Share thisAll leaders are managers but not all managers are leaders. Both managers and true leaders get things done through others, but managers do so by virtue of their specific position within their organizations, while true leaders—regardless of their official rank—do so by inspiring others.
A real leader may occupy any position, from CEO of a large corporation, to first-line supervisor of a six-person work unit. The distinction is not in their official roles. It is in how they run their organizations.
It isn’t superior intelligence, technical expertise, or problem-solving skill that enables some managers to become great leaders. These qualities, while significant, are not crucial. Certainly a great leader has to be intelligent. But studies make it clear that intelligence alone is a poor predictor of leadership ability. People with IQs of 140 are no more effective as leaders than people with IQs of 120.
Likewise, it’s not technical knowledge or skill. The CEO of General Motors, probably couldn’t design a new SUV, create an advertising campaign for his latest model, or structure a deal for a new bond issue. He doesn’t have to, since he motivates and empowers people who are very good at doing those things to do so. You might suppose that a great leader’s problem-solving skill is what puts him/her above others. But, again, that turns out not to be the case. Instead, great leaders do make sure that they have people around them that are good problem solvers.
What truly distinguishes the most effective leaders are their people skills, sometimes referred to as emotional intelligence or EI. EI consists of two complementary competencies, personal and social. The requisite personal competencies are self-awareness and self-management. Social competence is includes heightened social awareness and strength in relationship management.
Self-awareness means that the person has a realistic assessment of his own strengths and weaknesses. Beyond that, truly self-aware people know just what it is that “pushes their buttons.” They also are aware of the impact they are likely to have on others. By constantly monitoring their own inner selves, they can shift their behavior style as needed.
The ability to moderate their own behavior is the skill needed for effective self-management: great leaders don’t lose their cool under pressure. They are emotionally sensitive and empathetic to their employees. They know when they’re coming on too strong, and can soften their approach if necessary. They can also, when the time is right, show their strength and determination.