Leaders and Managers

" The terms leader, manager, and administrator tend to be used interchangeably. However there are differences. Manager and administrator are practically synonymous, except that the former tends to be more contemporary and carries the implicit connotation of possessing some significant degree of decision-making authority. An administrator, on the other hand, may be little more than an organization functionary carrying out routine tasks.
The concept of leader concentrates on two areas: the leader’s strategic vision about the direction the organization should go and the leader’s noncoercive skill at drawing subordinates into the active pursuit of the strategic view. The concept of manager, on the other hand, focuses on the nuts and bolts of making the organization work, such as hiring, evaluation, distributing resources, and enforcing rules. As a footnote to the irony of history, Richard Nixon points out that leaders “do the right thing” while managers “do the things right.”
Edgar Schein argues that a principle function of leadership, as distinguished from management and administration, is shaping and directing the organization’s culture. “What the leader needs most is insight into the ways in which culture can aid or hinder the fulfillment of the organization’s mission and the intervention skills to make desired changes happen.
The terms leader and manager can be conceptualized as two lines with an interesting axis. The polar position of each of the lines are labeled strong and weak. Considering the leader-manager axis, we have the potential of encountering strong leaders who are weak managers. In education we often see this individual generating grand ideas about sweeping reforms or innovative new programs. He or she effectively whips up enthusiastic support on all sides. Unfortunately ideas and enthusiasm are not enough, and not long after execution of the changes is attempted, the vision begins to crumble. By that time the strong leader, more often than not, has a better job somewhere else and is creating vision for another audience. Meanwhile, those who were left behind are in deep water.
The strong manager who is a weak leader also exists in education. This is the person who keeps his or her nose to the grindstone, ear to the ground, foot on the throttle, and finger to the wind. Trying to make all subordinates emulate that posture earns such a manager the title of “the one you love to hate.” This individual usually can get a job done but has trouble sustaining quality performances over the long run.
Reflecting on the two concepts, Mintzberg writes, “It is in the leader role that managerial power most clearly manifests itself. Formal authority vests the manger with great potential power; leadership activity determines how much of it will be realized. What is needed, therefore, is strong leaders who are also strong managers"."

Reference:
Hanson(2003) Educational Administration and Organizational Behavior