LEADERS AND

MANAGERS
 
Definition of a Leader

 A leader is "a person who influences a group of

people towards the achievement of a goal". A
mnemonic for this definition would be 3P's -
Person, People and Purpose as illustrated by the
following diagram.
 Definition of a Leader

To achieve
Purpose
Committed
to

Person People
Influences
Person

 Is leadership a position of office or authority? Or is leadership an ability in

the sense that he is a leader because he leads? We all may know or hear of
people who are in positions of leadership but who are not providing
leadership. A position of office is no guarantee of leadership, but it helps in
the sense that a leadership position usually commands a listening ear from its
people and that is a good starting point for anyone who desires to be a leader. 

 A leader by its meaning is one who goes first and leads by example, so that
others are motivated to follow him. This is a basic requirement. To be a
leader, a person must have a deep-rooted commitment to the goal that he will
strive to achieve it even if nobody follows him!
Purpose
 
 A requirement for leadership is personal vision - the ability

to visualize your goal as an accomplished fact; a thing

already achieved.

 "The very essence of leadership is that you have to have

vision. You can't blow an uncertain trumpet."

Theodore M. Hesburgh
People

 To be a leader, one must have followers. To have followers, one must have
their trust. How do you win their trust? Why would others trust you? Most
important, are you worthy of their trust?
 
 Why are some individuals more effective than others at influencing people?
 Effectiveness in leadership has been attributed to (1) persuasion skills, (2)
leadership styles and (3) personal attributes of the leader. We will explore
these further in another article or two. Now, we will consider one critical
element of leadership (influence) - love for people.

 Leadership: being a leader or the ability to be a leader in an organization.

Leadership is stated as the process of social influence in which one person can
enlist the aid and support of others in the accomplishment of a common task.
 
Ingredients to be an Effective Leader

 Hard work
 Patience
 Aggressiveness
 Must Exercise Leadership to guide subordinates
 Must communicate managerial decisions from higher
levels to subordinates
 Motivate subordinates, measure their responses
 Communicate their feelings and needs to higher
echelons.
 
Qualities and Skills of a Leader

 He wields influence in the formation of opinions, attitudes, values and

behavior among his subordinates.
 He properly motivates and exert great influence on their behavior
 He organizes his followers into an effective team working to achieve set
goals.
 He has the ability to decide on execution and implementation of plans
prepared by his suspicious to meet organizational objectives
 He relates his experiences to cultural realities and achieves his job well
using the force of his influence, precociousness and authority
 A leader understand human nature. Subordinates will appreciate a leader
who can provide them their basic human requirements.
 A leader should provide time for his subordinates to learn new behavior.
 
Seven Characteristics of an Ideal Leader

 They never separate the word accountability from the word

responsibility
 They always seek advice and criticism to gain new insights into
their performance and into the goals they set.
 They recognize situation where a little extra effort is required.
 They maintain their enthusiasm in any circumstances
 They have the foresight to plan continually and to think ahead
 They understand how to prioritize amid a wide variety of daily
choices
 They love to ruin but at the same time accept the risks involved
in losing.
Hierarchical Levels of Manager

 Top Manager – a manager was is at the top of the

organizational hierarchy and responsible for the
entire organization.
Manager Roles
Interpersonal Role
 pertains to relationship with others and are related to the

human skill. It encompasses relationship with subordinates

including motivation, communication and influence.
Informational Role
 describe the activities used to maintain and develop an

information network. The manager acquires information from

other and scan other materials to stay well informed.
Decisional Role
 pertains to those events about which the manager must made a

choice.
 Qualities of Leadership

Positive self- Clear vision

image

Key Leadership
Qualities

Quick sense and

Innovative ideas
respond to
to problems
changes
Types of Leadership Style

Autocratic Leadership Style

 
 A leadership style where the leader makes all decisions
independently or without consulting with others.

 Advantages: good in certain circumstances, such as urgent

tasks or military actions.

 Disadvantages: poor decisions, poor level of employee

motivation.
Democratic Leadership Style: (persuasive or
consultative)

 A leadership style where a leader encourages

employee participation in decision-making

 Advantages: better decisions, employee motivation

 Disadvantages: delayed decision, long consultation

Laissez-faire leadership style

 A leadership style where employees are encouraged

to make their own decisions within limits.

 Advantages: more freedom for employees

 Disadvantages; few guidelines, little incentive, poor

motivation, maybe a mess
 Question for Discussion

 Leadership styles are also described by some researchers as the following:

telling leadership
selling leadership
participating leadership, and
delegating leadership
Could you try to explain them?
 
 Which Leadership Style is best?

 
 Depend on function of the leader, subordinates and situation.

 Some leaders can’t work well with high participation of subordinates.

 Some employees lack the ability or desire to assume responsibility.

 Participative decision making may be better when time pressure is not acute.  
What Is A Manager?

 A manager is a person who is responsible for – he or

she manages – a part of a company which usually
contains a number of people, i.e. he or she is in charge
of the department and the people who work in it. In
some cases, the manager is in charge of the whole
business, as in a ‘restaurant manager’.

 A manager is a person who exercises managerial

functions primarily. He or she should have the power to
hire, fire, discipline, do performance appraisals, monitor
attendance, approve overtime, and authorize vacations. 
He or she is the boss.
 The Manager’s duties also include managing employees
or a section of the company on a day-to-day basis.
 Qualities of a Good Manager

Competence

Prioritizatio Accountabilit
n y
Characte
r Honesty
Warmth
Patience
Decisive
Cultural
Affinity Positive Attitude

Flexibility
Empathy
 Management: managers responsible for getting things done,
usually through other people or the process of realizing
organizational objectives through people and other resources.

 Management in all business areas and organizational

activities refers to the acts of getting people together to
accomplish desired goals and objectives. Management
comprises planning, organizing, staffing, leading, planning,
organizing, or directing and controlling an organization or
effort for the purpose of accomplishing a goal.
Functions of Management

 Planning
 Organizing
 Commanding
 Coordinating
 Motivating
 Controlling
Managers as Leaders

Leadership Styles

 Autocratic Leadership – boss makes decisions on their own without consulting

employees
 Democratic Leadership – involves subordinates in making decisions.

 Free-reign Leadership – leader believes in minimal supervision, leaving most

decisions to subordinates
 
 Empowerment – practice in which managers lead employees by sharing power,
responsibility and decision making with them.
 
 Autocratic or Authoritarian Leadership

 
 An autocratic leader centralizes power and decision-making himself. He gives orders,
assigns tasks and duties without consulting the employees. The leader takes full authority
and assumes full responsibility.

 Autocratic leadership is negative, based on threats and punishment. Subordinates act as he

directs. He neither cares for their opinions nor permits them to influence the decision. He
believes that because of his authority he alone can decide what is best in a given situation.

 Autocratic leadership is based upon close supervision, clear-cut direction and commanding
order of the superior. It facilitates quick decisions, prompt action and unity of direction. It
depends on a lesser degree of delegation. But too much use of authority might result in
strikes and industrial disputes.

 It is likely to produce frustration and retard the growth of the capacity of employees. The
employees work as hard as is necessary to avoid punishment. They will thus produce the
minimum which will escape punishment.
 This leadership style is less likely to be effective
because:

 the new direction is more independent and less

submissive and not amenable to rigid control;
 people look for ego satisfactions from their jobs;
and
 revolution of rising expectations changed the
attitude of the people.
Autocratic leadership may be divided into four
(4) classes:

a. The hard-boiled autocrat who relies mainly on negative

influences uses the force of fear and punishment in
directing his subordinates towards the organizational goals.
This is likely to result in employees becoming resentful.

b. The benevolent autocrat who relies mainly on positive

influences uses the reward and incentives in directing his
subordinates towards the organizational goals. By using
praise and pats on the back he secures the loyalty of
subordinates who accept his decisions.
c. The manipulative autocrat who makes the employees feels that
they are participating in decision-making though the manager
himself has taken the decision. McGregor labels this style as
Theory X.

d. Democratic or Participative Leadership – participative or

democratic leaders decentralize authority. It is characterized by
consultation with the subordinates and their participation in the
formulation of plans and policies. He encourages participation in
decision-making. He leads the subordinates mainly through
persuasion and example rather than fear and force. Sometimes
the leader serves as a moderator of the ideas and suggestions
from his group. McGregor labels this style as Theory Y.
 Taylor’s scientific management was based on the inability
of the ordinary employees to make effective decisions about
their work. Hence, the decision-making power was vested
with the management. But recent studies indicate the need
for participation by subordinates. The modern trend favors
sharing the responsibility with the employees.

 This will foster enthusiasm in them. The employees feel that

management is interested in them as well as in their ideas
and suggestions. They will, therefore, place their
suggestions for improvement.
Advantages for democratic leadership are:
 
 higher motivation and improved morale;

 increased co-operation with the management;

 improved job performance;

 reduction of grievance; and

 reduction of absenteeism and employee turnover.

2. The Laissez-faire or Free-rein Leadership. Free-rein leaders
avoid power and responsibility. The laissez-faire or non-
interfering type of leader passes on the responsibility for
decision-making to his subordinates and takes a minimum of
initiative in administration. He gives no direction and allows the
group to establish its own goals and work out its own problems.

 The leader plays only a minor role. His idea is that each member
of the group when left to himself will put forth his best effort and
the maximum results can be achieved in this way. The leader acts
as an umpire. But as no direction or control is exercised over the
people, the organization is likely to flounder.
 There is a difference between leadership and
management. Leadership represents one of the oldest,
most natural and most effective of all human
relationships. Management is a later product, with
neither so romantic nor so inspiring a history.

 Leadership is of the spirit, compounded of personality and

vision; its practice is an art. Management is of the mind,
more a matter of accurate calculation of statistics, of
methods, timetables, and routine; its practice is a science.
Man agers are n ecessary; Leaders are essential.
Contrasts: Management and Leadership
By Amin Rajan

Management is about path Leadership is path finding.

following;

Management is about doing things Leadership is about doing the

right; right things.

Management is about planning Leadership is about

and budgeting; establishing direction.

Management is about controlling Leadership is about motivating

and problem-solving; and inspiring.
Differences between Managers and Leaders

The Manager The Leader

Administers Innovates

Is a ‘copy’ Is an ‘original’

Maintains Develops

Focuses on systems and structure Focuses on people

Focuses on control Inspires trust

Takes a short-range view Has a long-range perspective

 
Differences between Managers and Leaders

The Manager The Leader

Asks how and when Asks what and why

Imitates Originates

Accepts the status quo Challenges the status quo

Is a classic ‘good soldier’ Is his or her own person

Does thing right Does the right thing

Characteristics of Principle-centered Leadership
(By Stephen Covey, 1990)

 Leaders are continually learning

 They are service-oriented
 They radiate positive energy
 They believe in the other people
 They live balanced lives
 They see life as an advancement
 There are synergic
 They exercise for self-renewal