Manager to Leader

Manager to Leader


Principales différences entre manager et leader

Designated by the hierarchy and imposed on the team
Recognised as such by team members
Official status
Organisational power
Relational power
Formal authority
Authority to influence
Focus on tasks
Focus on people

Source: Antoine Gaunand

MANAGEMENT is the management of the business of making sure that things run smoothly on a day-to-day basis.

The manager:

  • Develops daily efficiency and performance.
  • Materialises the strategic vision and designs a path for the team to follow.
  • Directs day-to-day work efforts.
  • Optimises resources for current and future needs.
  • Manages processes: work rules, standards and operating processes.
  • Manages and motivates staff to participate in the process and achieve goals.
  • Manages the day-to-day operations, ensuring that the system (organisation) works
  • Ensures stability.
  • Manages complexity: brings order and coherence, formalises.
  • Guarantees stability.
  • Manages complexity: brings order and coherence, formalises.

LEADERSHIP is the ability to draw others into a collective project through their voluntary participation.

The leader:

  • Enables change and transformation.
  • Provides the vision: imagines the future. Aligns people to that vision.
  • Communicates and gives meaning: where are we starting from, where are we going and how are we going to get there together?
  • Inspires: so that your teams understand their role in the overall vision.
  • Is able to face challenges and think in unconventional ways: architect, and renovator of the system, he corrects the system and improves it.
  • Demonstrates systemic sensitivity to understand how the group functions/dysfunctions and behaviours.

According to Peter Drucker, "Management is about doing things right, while leadership is about doing the right things. Leadership has nothing to do with budgeting or strategic planning knowledge, it has everything to do with emotional intelligence, self-awareness and values. The critical skills are communication, authenticity and the ability to listen.”

Leadership is about specific skills (competencies) and soft skills (personal qualities). The model below describes the 12 competencies of the leader within these 4 major functions, and differentiates them from the "roles of the manager".

THE TWELVE COMPETENCIES of the leader (know-how) are the raison d'être of his action in relation to the organisation and to all those for whom he exercises his leadership. They are divided into four major functions :

  • Mobilize: connect/influence/inspire trust
  • Federate: bring people together/structure teams/cooperate fully
  • Set the course: innovate/decide together/give the vision
  • Communicating: listening/speaking clearly/dialogue


Personal qualities are those that make the difference between a leader and a great leader.

1. The twelve key skills (Know-how)


The first function of leadership is to create movement, to set others in motion so that actions are taken and results achieved. It is about the personal power to mobilise others, it is about influence.

Mobilising in this sense is based on psychological mechanisms. The leader is able to connect with others and inspire confidence. He creates a positive emotion that triggers voluntary movement, that mobilises. This is the opposite of manipulation.


The second function of leadership consists in gathering and structuring all the actors and teams around the common project. It gives a place and a role to each person in order to cooperate fully with the other actors.

Cooperating fully means doing things with others (inclusion), in a balanced relationship of mutual influence (control), and involves communication-based on transparency (openness).

Setting the course

Setting the course means affirming a meaning, a reason to act, a direction to take, and an objective to reach. An innovative vision, and a bold project trigger mobilising emotions that are linked to people's values.

The leader translates the vision, the projects and the values into objectives.


The fourth function, to communicate, is essential to fulfilling the other three functions. It is through his or her ability to listen, speak clearly and dialogue that the leader creates his or her relationship of influence and gathering. It is the leader's communication that creates a positive driving emotion for the individual.

2. The 6 personal qualities (Know-how)

A set of traits found in a leader:

  • Optimism: Seeing the good side of things.
  • Realism: Practicality, sense of reality. Finds concrete solutions.
  • Vitality: Ability to be fully alive.
  • Imagination/Inventiveness: Designing with inventiveness.
  • Self-Vision
  • Personal Values

Leadership is therefore the ability to draw others into a collective project through their voluntary participation.