MANAGERS AND LEADERS .. ARE THEY DIFFERENT ?

Not the cry but the flight of the wild duck leads the flock to fly and to follow . (Chinese proverb quoted by John Adair, 1989)

Submitted By: Rinku Vatnani ThiruMurugan Pandian Chashmeet Kaur Khanuja Vikash Kumar Sachin Sharma

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DEVELOPING LEADERSHIP

BUSINESS HOUSES  have developed a new breed of MANAGERS..  have established a NEW POWER ETHIC favoring collective individual leadership

LEADERSHIP REQUIRES USING POWER TO INFLUENCE THOUGHTS, BUT POWER ENTAILS HUMAN RISKS SUCH AS :  Risk of equating Power with ability to get immediate results  Risk of ignoring different ways people can legitimately accumulate power  Risk of loosing self-control in the desire for power

MANAGER Vs. LEADER PERSONALITY

Emphasizes rationality and Control Problem Solver It takes neither genius nor heroism to be a manager, but persistence, analytical ability and tolerance Management s concern lie with the details and the day to day grind without which a vision can't become a reality Manager has to be willingly responsible for the details of the mission

Leadership is a practical effort to direct affairs Leaders do the right things Leadership sets the style and tone for achieving a vision and motivates people to sacrifice for the attainment of the vision Leader is responsible for vision and how it relates to each person

ATTITUDE TOWARDS GOAL

MANAGERS

LEADERS

1. Adopt Impersonal Attitude 2. Managerial Goals arise out of Neccessity rather than desire

1. 2.

Active instead of reactive Shape Ideas instead of responding to them

CONCEPTIONS OF WORK
MANAGERS View Work as an enabling process by interaction of people and ideas to establish strategies and decisions Their tactics appear flexible They negotiate and bargain, and use rewards and punishments

EXAMPLE:

o CHARLES KETTERING, FORD MOTOR CO. suggested air cooled engine instead of conventional water cooled engine o ALFRED P. SLOAN , GENERAL MOTORS had to reject his idea manipulatively to ensure Kettering does not leave FORD. o ALFRED P. SLOAN CAME UP WITH A MANAGERIAL SOLUTION

CONCEPTIONS OF WORK
LEADERS Where managers act to limit choices. LEADERS develop fresh approaches and open issues to new options To be effective, Leaders generate excitement in their work LEADERS work from high risk positions Sometimes, React to mundane work as to an affliction

RELATIONS WITH OTHERS

MANAGERS
MANAGERIAL ATTITUDE TOWARDS HUMAN RELATIONS

Prefer to work with people Avoid solitary Activities Seek Out and Collaborate Relate to people according to role SEEK OUT ACTIVITY they play WITH OTHER PEOPLE MANGER s attention is on HOW THINGS GET DONE Strive to convert Win-Lose to WinWin situation Communicate to subordinates indirectly using signals instead of messages Plays for time

LOW LEVEL OF EMOTIONAL INVOLVEMENT IN RELATIONSHIPS

RELATIONS WITH OTHERS

LEADERS Relate to people in more empathic and intuitive ways LEADER s Attention is on WHAT EVENTRS AND DECISIONS MEAN TO PARTICPANTS Described by Adjectives rich in Emotional Content Attract strong feelings of identity

SENSES OF SELF
MANAGERS Once born personality Feel like being at home and in harmony with one s environment Lives have been peaceful since birth Belong to Organization they work in LEADERS Twice born personality Feel separate from their environment Lives have not been easy, it is marked by continual struggle They may work in an organization but they never belong to them

MANAGER AND LEADER : COMPARED

Personality Dimension

Manager

Leader

Impersonal, passive, Personal, active, goals arise Attitudes toward goals functional; goals arise out of from desire, imagination necessity, reality

Conceptions Combines people, ideas, things; seeks moderate risk of work Relationships Prefers to work with others; with others avoids close relationships
and conflicts

Looks for fresh approaches to old problems; seeks high risk Comfortable in solitary work; encourages close relationships, not averse to conflict Questions life; struggles for sense of order

Sense of self Accepts life as it is;

unquestioning

DEVELOPMENT OF LEADERSHIP
COURSE OF LIFE HISTORY TO DEVELOP LEADERSHIP

DEVELOPMENT THROUGH SOCIALISATION

DEVELOPMENT MEANT THROUGH PERSONAL MASTRY

 Development begins from family.  All individual faces the difficulties of achieving self- regulation and control.  Self- perception can come to nothing if individual talents are negligible.