Are they really Hero's and Villain's?
Leadership vs management - a debate that’s dominated LinkedIn feeds, business blogs, and boardroom conversations. But in 2025, we must ask: is this “hero vs villain” narrative helping or hurting?
Far too often, managers are portrayed as outdated, rigid, and controlling, while leaders are cast as visionary, inspiring, and untouchable. This isn’t just unhelpful, it’s inaccurate.
Why This Narrative Is Harmful for New Managers
The reality for new managers, especially in UK organisations, is far more complex. Imposter syndrome is common. Many step into management with little to no formal support. Succession planning is still rare, and expectations are sky-high.
When these individuals see posts celebrating leadership while criticising management, it can feel like the odds are stacked against them from day one.
Even respected platforms like Forbes, Harvard Business Review, and UK thought leaders continue to reinforce this unhelpful divide. But when we look closely, the language used in these articles tells its own story:
• “Leaders inspire; Managers control”
• “Leaders take risks; Managers mitigate them”
• “Leaders command respect; Managers demand it”
• “Leaders are people-focused; Managers are process-driven”
• “Leaders have followers; Managers have subordinates”
This isn't helpful differentiation, it’s lazy stereotyping.
Managers Are More Than Process Owners
In truth, managers are often the glue that holds organisations together. They keep systems running, ensure resources are used wisely, and turn strategy into delivery.
In our experience supporting people development across industries, the best managers are adaptive, resilient, and committed to people as well as performance and for most, are great leaders. They don’t just tick boxes, they build culture.
Leaders Need More Than Vision
Leaders, on the other hand, possess a different set of qualities and responsibilities. They are the catalysts for change, the inspirers of others, and the navigators of uncertainty. Leaders provide a compelling vision for the future, motivate their teams, and foster an environment of innovation. They are the heroes who challenge the status quo, take calculated risks, and empower their subordinates to unlock their potential.
Leadership and Management: Not Opposites, But Complements
In 2025, the most successful organisations develop leadership skills in managers, and management skills in leaders.
Let’s move beyond “either/or” thinking. Instead, embrace a “both/and” mindset:
• Leaders need structure.
• Managers need vision.
• Everyone needs development.
What Organisations Can Do Differently
• Stop glorifying leadership while ignoring management.
• Invest in management training that builds confidence and capability.
• Develop leaders who can execute, not just ideate.
• Recognise that leadership and management often sit in the same person.
Final Thought
It’s time to retire the tired clichés. There are no villains here—only people doing their best to lead, manage, and grow.
Leadership and management aren’t enemies. They’re partners in performance.
Dave Bownes
Director,
Haynes Oliver Limited
Share this post: