26/03/2025
A School of Thought on the Concept of “Manager”: A Comparative Analysis Between the Global and Nigerian Contexts
The term “Manager” carries different meanings across geographical and organizational contexts. In many developed countries, particularly in Western nations, a manager is not just a figure of authority but an active participant in both administrative and operational tasks. Conversely, in Nigeria, the managerial role is often perceived through a hierarchical and authoritative lens, leading to a stark contrast in managerial culture and effectiveness.
1. The Managerial Role in Developed Countries
In countries such as the United Kingdom and the United States, managers are expected to be hands-on, actively involved in both paperwork and manual operations. They work alongside employees, taking on challenging tasks rather than merely delegating. This aligns with the Servant Leadership Theory (Greenleaf, 1977), which emphasizes a leader’s role as a servant to their team, ensuring that employees feel supported and empowered.
Observations from organizations such as Marks & Spencer, Morrisons, Amazon, Argos, and Lidl reveal that managers in these environments:
• Sign in and out just like regular employees.
• Handle operational challenges themselves rather than waiting for subordinates to act.
• Are respected not because of their title but because of their commitment and involvement in daily tasks.
• Function more as team leaders, fostering collaboration rather than enforcing authority.
This managerial culture fosters respect, efficiency, and a strong work ethic among employees, proving that leadership is not just about position but about contribution and attitude (Kotter, 1990).
2. The Managerial Role in Nigeria: A Boss-Centric Culture
In contrast, 65% of organizations in Nigeria operate under a “Boss” culture rather than a true managerial structure. Managers in this setting often:
• View themselves as superior to their employees rather than as part of a team.
• Delegate tasks rather than engaging in operational activities.
• Maintain a strict hierarchical distinction, creating an authoritarian work environment.
• Expect respect based on title rather than their contributions to the team.
This is largely due to historical workplace structures, cultural influences, and a lack of exposure to modern leadership principles. In many Nigerian firms, managers often assume their roles based on seniority, financial status, or social connections, rather than merit, commitment, and leadership qualities. This contrasts sharply with transformational leadership models, which emphasize innovation, motivation, and teamwork (Bass & Avolio, 1994).
3. Bridging the Gap: Learning from Global Best Practices
The modern workplace requires a shift from a boss-centric mentality to a true managerial approach. Exposure to international best practices shows that successful organizations thrive when managers:
• Lead by example, working alongside their employees.
• Prioritize team development and employee engagement.
• Base leadership promotions on competence, experience, and adaptability, rather than hierarchy or financial standing.
Nigeria’s corporate sector must embrace professionalism, leadership training, and accountability to redefine what it means to be a manager. The difference between a “Boss” and a “Manager” is not just a matter of title but one of approach, responsibility, and respect.
As John C. Maxwell (1998) rightly put it, “A leader is one who knows the way, goes the way, and shows the way.”
The question remains: Do we have managers in Nigeria, or do we have bosses?
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