Read the popular press today and you'll happen upon article after article about effective managers and effective leaders.

But don't make the mistake of assuming that "management" and "leadership" are the same qualities. They're not. While management and leadership are both essential in most organizations, managers and leaders usually operate in very different ways.

This brief article will help you understand the differences between these two roles. More important, it will help you discover whether you're a manager, a leader, or one of those rare individuals who exhibit the qualities of both roles.

Now, let's examine the differences between a manager and a leader ...

•  A manager relies heavily on knowledge when making decisions. A leader often relies heavily on instinct and intuition.

•  A manager is vitally concerned with "process," or the way things are done. A leader is more likely to concern herself with opportunities for change and innovation.

•  A manager is interested in the pragmatic. A leader may be more interested in the conceptual and the abstract.

•  A manager tries to build a sense of order in his enterprise. A leader tolerates, even desires, ambiguity.

•  A manager monitors progress through data and information. A leader monitors progress by examining trends.

•  A manager builds his work week around sequential plans and schedules. A leader may be willing to operate on spur-of-the-moment judgments.

•  A manager is vitally concerned about current operations. A leader is vitally concerned about future operations.

•  A manager often attempts to influence others through policies. A leader often attempts to influence others through persuasion.

•  A manager formulates and implements strategy. A leader sets goals.

•  A manager works toward concrete objectives. A leader sets and pursues a vision.

•  A manager frequently sees herself as controlling and monitoring the work of other people. A leader frequently sees herself as facilitating the work of other people.

•  A manager is eager to delegate responsibility. A leader is apt to mobilize others toward action.

•  A manager's communication efforts are often focused on individuals or small groups. A leader's communication efforts are often focused on a broader organization.

•  A manager seeks predictability. A leader seeks flexibility.

•  A manager sees his relationships with employees and peers as professional in nature. A leader concerns himself with the very human qualities that embody relationships.

•  A manager relies on authoritative procedures when deciding on a course of action. A leader often takes a particular course of action because it seems like the right thing to do.

•  A manager tries to know and understand her organization intimately. A leader tries to understand the business environment intimately.

•  A manager visualizes power as the ability to implement activities and guide other people's work. A leader visualizes power as the ability to forge and use relationships for some greater good.

•  A manager believes in, and supports, his team. A leader often possesses an independent streak, and tries to move the people around him in entirely new directions.

•  A manager places great value on analyzing events. A leader places great value on predicting opportunities.

•  A manager has a consuming belief in her organization. A leader has a consuming belief in ideas.

•  A manager finds workplace traditions and norms of utmost importance. A leader finds values of utmost importance.

•  A manager values objectivity. A leader allows himself the luxury of subjectivity.

•  A manager thinks in terms of weekly, monthly or annual performance. A leader thinks in terms of growth over the next five or ten years.

•  A manager tries to understand the behavior of people around her, and skillfully respond to it. A leader persuades others to follow her behavior through example.

•  A manager's willingness to take risks is based on the potential payback from his actions. A leader allows himself to take risks beyond previously acceptable limits.

•  A manager tries to get the most out of existing resources. A leader tries to expand resources.

•  A manager is concerned with achieving today's bottom line. A leader is concerned with trying to achieve tomorrow's bottom line.

•  A manager tries to correct current problems. A leader tries to exploit new opportunities.

•  A manager tries to keep business systems running in good order. A leader tries to develop new business systems.

•  A manager is committed to her organization's values. A leader is committed to her personal values.

•  A manager attempts to solve as many problems as possible. A leader often tries to create problems in the hope of fostering growth.

•  A manager tries to answer questions. A leader tries to ask questions.

•  A manager looks for ways to wisely control existing resources, and use them most efficiently. A leader looks for creative ways to use existing resources.

•  A manager thrives on stability. A leader thrives on excitement.

•  Now, a caveat: at times, the differences between management and leadership blur a bit. But make no mistake about it: they are essentially different roles and they require fundamentally different skills.

So now the big question: Do you tend to exhibit the qualities of a manager, or a leader?

And here are a few other important questions to ponder: What does your organization or department need most right now? A manager or a leader? Are the qualities you exhibit "in sync" with your organization's needs? If not, ask yourself what you can do to cultivate new skills and forge a new role for yourself.

Finally, remember that management and leadership can both be learned. Exercised carefully and consciously, both roles can help steer your organization in the direction it needs to go.

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