Managerial Abilities and Leadership Abilities

This article discusses the connection between managerial abilities and leadership abilities. It presents different viewpoints on whether being a manager is necessary to be a successful leader. The article also highlights examples of individuals who have become successful leaders without holding a managerial position. It concludes by discussing the importance of both leadership and managerial capabilities.

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Student 1: “I believe that in order to be a successful leader in my life I have to be a manager
first than I can improve as a leader. I believe there is strong connection between managerial
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www.ideaeducation.com.mt
IDEA Academy Limited
The Business Centre, 1, Level 2, Triq Nikol Muscat, Mosta MST 1870
[phone] | [e-mail] | www.ideaeducation.com.mt
VAT Reg. No. MT2498 4422 | Company Reg. No. C 84813 | NCFHE License No.: 2014-FHI-015
abilities and leadership abilities. I can state that leadership is a further extension of a
managerial abilities you possess (Huettermann, Hendrik; Bruch, Heike, 2020). For example,
in my very organisation our company’s Board of Directors appointed Mr. Johnson as a
manager of our department. We all felt the change in his ability as a leader there after. Today
he is leading the whole department from the front which was never seen before in his
personality”.
Student 2: I am not convince with the views presented by student 1 about manager and
leader. “I feel that leadership is an inherent ability that an individual possess. I don’t feel
that you can be a great leader only if you achieve a managerial position role at any
organisation. I believe that both these designated positions are different from each other. Yes
I feel you can be both a good manager and a good leader as well at the same time
(Selvarajah, Christopher; Meyer, Denny; Dahanayake, 2020). Many cases have been seen
where an individual was never been over a position role of manager but now become a very
successful leader. For example in my very own company Miss. Lina Watson appointed as a
team leader. She is diretly promoted at the team leader position from the junior level.
Currently in her leadership our whole team could achieve the results that we never expected
as a team. She was never at a managerial role but became an effective leader we all deserved.
I feel leadership is a quality but managerial capabilities are more like a learning outcome”.
This entire discussion was carry forwarded by student 3 through stating that: yes I totally
agree with the views presented by student 2 over leadership. “I personally noticed that if an
individual holds a good leadership abilities than entire management and board like him to
hold the managerial position as in every organisation manager is the individual that take all
decisions. Leaders hold the long term vision and critical mind-set which favour the to take the
bets level of decisions in favour of the business entity. I feel leadership is a quality that can
never be learnt by an individual yes I feel management is something which you can learn
with the spam of time and experience. In my company for example out senior most manager
Mr. Steven Smith, he was really efficient even in the beginning of his career. He had this
good leadership abilities like critical thinking, motivated personalities, innovative thinking,
communication skill and many such that is a strong reflection of good leadership abilities
were appointed as a manager of our production department (Løvaas, Beat and et.al.,2020).
At the initial stage of his career as a manager he faced plenty of problems and challenges due
to lack of experience of managerial position role. He was completely misbalanced as a
manager in term of results and mismanagement at work place. Over the period due to good

www.ideaeducation.com.mt
IDEA Academy Limited
The Business Centre, 1, Level 2, Triq Nikol Muscat, Mosta MST 1870
[phone] | [e-mail] | www.ideaeducation.com.mt
VAT Reg. No. MT2498 4422 | Company Reg. No. C 84813 | NCFHE License No.: 2014-FHI-015
mind-set as a leader he could groom himself with the support of other senior designated
professionals in our organisation as a manager”.
On this point of discussion between all the three students the student 1 argued over a point
that: “I have witnessed peoples holding good and effective leadership ability failed terribly
when they appointed over a managerial role in their own organisation. They were really good
in term of personality and working abilities that is also expected from a leader but when they
appointed over a desirable position role they faced failures in form of unsatisfied results,
grievances, mismanagement and in many ways (Wong, Carol and et.al., 2020). This point
completely favours what I said in the beginning of this argument that to be a leader it
becomes necessary to be at a position role of manager. I feel this is a part of the process
where an individual become a manager than over the spam of time he develop himself and
achieve success as a leader”.
Student 2 contradicted point of views given by student 1 on the ground that “what you just
said was relevant enough but short term failures or challenges cannot justify you whole
statement. I feel failures and challenges are always there but good leaders always face such
failures and challenges with strong and positive mind-set and abilities. They might fail in
shorter run but they end up achieving long term goals they made as a leader. I can justify
this statement by stating that in our company Mr. Charles who was appointed at a position of
leader. He faced failures in the beginning and could not perform effectively at that time.
Over the period he faced all the situation with positive mind-set and attitude and improved
his performance as a leader with critical thinking and productive decision making
approach”.

www.ideaeducation.com.mt
IDEA Academy Limited
The Business Centre, 1, Level 2, Triq Nikol Muscat, Mosta MST 1870
[phone] | [e-mail] | www.ideaeducation.com.mt
VAT Reg. No. MT2498 4422 | Company Reg. No. C 84813 | NCFHE License No.: 2014-FHI-015
REFERENCES
Books and Journals
Løvaas, Beate J. and et.al.,2020. Håvard.Nonprofit Management and Leadership; San
Francisco Vol. 30, Iss. 4, (Summer 2020): 569-589.
Wong, Carol and et.al., 2020 .Leadership in Health Services; Bradford Vol. 33, Iss. 3,
(2020): 247-263.
Selvarajah, Christopher; Meyer, Denny; Dahanayake, 2020. Pradeepa, .Asia Pacific Business
Review; Abingdon Vol. 26, Iss. 4, (Oct 2020): 425-452.
Huettermann, Hendrik; Bruch, Heike.The Journal of Management Studies;
Oxford Vol. 56, Iss. 6, (Sep 2019): 1045-1072.