Abstract

Establishments provide their managers with the tools
needed to successfully manage, however not every manager is a leader. Strong
leadership skills are needed for uppermost success. Effective communication
skills are needed to convey the desired direction and overall message of the
company. The way to be effective in communication is to build trust with your
desired audience by being open and honest. The goal of a great leader should be
to make his/her employees feel safe, to inspire, to educate, discipline when necessary,
build self-confidence, and give employees room to try and fail.

Keywords: Managers, Leaders, Trust,
Respect

Are Managers Also
Leaders?

 I believe there is a
distinct difference between a manager and a leader, not that one is better or
worse than the other, but they just yield different results. The communication
style of a manager is more geared towards the status quo; their goal is to show
power, and to make sure that things are done their way. Great leaders inspire
action. The leader is more results oriented; their goal is to encourage their
followers, and to share their perspective and vision, in an effort to effect
change.

Comparison
of Leaders vs. Managers:

MANAGERS

LEADERS

Planning
Details

Setting
Direction

Open and Honest

Secretive, Giving
Minimal Details

Take Credit

Give Credit

Transactional

Transformation

Control

Trust

There are a few deductions that can
be made from the information presented in chart. Ultimately, good leaders do
not always equal good managers, and good managers are not automatically good
leaders. While conducting my analysis on effective leaders and their
communication styles, I came across Charlie Kim, CEO of Next Jump, Inc. He is
an effective leader who believes in “Lifetime Employment.” He does not believe in
firing employees. In his communication to his hiring managers, he challenges
them to be sure to hire a good fit each time, since they will be responsible with
placing them in the correct role for a “Lifetime.” Every hiring manager started
hiring more carefully, something I’d been advocating for but couldn’t make
happen in every manager. Without further direction, they started treating
hiring like adoption: once we take someone into our family, they’re here for life,
when things don’t work, they’re responsible for training them, helping them (http://www.davidmarquet.com). Additionally,
in an effort to foster teambuilding and build trust with his team, Charlie Kim’s
approach to work culture is holistic; it encompasses physical training,
emotional training, as well as mental training (WWW.Nextjump.com). This
approach helps to build trust because his employees know that he genuinely
cares for their wellbeing.

Feedback on Effectiveness

I believe that Charlie Kim’s approach is effective because
he was able to openly and honestly convey his mission to his management team,
so much that he only had to communicate his expectations of their hiring
practices once. A good manager would drive this type of message to his/her
employees because the ultimate goal is to share useful information in an effort
to advance the teams leadership skills, and to facilitate their growth
regarding hiring practices.