Sir Richard Branson is a British entrepreneur and the head of Virgin Group Ltd. He dropped out of school and had his first successful business venture as a teenager with a magazine called Student. In 1984, he had a vision of starting an airline company which became Virgin Atlantic Airways. Branson is known for his risk-seeking and innovative leadership style, with a focus on optimistically transforming industries and focusing on his people.

1. THE DIFFERENCES BETWEEN A
LEADER AND A MANAGER
EH416-Environmental Health Management
Assessment #2
Unit Lecturer: Mr. A. Tuka
Presented by: Joshua Seli
Date:10-May-2016
Divine Word University
Faculty of Medicine & Health Sciences
Department of Environmental Health

2. OUTLINE
• Introduction
• Roles
• Attributes
• Types of Managers and Leaders
• Examples(Nelson Mandela and Sir Mekere Morauta and
Sir Richard Branson)
• Conclusion
• References

3. OBJECTIVE & OUTCOME
• Identify the differences between a leader and a manager.
• By the end of this presentation you will be able to at least have a
clear understanding and be able to differentiate between an leader
and a manager on who they really are and decided who do you want
to be, either a manager, a leader or both an effective leader and
manager.

4. INTRODUCTION
• Taking a team from ordinary to extraordinary means understanding and embracing the
difference between management and leadership. According to business writer Peter
Drucker, "Management is doing things right; leadership is doing the right things."
• Manager and leader are two completely different roles, although we often use the terms
interchangeably. Managers are facilitators of their team members’ success. They ensure
that their people have everything they need to be productive and successful; that they’re
well trained, happy and have minimal roadblocks in their path; that they’re being
groomed for the next level; that they are recognized for great performance and coached
through their challenges.
• Conversely, a leader can be anyone on the team who has a particular talent, who is
creatively thinking out of the box and has a great idea, who has experience in a certain
aspect of the business or project that can prove useful to the manager and the team. A
leader leads based on strengths, not titles.
• The best managers consistently allow different leaders to emerge and inspire their
teammates (and themselves!) to the next level.

5. DEFINITION
• Leader is an individual who holds a superior ranking within a group,
formal or informal and who uses their position to enforce a level of
influence and control.
• Manager is an individual who has been given recognized authority to
take charge of a group, task or project with the understanding
subordinates will report to him/her.

6. ASSOCIATE TERMS
• Management: The planning, organizing, leading and controlling of human and
resources to achieve organizational goal efficiently and effectively.
• Leadership: the act of articulating a clear vision, energizing and enabling
organizational members so that they understand the role they play in achieving
organizational goals.
• “There is a profound difference between management and leadership, and both are
important. To manage means to bring about , to accomplish, to have charge of or
responsible for, and to conduct. Leading is influencing , guiding in a direction, course,
action, opinion”. –Warren Bennis (Pioneer in Leadership Studies)
• Understanding the key difference between leader and manger can ensure that you
develop skillsets to be both an effective manager and inspirational leader to your team.

7. ROLE
Leader Manger
Plan
Organize
Direct
Control
Directing
Coaching
Supporting
Delegating

8. QUALITIES OF A LEADER
1. Awareness- There is a difference between management and
employees, bosses and workers. Leaders understand the nature of
this difference and accept it; it informs their image, their actions,
and their communication. They conduct themselves in a way that
sets them apart from their employees--not in a manner that suggests
they are better than others, but in a way that permits them to retain
an objective perspective on everything that's going on in their
organization.
2. Decisiveness- All leaders must make tough decisions. It goes with
the job. They understand that in certain situations, difficult and
timely decisions must be made in the best interests of the entire
organization, decisions that require a firmness, authority, and
finality that will not please everyone. Extraordinary leaders don't
hesitate in such situations. They also know when not to act
unilaterally but instead foster collaborative decision making
3. Empathy -Extraordinary leaders praise in public and address
problems in private, with a genuine concern. The best leaders guide
employees through challenges, always on the lookout for solutions to
foster the long-term success of the organization. Rather than making
things personal when they encounter problems, or assigning blame
to individuals, leaders look for constructive solutions and focus on
moving forward.
4. Honesty -Strong leaders treat people the way they want to be
treated. They are extremely ethical and believe that honesty, effort,
and reliability form the foundation of success. They embody these
values so overtly that no employee doubts their integrity for a
minute. They share information openly, and avoid spin control.
5. Accountability- Extraordinary leaders take responsibility for everyone's
performance, including their own. They follow up on all outstanding issues, check
in on employees, and monitor the effectiveness of company policies and procedures.
When things are going well, they praise. When problems arise, they identify them
quickly, seek solutions, and get things back on track.
6. Confidence- Not only are the best leaders confident, but their confidence is
contagious. Employees are naturally drawn to them, seek their advice, and feel
more confident as a result. When challenged, they don't give in too easily, because
they know their ideas, opinions, and strategies are well-informed and the result of
much hard work. But when proven wrong, they take responsibility and quickly act
to improve the situations within their authority
7. Optimism -The very best leaders are a source of positive energy. They
communicate easily. They are intrinsically helpful and genuinely concerned for
other people's welfare. They always seem to have a solution, and always know
what to say to inspire and reassure. They avoid personal criticism and pessimistic
thinking, and look for ways to gain consensus and get people to work together
efficiently and effectively as a team.
8. Focus- Extraordinary leaders plan ahead, and they are supremely organized. They
think through multiple scenarios and the possible impacts of their decisions, while
considering viable alternatives and making plans and strategies--all targeted
toward success. Once prepared, they establish strategies, processes, and routines
so that high performance is tangible, easily defined, and monitored. They
communicate their plans to key players and have contingency plans in the event
that last-minute changes require a new direction (which they often do).
9. Inspiration -Put it all together, and what emerges is a picture of the truly inspiring
leader: someone who communicates clearly, concisely, and often, and by doing so
motivates everyone to give his or her best all the time. They challenge their people
by setting high but attainable standards and expectations, and then giving them
the support, tools, training, and latitude to pursue those goals and become the best
employees they can possibly be.

9. QUALITIES OF A MANAGER
1. Creativity-is what separates competence from excellence. Creativity is
the spark that propels projects forward and that captures peoples'
attention. Creativity is the ingredient that pulls the different pieces
together into a cohesive whole, adding zest and appeal in the process.
2. Structure-A stellar manager knows how to work within the structure
and not let the structure impinge upon the process or the project.
Know the structure intimately, so as to guide others to effectively
work within the given parameters. Do this to expand beyond the
boundaries.
3. Intuition is the capacity of knowing without the use of rational
processes; it's the cornerstone of emotional intelligence. People with
keen insight are often able to sense what others are feeling and
thinking; consequently, they're able to respond perfectly to another
through their deeper understanding. The stronger one's intuition, the
stronger manager one will be.
4. Knowledge-A thorough knowledge base is essential. The knowledge
base must be so ingrained and integrated into their being that they
become transparent, focusing on the employee and what s/he needs to
learn, versus focusing on the knowledge base. The excellent manager
lives from a knowledge base, without having to draw attention to it.
5. Big Picture, Small Action-Excellent managers see the big picture
concurrent with managing the details. Small actions lead to the big
picture; the excellent manager is skilful at doing both: think big while
also paying attention to the details
6. Commitment-A manager is committed to the success of the
project and of all team members. S/he holds the vision for the
collective team and moves the team closer to the end result. It's
the manager's commitment that pulls the team forward during
trying times.
7. Being Human-Employees value leaders who are human and who
don't hide behind their authority. The best leaders are those who
aren't afraid to be themselves. Managers who respect and
connect with others on a human level inspire great loyalty.
8. Versality-Flexibility and versatility are valuable qualities in a
manager. Beneath the flexibility and versatility is an ability to be
both non-reactive and not attached to how things have to be.
Versatility implies an openness - this openness allows the leader
to quickly change on a dime when necessary. Flexibility and
versatility are the pathways to speedy responsiveness.
9. Discipline/Focus- is the ability to choose and live from what one
pays attention to. Discipline as self-mastery can be exhilarating!
Role model the ability to live from your intention consistently
and you'll role model an important leadership quality.
10. Lightness-A stellar manager doesn't just produce outstanding
results; s/he has fun in the process! Lightness doesn't impede
results but rather, helps to move the team forward. Lightness
complements the seriousness of the task at hand as well as the
resolve of the team, therefore contributing to strong team results
and retention.

10. DIFFERENT TYPES OF;
Leader
Manager
The Problem Solving Manager
The Pitchfork Manager
The Pontificating Manager
The Presumption Manger
The Perfect Manager
The Passive Manager
The Proactive Manager
(Harvard Business Review, 2000)
Commanding: Leaders demand immediate compliance.
Visionary: Leaders mobilize people toward a vision.
Affiliative: Leaders create emotional bonds and harmony.
Democratic: Leaders build consensus through participation.
Pacesetting: Leaders expect excellence and self-direction.
Coaching: Leaders develop people for the future.
Bureaucratic leadership, whose leaders focus on following every rule.
Charismatic leadership, in which leaders inspire enthusiasm in their teams and are
energetic in motivating others to move forward.
Task-oriented leadership, whose leaders focus only on getting the job done.
People-oriented leadership, in which leaders are tuned into organizing, supporting
and developing people on their teams.
Transformational leadership, whose leaders inspire by expecting the best from
everyone and themselves.

11. IS A MANAGER A LEADER?
IS A LEADER A MANAGER?
“Leadership involves managers using their power, personality,
influence, persuasion and communication skills to coordinate people
and groups so that their activities and efforts are in harmony”
(Foundations of Management, ICM, 2010)
This means that success as a manager has its roots in developing
leadership skills as well.

12. WHAT KEY DIFFERENCES DISTINGUISHES
A LEADER AND A MANAGER?
Manager
• Work towards achieving a goal
• Seeks Tangible results
• Maintain and support team progress
• Thinks tactically and short term
• Follow the proven path
• Train and direct subordinates
Leader
• Envision the future
• Develop and motivate team
coordination
• Think strategically and long term
• Encourages new ideas and creativity
• Empower and support followers

13. NELSON MANDELA
• South Africa Nationalist and statesman whose (1962-90) symbolized the aspirations
of SA’s black majority.
• Son of a Chief but renounced his chieftainship to become a lawyer.
• He joined ANC, the black liberation group and become its leader in 1949 helping to
revitalize the organization and opposing the Apartheid policies of the ruling
National Party through non-violent stance.
• From 1964-1982 he was incarcerated at Robben Island Prison, Cape Town.
• He retained wide support among SA black population, and cause a celebrity among
the international community that condemned the Apartheid.
• The SA govn’t under President F.W. De Klerk released him in Febuary11, 1990 and
was made leader of ANC.
• He worked with president to end apartheid and bring about a peaceful transition to
nonracial democracy. They were awarded the Nobel peace prize in 1993.
• 1994 in its first all race election Mandela and the ANC won. As President he
established the Truth and Reconciliation Commission (TRC), which investigated
human rights violation under apartheid, and introduced housing, education, and
economic development initiatives designed to improve the living standards of the
black population.
• Encourage Unity among South Africans and a strong advocator of Peace and
Forgiveness
• Retired in active politics in 1999.
Nelson Rolihlahla Mandela was a South
African anti-apartheid revolutionary,
politician, and philanthropist, who served
as President of South Africa from 1994 to
1999.

14. SIR MEKERE MORAUTA
Sir Mekere Morauta, KCMG is a Papua New Guinean economist and political figure. He served as the sixth Prime
Minister of Papua New Guinea between 1999 and 2002, and later as Leader of the Opposition, among other positions.
• He was a member of the so-called "Gang of Four", a group of influential young civil service chiefs who played a
leading role in holding together public administration and public policy in the formative decade or so after Papua
New Guinea's independence in 1975. The other members of the group were Charles Lepani, Sir Rabbie Namaliu and
Sir Anthony Siaguru. Namaliu also later went on to become Prime Minister.
• Regarded as the Great Political Reformist.
• Among important policy changes he did as a PM, the citizens have come to remember him well for his fundamental
reforms in PNG’s financial sector.
• Unlike other former PMs who lacked the political will and commitment to make a difference, Sir Mekere inherited
his predecessor’s liability and immediately cleaned up any remaining problem areas in the country’s financial sector.
• As PM, Sir Mekere reformed the following public entities:
• Minerals Resources Development Corporation (MRDC). Key actions taken were: To protect the landowner interest
groups, pushed for legislation removing political interference by MPs, regulatory regime similar to the
Superannuation Act 2000, outsourcing investment management, Central Bank oversight and a ‘fit and proper
persons’ test.
• Workers Mutual Insurance. To protect many thousands of contributors, he re-established the Worker’s Mutual
Insurance at a cost of K 19 million, outsourcing investment management and conducted a major inquiry into its
collapse as prelude to reforms of the existing Insurance Act. Pacific Balanced Fund. Acting on major Inquiry
recommendations, resolved current impasse by appointing new trustees and investment manage. Securities
Commission. The commission was revamped to strengthen its weak and ineffective status. This action gave it
stronger powers and independence to pursue white-collar criminal activity by corporate bodies. Rural Development
Bank (now called the National Development Bank – NDB). The bank was continually under capitalized with much
political interference. A review of the new act followed to protect the interests of small rural-based entrepreneurs.
With current regulatory regime the NDB under the Central Bank includes: appointment of independent directors
similar to the old IPBC board make up of ex officio directors and a fit and proper persons test.

15. SIR MEKERE, “THE GREAT
POLITICAL REFORMIST”
• The financial reforms greatly improved the efficiency of the economy which
among other things: restored independence to the IPBC, facilitated instructions
to IPBC as a matter of priority to develop ‘community service obligations’ in such
important areas of: power, water, telecommunications and airlines to deliver
services to rural PNG. The commitment to phase out the former Telikom
monopoly by increasing competition in telecommunications, and other monopoly
service providers achieved positive outcomes: increase in jobs, services and tax
revenues. Furthermore, a full review and reform of the Electoral Commission
included: an audit of existing roles, registration of eligible voters and more voter
awareness education programs.
• To further boost the national economy, his plans to phase in competition in the
airlines and to establish an Independent Commission against Corruption (ICAC)
with wide sweeping powers were mooted widely then, he did not finish what he
started when he left to hand over to a new administration after the 2002
national elections.
• Presently, the last two political regimes under the current government have
consistently demonstrated an inability to initiate much-needed political reforms
from where this great reformist PM left off.
• Despite pressing needs, current PM has unfortunately not ensured real and
innovative political reforms to improve the country’s financial sector.
• Papua New Guineans are only hoping and praying that our country gets another
reformist leader like him after the 2012 national elections to make the required
political reforms PNG so desperately needs in future.

16. SIR RICHARD BRANSON
• Born July 18, 1950, England is a
British Entrepreneur and Head of
Virgin Group Ltd.. Branson, who was
a school dropout, entered into his first
successful business venture as a
teenager with the magazine Student.
1984 had a vision of starting an airline
company.
• Attributes-Risk Seeking & Innovative,
People Oriented, Determined &
Optimistic,
• Leadership Style-Transformational
(master motivator), Empowerment,
Charismatic and Inspirational
• He likes daunting challenge, he views
impossible as just another business
opportunities
• Success Rules
1. You Never too young to go for it
2. Start at the point of frustration
3. One Success leads to another
4. Expose yourself
5. Leverage your challenges
6. Follow your dreams
7. Have some fun along the way
8. Money shouldn't be your only motive
9. Bet on yourself
10. Mistakes are a part of the process
Job: Chairman, Virgin Group
Age:66
Marital Status: Married, with
2 children

17. CONCLUSION
• To conclude, becoming a better leader is primarily an internal process of self-reflection;
learning to think and then behave differently. It’s about seeing yourself as a leader, and
then behaving in ways that make others see you as a leader.
• Becoming a better manager is primarily about developing your skills; creating habits of
speech, organization, and interaction that allows the people who work for you to be best
utilized and best focused on achieving the company’s goals.
• If one tries to develop the attribute of a good leader and skills of a good manager at the
same time developing people management skills and develop himself as a follow able
leader – combination of skills and attributes will make the person far more useful than
either one alone especially in an environment which is complex, fast changing. Which
one is better, cooler, or more needed; I believe it should be both.

18. REFERENCES
Gordan, J. (2002). Qualities of A Good Manager. Retrieved from Project Smart:
https://www.projectsmart.co.uk/top-10-qualities-of-an-excellent-manager.php
Mandela, Nelson. (2010). Encyclopaedia. Encyclopaedia Britannica Ultimate Reference Suite.
Chicago: Encyclopaedia Britannica.
Management Functions. (2016, May). Functions of Manager. Retrieved from Eassay Wow:
http://www.essaywow.com/management/functions-managers.html
Martin, M. (2012, July 21). What Kind of Leader Are You? Traits, Skill and Style. Retrieved from Business News Daily:
http://www.businessnewsdaily.com/2704-
Muzychuck, A. (2013, 10 29). More Than Just A Manager. Retrieved from Wordpress.com:
https://andrewmuzychuk.wordpress.com/2013/10/29/more-than-just-a-manager
Branson, Sir Richard. (2010). Encyclopædia Britannica. Encyclopaedia Britannica Ultimate Reference
Suite. Chicago: Encyclopædia Britannica.
Rose Johnson, D. M. (2016, May 16). 5 Different Types of leadership Styles. (H. Newspaper, Ed.) Retrieved from
SmallBusiness.chron.com: http://smallbusiness.chron.com/5-different-types-leadership-styles-17584
University of Notre Dame. (2015, May 16). What Makes An Effective Leader. Retrieved from Notre Dame Online:
http://www.notredameonline.com/resources/leadership-and-management