From Manager to Leader

This training module was adapted to this training format from the article From Manager to Leader by Leslie L. Kossoff,


Successful completion of this Programmed Learning Packet will provide you with 30 minutes of training (.05 CEU).

  • Participants will be able to define the difference between being a manager and being a leader.
  • Participants will be able to list the characteristics of a leader.
  • Participants will be able to state the necessary steps to prepare for the leadership role.
  • Participants will be able to describe the interaction between leaders and involved others to reach objectives and beyond.

Ask anyone and they'll tell you. There's a difference between managers and leaders.

Ask them what that difference is and they may have a bit more difficulty. Suddenly the words become amorphous and undefined. Somehow leadership is an intangible - a charismatic component that some people have and others simply don't. That's why, according to the ubiquitous "they", it is such a rarity.


The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling.

You don't have to be tall, well-spoken and good looking to be a successful leader. You don't have to have that "special something" to fulfill the leadership role.

What you have to have is clearly defined convictions - and, more importantly, the courage of your convictions to see them manifest into reality. Only when you understand your role as guide and steward based on your own most deeply held truths can you move from manager to leader.

Whether the group you oversee is called employees, associates, co-workers, teammates or anything else, what they are looking for is someone in whom they can place their trust. Someone they know is working for the greater good - for them and for the organization. They're looking for someone not only that they can - but that they want to - follow.

Because it is only when you have followers -people who have placed their trust in you - that you know you have moved into that leadership role. And the way you see it is that your organization is transcending all previous quality, productivity, innovation and revenue achievements. You're operating at such a high level of efficiency that you're giving budget back to the corporation - and you're still beating your goals.

You're achieving what you always dreamed could be achieved. And not only that, but it's actually easier than you thought.

Because you're a leader. Because the classic command and control management model - which, contrary to popular belief still applies even in our most progressive 21st century companies - is no longer in play. Sure, controls are in place. Sure, you're solving problems that arise.

But it's not just you alone. You have the people in whom you've put your trust - and who have happily and safely reciprocated - to help you create organizational success.

Test Questions:
1. The difference between being a manager and being a leader is
  a. Managers have to have that "special something" to fulfill the leadership role.
  b Leaders have a charismatic component that some people have and others simply don't.
  c There really is no difference.
  d Management is a career. Leadership is a calling.
2. Leaders understand that followers are looking for
  a. the greater good - for themselves and for the organization.
  b the best way to make their tasks easier.
  c security in dealing with a manager they might not trust.
  d the classic command and control model.
3. Leadership can begin by discovering exactly what your convictions are, and then
  a. obtaining validation that other managers agree with you.
  b making sure everyone else adapts to these immediately.
  c see how those beliefs are playing out in the organization as it stands today.
  d see how far off you are from the way things should be.
4. To discover your convictions you would ask yourself,
  a. "How can I get others to do what I want them to do?"
  b "What can I do to change how others behave with my immediate organization to demonstrate what they need to believe?"
  c "Who are the people undermining my work for the greater good?"
  d "How am I demonstrating those values, beliefs and ethics every day?"
5. To take steps to build a collaborative culture based on where you're going.
  a. Talk to internal and external customers and suppliers about your needs.
  b Seek input from your employees about what they need and what their dreams are for their jobs and the larger organization.
  c  Listen. Take in as much as supports your goals for the organization.
  d Find out what more others can do to prevent failure.

After completing this instrument, provide your Staff ID number, click you work "content area" and "job location". Forward to the Training Department. Your name is verification that you have read and understood the content of this module and have completed this learning program in good faith, and are willing to practice the principles outlined.

First Name             Last Name           HSGD Staff ID#       
Your Content Area                 Job Location     ,

From Manager to Leader


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