Will Anfeldt

We’ve all heard the saying: “People don’t leave jobs, they leave managers.” But what if we reframed this? Perhaps people don’t leave managers—they leave the absence of leadership.

The distinction between managing and leading isn’t about hierarchy or job titles. It’s about approach, mindset, and impact. Understanding this difference can transform not only how you show up at work, but how effective you are in driving results and developing others.

Management: The Foundation of Execution

Management is fundamentally about organizing resources to achieve specific objectives. Managers plan, coordinate, monitor, and control. They create systems, establish processes, and ensure that the day-to-day operations run smoothly. This is essential work—without effective management, even the most visionary organizations would descend into chaos.

A manager asks: “How can we do this efficiently?” They focus on maintaining stability, meeting deadlines, and ensuring quality standards are met. They’re concerned with budgets, schedules, and key performance indicators. When something goes wrong, managers troubleshoot and implement corrective measures.

Think of management as the engine that keeps the train running on time. It’s about execution, consistency, and reliability.

Leadership: The Catalyst for Change

Leadership, by contrast, is about influencing people toward a shared vision. Leaders inspire, motivate, and challenge the status quo. They paint a picture of what’s possible and rally others around a common purpose. Where managers maintain systems, leaders transform them.

A leader asks: “Why are we doing this, and where should we be going?” They focus on possibilities rather than limitations, on innovation rather than preservation. When something goes wrong, leaders see opportunities for growth and learning.

Leadership is the compass that determines which direction the train should be heading—and whether we need to build new tracks to get there.

The Key Distinctions

Authority vs. Influence: Managers derive power from their position in the organizational hierarchy. Leaders earn influence through trust, respect, and the ability to articulate a compelling vision. You can be a manager without being a leader, and a leader without being a manager.

Control vs. Empowerment: Managers tend to control outcomes by directing tasks and monitoring progress. Leaders empower others by developing their capabilities and trusting them to find their own paths to success.

Risk Aversion vs. Risk Intelligence: Managers typically minimize risk to maintain stability and predictability. Leaders take calculated risks, viewing failure as a stepping stone to innovation rather than something to be avoided at all costs.

Transactional vs. Transformational: Management is largely transactional—you complete this task, you receive this reward. Leadership is transformational—it changes how people think, what they believe is possible, and who they become in the process.

The Reality: You Need Both

Here’s the truth that gets lost in these discussions: the best organizations need both excellent management and inspiring leadership. They’re not opposing forces but complementary ones.

A visionary leader without strong management capabilities might inspire people with big ideas but fail to create the structure needed to execute them. A skilled manager without leadership qualities might run an efficient operation that lacks innovation, engagement, and adaptability in changing markets.

The most effective people develop capabilities in both domains. They can zoom out to chart the course and zoom in to ensure the details are handled. They inspire people while also creating the systems that enable success.

Developing Your Balance

If you’re in a position of responsibility, ask yourself: Am I spending too much time in the weeds of management, losing sight of the bigger picture? Or am I so focused on vision and inspiration that I’m neglecting the practical realities of execution?

The goal isn’t to choose between being a manager or a leader. It’s to recognize when each approach is needed and to develop the flexibility to shift between them. Sometimes your team needs you to roll up your sleeves and help solve a tactical problem. Other times, they need you to step back, challenge assumptions, and point toward new horizons.

The Bottom Line

Management without leadership creates efficient organizations that lack purpose and adaptability. Leadership without management creates inspiring visions that never materialize into results.

The organizations that thrive—and the people who build remarkable careers—are those who master both. They understand that managing and leading aren’t titles or positions. They’re mindsets, skill sets, and choices about how we show up and create value.

So the next time someone asks whether you’re a manager or a leader, perhaps the best answer is simply: “Yes.”