The words manager and leader are used inter-changeably, but have different meanings. The dictionary describes a manager as a person controlling the affairs, training, etc. of a person or team. The definition of a leader is a person that leads or a person that people follow. The book ,Dear Boss, by Dr. W.B. Werther, Jr., which is written from the employee's point of view defines them as (page 159):

Leaders create a vision around which people rally; managers marshal the resources to achieve this vision. Both are worthy and much-needed roles. And at times managers need to be leaders and vice versa. But bosses are people who lack vision and give orders to cover up their limitations.

The first person I will describe is Herb. He was the first home center manger that I worked under. His style was that of a participative manager. He would take the time to answer your questions about products and how build projects. He would go to the field and supervise projects that were being done. He allowed you the freedom to use your own ideas and would give you credit if they were successful. For those ideas that weren't successful, you didn't get crucified. You would review what went wrong and go about your business as long as you learned from your mistakes. Herb made the job interesting and pleasant, even if the monetary reward weren't the highest.

Herb's biggest problem was that he didn't like to deal with the bureaucracy of the company. His frustration with this lead him to transferred to a construction superintendent position in the company where he didn't have to deal with the day to day management of the home center.

The next manager is Wayne. He had owned and/or ran several small businesses. Wayne was more of a visionary, than a manger. His vision was to sell permanent wood foundation on a national level and receive the recognition for do so. The quality of having a vision is important for leadership skills. He was able to accomplish his goals on a regional level, but when he stepped up to a larger scale he got into trouble. He expanded on a recommendation of a friend with out doing an adequate job of doing his market research into the area that he placed the production plant. Wayne believed that he could change any one's mind about foundations, it didn't matter where. The plant could have located in the middle of the desert, he thought it would be a success. A major company had bought into his company at the time of the expansion. About this time I was hired to manage the plant and etc. The product and philosophy of the outside company was basically sound, but Wayne was a visionary leader not a leader manager. What I had seen of the business plan and with the backing of the out side sources, I decided to make the move to Kentucky. I was to have the support of at least one staff in the start up, no one else would transfer. As time (2-3 yr.) progressed it became apparent of the lack of support and planning.

He would sell a project for a low price and wonder way we didn't make any money on the job. If you brought up an idea, three or four months later he had a revelation, your idea was suddenly his. He would question every decision you made, everything had to be cleared through him. Wayne felt that education was a hindrance, continuing education was a waste of time and money. He felt this about a college education as well and had a hard time carrying on a discussion about something other wood industry.

The different theories about leadership are discussed in our OB text book. Their seems to be some discuss as to whether leadership can be taught. Some theories are that leaders are born not made. In the November 27, 1995 issue of Fortune magazine , "How Tomorrow's Leaders Are Learning Their Stuff", relates to what large companies such as GE and Hewlett Packard are doing to train tomorrow's leaders.

The story relates as to how company leadership has changed for the 1970's to now. The CEO's realize that they need to develop people to take over the reins of the company when it is time for them to step down. In the case of company it started with a group 100 candidates that had been identified as having potential leadership qualities. From this group the company plan that 25% will the leaders of the future. The rest will be better managers because to the training, thus a large asset that is needed for company's survival.

A wide range of experiences was one thing that was brought out as being important. The leader needs experience in dealing with different products as well people. The people part is even more important as companies expand and move. In Elaine Pinderhughes' book 'Understanding Race, Ethnicity, and Power" (1989, p.4)she states the following:

There is increasing evidence that ethnic values and identification are retained for many generations after immigration… and play a significant role in family life and personal development throughout the life cycle …Second, third , and even fourth generation Americans, as well as immigrants, differ from the dominant culture in values, lifestyles and behavior. (McGoldrick 1983, p.4).

This means that a leader has to develop an understanding of different cultures on a regional basis as well globally. This one thing that Wayne failed to take into account when he moved into a new area.

I feel that leadership maybe genetic, but people that are managers need to understand the skills of a effective leadership. This will help them to be much more successful and happier in their jobs and personal life.