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HOW ARE MANAGERS DIFFERENT FROM LEADERS
Clarifying the difference between managers
and
leaders is important, since although several
authors
and practitioners still use the two concepts
interchangeably, they have very different
characteristics.
First, managers are usually chosen and
appointed to
their positions, while leaders are more likely
to
emerge from the work group(robbins and
coulter 2002).
Second the central distinction between a
manager and a leader is that managers
influence
and direct others due to their recognized
power, which
is inherent in their position,
while leaders go beyond that by inspiring
employees to work towards a shared goal.
Third, although leaders anticipate change
whilst setting direction for organization,
managers focus more on generating results
than on forecasting and dealing with change
(kotter 1990). According to managers are
interested in how things are organized and
implemented.
while leaders are more concerned with
subordinates
(Bennis 1989 kotter 1990 zaleznik 1977)
Heller and van til (1982) point out that
effective
leaders need a followership, In other words
it is the willingness of people to follow that
turns
an individual into a leader. However, there
is a great
difference in the way leaders and mangers
see their roles.
For instance managers tend to bring
people together to implement their plans as
effectively
as possible, whilst leaders strive to align
their subordinates to their vision(kotter 1990).
INGREDIENTS OF LEADERSHIP
So what are the key ingredients of leadership?
Weihrich and koontz (1993) argue that
leadership consists of four main elements:
@Power : leaders have power over their
followers;
@Understanding of people: leaders understand
what motivates people.
they are aware of their followers needs
ambitions and requirements.
@Ability to inspire: Leaders are able to envision
the future of their respective
industries and inspire the rest of the
organization
to follow their vision and achieve
common goals.
@ A specific style: not all leaders share the
same style. Some are
more directive other are
more participative in their decision-making.
some place an emphasis on performance
others
focus on motivating followers and creating
cult-like environments.
A longstanding question is what constitutes
an effective leader?
In order to shed light on this question the
following section offers an historical overviews
of traditional and contemporary leadership theories.
We consider what makes an effective leader
and discuss the different styles of leadership that are
deemed appropriate to a range of different contexts
and situations.
Trait approaches to leadership
Several studies were conducted up to the 1940s with
the aim of discovering leaders proposed extraordinary
abilites. These early studies, however proved
Unsuccessful and they were criticized for failing to find
Any traits that predicted leadership achievement or that
Distinguished a leader from a non-leader (stogdill 1974
Nevertheless the search for leadership traits has
Continued and some scholars have found a consistent
Pattern. Kirkpatrick and Locke(1991) for instance
Argue that the six common traits associated with
Effective leadership are:
1-Drive.Leaders exhibit a relatively high degree of
Achievement. They are ambitious,they are tirelessly
Persistent in their actions and display initiative.
2-The desire to lead. Leaders are willing to influence
And lead others and are prepared to take responsibility
For their actions.
3-Honesty and integrity. Effective leaders tend to build
Trusting relationship with their followers by being
Truthful and by showing great consistency between
Their words and their actions.
4-Self-confidence. Competent leaders have a belief in
Themselves and this allows them to convince their
Followers about the suitability and validity of their
Goals. Decisions or actions. Leaders riddled with self
Doubt are less likely to gain other people's trust since
They may find it hard to take the necessary action.
5-Intelligence. Effective leaders are intelligent enough
To collect, synthesize and interpret large amount of
Data. The leaders role demands a sufficient level of
Intelligence to devise appropriate strategies, solve
Problems and make correct decisions.
6-job relevant knowledge. Competent leaders also tend
To be very knowledgeable about their industry,
Organization and relevant technical issues. It is the
Depth of knowledge that they have that allows them
To put together well informed decision and to recognize
Their implications.
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