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What is leadership? Manager and leader are not always the same thing
At AJ Products, we’re a family-owned company operating across 21 markets, and we’re continually investing in our own leadership development. But we have also worked with entrepreneurs and business leaders for 50 years , so we understand how the right workplace design can strengthen your leadership—and we’re here to help with both.
What leadership means?
Leadership is about guiding a group of people towards a shared goal. Clear information about vision and goals is essential for the entire team or department to strive in the same direction and it also reduces the risk of misunderstanding. Communication is very important for effective leadership regardless of which model is used.
It is not only about what is to be done but also how it is to be done. In order for set goals to be achieved. Teams need the right tools, knowledge, and resources in place to succeed. Without reliable equipment, up-to-date expertise, and a functional IT setup, even the most motivated team may struggle to meet their goals.
Shared leadership
Is leadership always about one person at the top? Not necessarily. Shared leadership is a collaborative model that offers several advantages. When two or more individuals share responsibility, the workload becomes more manageable, especially in complex or high-pressure roles. Tackling challenges together often sparks new ideas and encourages more creative problem-solving.
For this approach to be effective, it’s essential that the leaders have a strong working relationship. Mutual respect, aligned values, and a lack of ego are key ingredients for successful collaboration. Many people find it reassuring to share responsibility, rather than carrying the full burden alone. That said, shared leadership isn’t a shortcut to better results. Two leaders don’t automatically equal double the impact, but with the right chemistry, the benefits can be significant.
Challenges of hybrid working
Since the pandemic, hybrid working has become a lasting part of modern working life. But this shift also brings new challenges for leaders. When not everyone is in the office every day, spontaneous social interaction naturally decreases—those casual chats over coffee or chance encounters in the hallway can disappear. Important insights or updates shared informally may not reach remote colleagues.
Read more about how hybrid work can produce better results for businesses.
As with any major change, the key lies in how well the organisation adapts to new ways of working. Hybrid leadership requires fresh thinking, now might be the time to re-evaluate your It may be time to review your office layout, conference facilities and digital tools. With the right strategy for virtual communication and collaboration, hybrid teams can be just as effective - if not more so - than those working together in the same place every day.
Read next: How to transform your canteen into a creative space
Active and passive destructive leadership
A destructive leadership style can be devastating for employee's wellbeing and performance. A toxic work environment not only affects motivation but can also lead to stress, disengagement, and high staff turnover.
Active destructive leadership is marked by overly demanding expectations, threats, and, in some cases, punitive behaviour. This type of leadership creates pressure and fear rather than productivity.
Passive destructive leadership, on the other hand, is characterised by the absence of clear guidance. The leader may be disengaged or unavailable, leaving roles and responsibilities vague. This creates uncertainty, confusion, and frustration among team members.
Formal and informal leaders
Formal leaders typically hold official positions of authority, such as managers, project leads, or supervisors. Appointed by the organisation, they are responsible for driving progress by engaging, guiding, and motivating their teams.
Informal leaders, on the other hand, may not have a designated title but still exert considerable influence in the workplace. By influencing the opinions and behaviors of their colleagues, they can achieve a certain hidden position of power. In the worst case, this influence can become problematic - leading to cliques, exclusion, or even bullying. To prevent negative informal dynamics from taking hold, organisations need strong, clear, and effective formal leadership in place.
What makes a good leader?
Certain leadership behaviours have consistently been shown to boost employee morale and performance. If you want to grow as a leader, these four tips are a great place to start:
- Stay positive when discussing goals and visions. Enthusiasm is infectious and helps motivate others.
- Lead by example - be the kind of leader you’d be inspired to follow.
- Show genuine care for your team and recognise their hard work.
- Encourage new ideas and creative thinking to foster an innovative work environment.
Management needs to provide the right conditions
Even the most capable leader will struggle without the right support. A manager who isn’t given the tools and conditions to succeed is unlikely to thrive in their role. The Chefios project - a collaboration between the University of Gothenburg and several municipalities in western Sweden - focused on leadership within local government. The research highlighted several organisational factors that significantly influenced managers’ ability to do their jobs effectively:
- A clear and defined management mission.
- A manageable number of employees per manager.
- Access to efficient administrative support.
- Regular opportunities to discuss budgets, operations and HR matters.
What is the difference between a manager and a leader?
While the terms manager and leader are often used interchangeably, they don’t always mean the same thing. A manager can certainly be a leader, but leadership is not limited to those in formal management roles. The key differences often lie in their approach and focus. It’s worth noting that the responsibilities tied to a managerial role can vary between organisations, departments, and job levels.
The role of the leader
- Focuses on personal and team development
- Motivates and supports their team
- Steers progress and guides the work forward
- Encourages independent thinking and autonomy
- Works with a long-term perspective
The role of the manager
- Holds a formal position of authority
- Has defined powers within the organization
- Responsible for personnel matters
- Oversees budgets and resources
- Makes key operational decisions
Different leadership styles
Here are examples of seven common leadership styles you're likely to encounter in the workplace. Understanding these different approaches can help leaders adapt their style depending on the needs of their team, organisation, or situation. What works in one company may be completely wrong for another. Above all, people are individuals and this of course applies to both the leader and those who are part of the work team.
- Agile leadership – fast-moving : Agile leaders give employees freedom and support them in taking initiative and making independent decisions. This leadership style is built on adaptability and is ideal for fast-paced environments. It fosters a culture of creativity and innovation
- Coaching Leadership – the mentor : A coaching leader helps employees grow by offering constructive feedback, asking insightful questions, and guiding them towards improved performance. The focus is on helping individuals take ownership of their development.
- Situational leadership – needs-based : This style requires the leader to adapt their behaviour to match the needs of the team or task. Situational leadership can be a balance between being directive or delegating, depending on what the situation calls for.
- Transformational leadership – driving change : Transformational leaders challenge the status quo and inspire people to embrace new ways of thinking. They lead with a clear vision and motivate others to work towards innovation and lasting change within the organisation.
- Pedagogical leadership – the teacher : This approach involves guiding employees through training, support, and clear instructions. The leader acts as a teacher, ensuring team members know what is expected of them and how to achieve shared goals.
- Trust-based leadership – empowering others : Built on mutual respect and open communication, trust-based leadership creates a secure work environment. Employees are given responsibility and autonomy, while the leader remains genuinely supportive and engaged.
- Charismatic Leadership – the visionary : Charismatic leaders use their personal energy and enthusiasm to inspire those around them. Their natural ability to engage and motivate helps to create strong commitment to shared goals and a compelling future vision.
FAQ
- För att kunna fungera som en bra ledare behövs kunskaper bland annat inom ekonomi, rekrytering, arbetsrätt och arbetsmiljö. Personliga egenskaper som god kommunikationsförmåga är också viktigt.
- Floran av ledarskapsfilosofier är stor. Här är några vanliga: agilt, coachande, pedagogiskt, transformativt, situationsanpassat, tillitsbaserat och karismatiskt.
- I förändring kan transformativt ledarskap med en tydlig vision vara det rätta, eller agilt ledarskap som fokuserar på anpassning och snabba förändringar. I en mer förvaltande fas kan tillitsbaserat ledarskap bidra till motivation och engagemang. Och inte minst handlar ledarskap om att ta tillvara på de personliga förutsättningarna för ett visst ledarskap som finns hos ledaren.
- I förändring kan transformativt ledarskap med en tydlig vision vara det rätta, eller agilt ledarskap som fokuserar på anpassning och snabba förändringar.
- I en mer förvaltande fas kan tillitsbaserat ledarskap bidra till motivation och engagemang. Och inte minst handlar ledarskap om att ta tillvara på de personliga förutsättningarna för ett visst ledarskap som finns hos ledaren.
- Med medarbetarskap menas att de anställda ges en mer aktiv och ansvarstagande roll på arbetsplatsen.
- En arbetsledare leder och fördelar arbetsuppgifter. Arbetsledare brukar inte ha något personalansvar vilket en chef har.
