As our understanding of leadership and team dynamics evolves, so should the terms we use to describe roles within organizations. One such term that has come under scrutiny is “manager.” Traditionally, a manager is seen as a leader, someone steering the ship and guiding their team towards success. However, in practice, this is not always the case.
The Problem with “Manager”
It’s an unfortunate reality that many of us have encountered poor managers in our lifetime. Often, these individuals hold a title but lack the essential people skills required to truly lead. They might excel at overseeing processes or projects, but when it comes to inspiring, motivating, and nurturing employees, they fall short.
Recently, I was asked if I had managed pastors, and while I confirmed that I had, my instinctive response was that I had the “privilege of nurturing three associate pastors and their call to ministry.” It made me ponder: why did I choose that term? Why did “nurturing” feel more accurate than “managing?”
The Shift from Management to Leadership
We’re living in an age where employees are no longer satisfied with merely being managed or controlled. What people seek in the 21st-century workplace is authentic leadership. They want someone who will invest time to truly get to know them, who’s competent and patient enough to build a relationship and earn their trust.
Leadership in this sense becomes less about wielding authority and more about facilitating growth—both for the individual and the organization. Titles become secondary to the genuine connections formed and the shared goals achieved. It’s not merely about managing tasks or overseeing a team; it’s about leading a group of unique individuals towards a common objective, all while helping them to become the best versions of themselves.
Why Language Matters
The terminology we use can shape our actions and attitudes. While a title like “manager” may carry with it an air of authority, it might also perpetuate a narrow view of what it means to be in a leadership role. In contrast, terms like “leader,” “mentor,” or even “nurturer” open the door for a broader understanding of what effective leadership looks like. These words invite an approach based in humility, empathy, and relational intelligence.
Conclusion
It may be time to reconsider the term “manager,” especially when discussing people management. We should aspire to roles that require us to be more than task overseers. Leadership in today’s world calls for the ability to form meaningful relationships, to mentor, and yes, to nurture. After all, aren’t these the qualities that make not just good managers, but exceptional leaders?