LEADERSHIP

Difference Between Manager and Leader

The Manager

The leader

Administers
Is a copy
Maintains
Focuses on system and
structure
Focuses on control
Takes a short-range view
Asks how and when
Imitates
Accepts the states quo
Is a classic good soldier
Does things right

Innovates
Is an original
Develops
Focuses on people
Inspires trust
Has a long-range perspective
Asks what and why
Originates
Challenges the states quo
Is his or her own things
Does the right thing

Jagos Typology of Leadership Theory

Degree of Generalizability
Universal

Contingency

Trait Category 1 Category 3

Emphasis
Behaviour Category 2 Category 4

Characteristics of Good Corporate

Leadership
Characteristics

Frequency of
Mention

Ability to make difficult decision

Ability to lead a company
during a crises
Trustworthiness
Honesty
Intelligence and brains

92
89
85
83
80

Convergence of Findings
Study

Labels for Two

Dimensions

Michigan Study

Production Orientation
Employee Orientation

Bells Study

Task Orientation
Socio-emotional Orientation

Group Dynamics
Study

Goal Orientation
Maintenance Orientation

Four Possible Leadership Styles

High
Low consideration
and
Low structure

Consideration

Low

Low

Low consideration
and
High structure

High consideration
High
and
consideration and
Low structure
High structure

Initiating Structure

High

People orientation 9
(Relationship)

5
1
1

5
Task Orientation

Note:
1= Least emphasis
2= Moderate emphasis
3= Maximum emphasis

Continuum of the UnfavourablessFaviourableness Variables

Most unfavourable
Bad

Good

Bad

Most favourable

Good

Unstructured Structured

Relation
Task Structure Weak
Power Position

Bad

Good

Bad

Good

Unstructured Structured

Stron
g

Weak

Stron
g

Weak

Stron
g

Weak

Stron
g

Effectiveness of People-Centred and

Task-Centred Leadership
=

People
Effect

Task

Situational

The Leader-Follower Match

S3
Participating

S2
Selling

Relationship
S4
Delegating

S1
Telling

Task

Followers Maturity

Stage: 1

Non-Charismatic Leaders

Charismatic Leaders

Environmental
Sensitivity

Low

High

Relation to
status quo

Agree with and maintain

status quo

Intolerance with shortcomings in status quo

and search for
opportunities to change
it

Stage: 2
Future goals

Lack of vision or mission

orientation

Strong vision or mission

orientation

Likableness

Shared perspective makes the

executive likable

Shared perspective plus

idealized vision makes
the executive adorable

Articulation

Weak articulation of goals and

motivation to lead

Strong articulation of
goals and motivation to
lead
(inspirational)

Stage: 3
Behavior

Low risk,
conventional and
Conforming

High risk, use of

unconventional
tactics

Trustworthiness

Disinterested advocacy
in persuasion attempts

Passionate advocacy
through personal
examples

Expertise

Use of conventional
means

Use of unconventional
means and critiquing
convention of means