The question of whether managers should be leaders is one that has been widely debated in the business world. While there is no clear-cut answer, many experts believe that managers should indeed possess leadership skills and qualities.
One reason why managers should be leaders is that it can help them to be more effective in their roles. Managers are responsible for organizing and coordinating the work of a group of people to achieve specific goals. By possessing leadership skills, managers can inspire and motivate their team members to work towards a common goal, which can lead to increased productivity, efficiency, and job satisfaction.
Another reason why managers should be leaders is that it can help them to be more adaptable and responsive to changes in the business environment. Leaders are known for their ability to think strategically and anticipate future trends, which can help managers to navigate changes in the market and adapt their strategies accordingly.
Furthermore, managers who possess leadership skills can also foster a positive and innovative work culture. Leaders inspire and motivate their team members to think creatively and come up with new ideas, which can lead to the development of new products and services and improve overall business performance.
However, it’s important to note that not all managers will become leaders, and not all leaders will become managers. Management and leadership require different skillsets and abilities. It’s also important to note that, in practice, some managers are better suited to be managers and others to be leaders.
In conclusion, while there is no clear-cut answer, many experts believe that managers should indeed possess leadership skills and qualities. This can help managers to be more effective in their roles, more adaptable and responsive to changes, and foster a positive and innovative work culture. It’s important to note that not all managers will become leaders, and not all leaders will become managers and that the most important is to identify the skillset of each individual and to put them in the role that they will perform the best.
References:
- Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.
- Kotter, J. P. (1996). Leading change. Harvard Business Review, 74(2), 59–67.
- Mintzberg, H. (1973). The nature of managerial work. New York: Harper & Row.
- Robbins, S. P. (2003). Organizational behavior. Prentice-Hall.
- Tannenbaum, R., & Schmidt, W. H. (1958). How to choose a leadership pattern. Harvard Business Review, 36(2), 95–101.