find themselves rising to important leadership positions. They lead by utilizing their extraordinary management strengths. Unlike leaders, they exert more control over the movements and actions of people, largely due to their “process” orientation. The best managers enjoy refining and improving already established programs, products, and services. They are superb administrators and think in terms of organization and operations. They know how to set up systems of accountability around priorities.

Leaders prefer to create new things, rather than refine or improve existing realities. They don’t organize people. They empower them. They see the big picture—the forest, not the trees. Leaders get bored with details. They’re best at developing new things, motivating and inspiring people in key directions, and leaving the management to managers. I’m not saying leaders can’t manage. Nor am I saying leaders don’t manage. I’m just saying that leaders prefer to lead and should leave management to others. This leaves even more time for leaders to lead, which is what they should be doing.

Leaders instinctively know what to do next, why it is important, and how to bring the resources to bear to get things done. Managers, on the other hand, instinctively know what needs improving, why it is vital for greater efficiency, and how to set up systems and processes to make it happen. Both leaders and managers are fundamental to success in any business or undertaking. Under standing the different roles of leading and managing—and the value each skill brings to the table—is a sign of good leadership.