Are Great Managers different in management?

Some managers rise above the average one, they add distinctively higher and different value to the organisation. Managers do things differently and some of them are:
1. They eventually during their careers achieve a perfect balance between delegating and being hands-on, in every situation.
2.They nurture insightful conversations - those that create a 'wow' moment
3. They simplify situations and the lives of the people they manage and interact
4.They do not hesitate to express themselves

Lets examine each of these.

1. Creating the balance between delegating and being hands-on...
first, it shows that the manager is capable of being hands-on and that the manager knows what her team is doing.
second it shows that the manager can prioritise well and understand that her real roles is to add value by doing things that she is supposed to be doing and not by doing things her team is supposed to be doing. Therefore, she will step in to help the team/team member if there is a crisis or a challenge that hinders the work. She then will get back to what she is supposed to be doing.
A lot of managers take pride in being too hands-on and understand less on how to delegate in the bargain. They fail to delegate because:
a. they do not have clarity while communicating what is expected
b. they do not have the rigor to periodically review whether things are on track
c. unable to differentiate and delegate as to who they are delegating (capability to complete the task to the one the task is delegated)

2.They nurture insightful conversations - those that create a 'wow' moment
Great managers always tell stories or teachable points to share, they encourage their teams to to develop- share and express  their points of view on a wide range of issues. they are aware that through these insightful conversations, they help-create clarity and cut through the clutter that opaques the clarity and consumes time and attention.

3. They simplify situations and the lives of the people they manage and interact
Most management gurus underplay and underestimate the power of 'simplifying life and mangement'.
The simplifiers are those who understand what counts the most in situations and design their solutions around these. Simplicity can be in process design , in thinking and about cause and affect , and in establishing the key drivers in any given situation.Simplifying things comes only when the manager has a crystal clear thinking on issues, subject matter and her job.Thus the manager can nurture insightful conversations and in the whole process encourage everyone around her team to develop reachable points of view.
End-of-day who wants a complicated partner?, a complicated task to accomplish, a complex way of living, and pre-dominantly a complicated solution to a already complicated problem?

4.They do not hesitate to express themselves
Great managers express themselves either by showing or telling their team/team members when they like something, they say so and when they don't like something they say so too.
They walk the talk.
Behaviors in the team are driven less by a dressing-down by the manager based on what her own beliefs. Instead its better to point out instances of good an bad execution that happened with inputs on what should have been done differently in cases of a bad execution.
Also as a manger she can demonstrate a good execution herself in every situation.
when great mangers provide some hard feedback int he morning one day, they make it a point to follow it up that very evening with a friendly chat over cup of coffee. This enhances the rate of success in the team that they are following a true leader.

Average Mangers in contrast do not feel confident expressing dissatisfaction when they do not like something, this is either because they do not have the skill to express dissatisfaction with behaviour or outcome without this rubbing off on the overall relationship with the individual or because they simply feel uncomfortable doing so.
whatever the underlying reason id does not engender high performance of individual or, the team.