This document discusses the roles and skills of managers and leaders. It defines a manager as someone who coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified as first-line, middle, or top managers. The key functions of management are planning, organizing, leading, and controlling. Henry Mintzberg identified 10 common managerial roles grouped into interpersonal, informational, and decisional categories. Leadership is defined as influencing a group towards achieving a goal. The document contrasts managers, who maintain the status quo, with leaders, who challenge it and do the right thing. Qualities of good leaders include a positive focus, continuous learning, strong self-esteem, and avoiding negative influences.

1. COURSE: SELF MANAGEMENT SKILLS
FACULTY: SIR FAISAL DADA
GROUP MEMEBERS: MUHAMMAD AQIB
KASHIF ABDULGHAFOOR
TALHA
MANAGER AS A LEADER

2. 1
MANAGER AS A
LEADER
DEFINATION OF MANAGER
Someone who coordinates and oversees the work of other people
so that organizational goals can be accomplished.
Why managers are important?
• Organizations need their managerial skills and abilities more
than ever in these uncertain, complex, and chaotic times.
• Managerial skills and abilities are critical in getting things done.
• The quality of the employee/supervisor relationship is the most
important variable in productivity and loyalty.
CLASSIFYING MANAGERS:
• First-line Managers - Individuals who manage the work of non-
managerial employees.
• Middle Managers - Individuals who manage the work of first-
line managers.
• Top Managers - Individuals who are responsible for making
organization-wide decisions and establishing plans and goals
that affect the entire organization.
WHAT DO MANAGERS DO?
• Management involves coordinating and overseeing the work
activities of others so that their activities are completed
efficiently and effectively.
MANAGER
& LEADER
“A MANAGER IS NOT
A PERSONWHO
CAN DO THE WORK
BETTER THAN HIS
MEN; HE IS A
PERSONWHO CAN
GET HIS MEN TO DO
THE WORK BETTER
THAN HE CAN”
“THE MANAGER
ACCEPT THE
STATUS QUO;
THE LEADER
CHALLENGES IT”
“LEADERS ARE
PEOPLE WHO DO
THE RIGHT THING.
MANAGER ARE
PEOPLE WHO DO
RIGHT THING”

3. 2
Management Functions:
• Planning - Defining goals, establishing strategies to achieve goals, and developing plans to
integrate and coordinate activities.
• Organizing - Arranging and structuring work to accomplish organizational goals.
• Leading- Working with and through people to accomplish goals.
• Controlling - Monitoring, comparing, and correcting work.
Management Roles:
• Roles are specific actions or behaviors expected of a manager.
• Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of
information, and decision making.
HENRY MINTZBERG’S MANAGERIAL ROLES:
There are many roles a manager has within an organization. Performing these roles is the basis of a
manager's job. To be effective at these roles, a manger must be a complete businessperson by
understanding the strategic, tactical and operational responsibilities he or she holds. While not always
explicitly stated in a manager's job description, at any given moment a manager might have to be a coach, a
strategic planner, a liaison, a cheerleader, a conflict manager, a realist, a problem-solver, an organizer, an
optimist, a trainer and a decision-maker. These roles can change from day to day, but one thing is for sure:
a manager must understand all of his or her roles and how to perform them effectively. This means that a
manager must have a global understanding of all business functions, organizational goals, his or her level of
accountability and the appropriate way to serve both internal and external clients of the organization.
Henry mintzberg’s spent much of his career researching the managerial roles and behaviors of several chief
executive officers, or CEOs. Mintzberg discovered that managers spent most of their time engaging in ten
specific roles. He was able to then classify these roles into three categories, including interpersonal,
informational and decisional roles. To better understand these roles, let's look at how they are applied by
Bernard the Boss as he goes through his daily routine as a manager at a local grocery store.

4. 3
Henry Mintzberg researchedthe managerial roles

5. 4
FIGUREHEAD: One of the important roles of a leader is simply to be a figurehead for the rest of the
group. This is one of the interpersonal roles, because so much of it is about being someone that people
can turn to when they need help, support, etc. A good leader will project confidence so that everyone
involved feels a sense of security and reassurance that the job will be done right.
LEADER: Another interpersonal role, this one should be obvious. A manager needs to lead the people
that he or she is in charge of guiding toward a specific goal. This can include telling them what to do
and when to do it, organizing the structure of the team members to highlight specific skills that each
possesses, and even offering rewards for a job well done.
LIAISION: The final role within the interpersonal category, acting as a liaison means that the manager
must successfully interface with a variety of people - both within the organization and on the outside - to
keep things running smoothly. This point is all about communication, and it is one of the main things
that determines the ultimate success or failure of a manager. Being able to properly communicate with
a range of people in such a way that the project remains on track is a crucial skill to develop.
MONITOR:Acting as a monitor is the first managerial role within the informational category. Just as the
word would indicate, being a monitor involves tracking changes in the field that your organization works
in, as well as changes on your team that might be signs of trouble down the road. Things are never
static in business, so the successful manager is one who will constantly monitor the situation around
them and make quick changes as necessary.
DISSEMINATOR:It does no good as a manager to collect information from a variety of internal and
external sources if you are only going to keep it for yourself. The point of gathering that information is
so that your team can benefit from it directly, so the next informational role is dissemination - getting
information out quickly and effectively to the rest of your team. Wasted time by the team members on a
certain part of a project often has to do with them not possessing all of the relevant information, so
make sure they have it as soon as possible.
SPOKESPERSON: As the head of a team of any size or role within the organization, you will be the
representative of that team when it comes to meetings, announcements, etc. Being a spokesperson is
the final informational role on the list, and it is an important one because perception is often a big part
of reality. Even if your team is doing great work, it might not be reflected as such to other decision
makers in the organization if you aren't a good spokesperson.

6. 5
ENTREPRENEUR:In some ways, being a manager within a larger organization is like running your
own small business. While you will have managers above you to answer to, you still need to think like
an entrepreneur in terms of quickly solving problems, thinking of new ideas that could move your team
forward, and more. This is the first role within the decisional category on the list.
RESOURCE ALLOCATOR: Every project is tackled using resources that are limited in some way or
another. As a resource allocator, it is your job to best use what you have available in order to get the
job done and meet your defined goals and objectives. Resources can include budget that has been
made available for a project, raw materials, employees, and more. This is the third item within the
decisional category, yet it is one of the most important things a manager must do.
DISTURBANCE HANDLER:It is almost inevitable that there will be disturbances along the way during
any kind of project or task that involves more than one person. The second item in the decisional
section of the list is being a disturbance handler, because getting back on track after a problem arises
is important to short-term and long-term productivity. Whether it is a conflict among team members or a
bigger problem outside of the group, your ability to handle disturbances says a lot about your skills as a
manager.
NEGOTIATOR: Business is all about negotiation, and that is especially true for managers. The final
role on the list, being a negotiator doesn't just mean going outside of the organization to negotiate the
terms of a new deal. In fact, most of the important negotiation will take place right within your own team
itself. Getting everyone to buy in to the overall goal and vision for a project likely will mean negotiating
with individual team members to get them to adopt a role that suits their skills and personal
development goals. A good manager will be able to negotiate their way through these challenges and
keep the project on track for success.

7. 6
SKILLS NEEDED AT DIFFERENT MANAGER LEVEL:
• Technical skills
– Knowledge and proficiency in a specific field
• Human skills
– The ability to work well with other people
• Conceptual skills
– The ability to think and conceptualize about abstract and complex situations concerning
the organization

8. 7
DEFINATION OF LEADER:
Leader is "a person who influences a group of people towards the achievement of a goal".
The term leadership is a word taken from common vocabulary and incorporated into the technical
vocabulary of a scientific discipline without being precisely redefined.
Leadership is “ the behaviour of an individual …… directing the activities of a group toward a shared
goal”
Leadership is “the ability of an individual to influence,motivate, and enable other to contribute toward
the effectiveness and success of the organization”
Characteristics of leadership
 Traits (motive, personality)
 Values, integrity and moral development
 Onfidence and optimism
 Kills and expertise

9. 8
 Leadership behaviour
 Influence tactics
 Attribution about followers
 Mental models (beliefs and assumptions)
QUALITIES THAT CAN HELP TO BECOME ALEADER:
 Change focus, look for the positive
 Make a habit of doing it now
 Develop an attitude of Gratitude
 Get into a continuous education program
 Build a positive self esteem
 Stay away from negative influences
 Learn to like the things that need to be done
 Start your day with a positive
MANAGER AS A LEADER:

10. 9
THREE THINGS THAT SEPARATE LEADERS FROM MANAGERS:
 The leader innovates whereas the manager administers.
"You got people who are just going to work instead of thinking about why they're doing what they're
doing, and then you have the leaders," Wade says.
 The leader inspires trust whereas the manager relies on control.
"Leadership is not what you do—it's what others do in response to you," he says. "If no one shows up
at your march, then you're not really a leader."
The manager then "creates a team out of his people, through decisions on pay, placement and
promotion and through his communications with the team."
"Managing a project is one thing, empowering others is another thing," Wade says.
 The leader asks "what" and "why," whereas the manager asks "how"
and "when."
"This means that they're able to stand up to upper management when they think something else needs
to be done for the company," Wade tells us. "I always tell my folks, 'I don't expect to be right all the
time. I expect to be wrong a lot.'"
If your company experiences failure, a leader's job is to come in and say, "What did we learn from
this?" and "How do we use this information to clarify our goals or get better at it? “Instead, managers
don't actually think about what the failure means, Wade says.
Their job is to ask "how" and "when" and to make sure they execute the plan accordingly. Drucker
wrote that managers accept the status quo and are more like soldiers in the military. They know that
orders and plans are crucial and their job is to keep their vision on the company's current goals.

11. 10
HOW MANAGERS BECOME LEADERS?
Manager become leader by creating these qualities in his personality.
1. Specialist to Generalist
2. Analyst to Integrator
3. Tactician to Strategist
4. Bricklayer to Architect
5. Problem Solver to Agenda Setter
6. Warrior to Diplomat
7. Supporting Cast Member to Lead Role
CONCLUSION:
Although to the two roles may be similar, "The best managers are also leaders," Wade says. "I think
you can do both, but you have to take the time to cultivate it."
REFERENCE:
 MANAGEMENT (STEPHEN P. ROBBINS MARY COULTER)
 FUNDAMENTAL OF LEADERSHIP QUALITIES (DR, S.K. PANNEER SELVAM)
 LEADERSHIP IN ORGANIZATIONS (GARY YULK)
 INTERNET SITES