A.

Managers and Leaders Distinguished

B. Definition of Leadership
C. Types of Leaders
D. Command Presence and Leadership
E. Elements of Leadership
F. Leadership Characteristics

MANAGERS AND LEADERS DISTINGUISHED

Let’s begin by clarifying the distinction between managers and leaders. Managers are
appointed. They have legitimate power that allows them to reward and punish. Their ability to influence
derives from the formal authority inherent in their positions. In contrast, leaders may either be
appointed or they may emerge from within a group. Leaders can influence others to perform beyond
the actions dictated by formal authority.
Should managers be leaders? Conversely, should leaders be managers? Since no one has yet
been able to demonstrate that leadership ability is a handicap to a manager, we can state that all
managers should be ideally be leaders.
However, not all leaders have managerial skills. Hence, not all should hold managerial position.
Given that all managers should be leaders, we will pursue the subject from a managerial perspective.
Therefore, leaders mean those who are able to influence others, and who possess managerial authority.

DEFINITION OF LEADERSHIP
“ Leadership” is the ability of an individual to influence, motivate and enable others to
contribute towards the effectiveness and success of the organizations of which they are members. It is
also considered as the art of influencing, directing, guiding and controlling others in such a way as to
obtain their willing obedience, confidence, respect, and to obtain their willing obedience, confidence,
respect, and loyal cooperation in the accomplishment of an objective.

TYPE OF LEADERS
There is no single leader type. Leaders may be classified according to their respective approach to
leadership under one of the following categories.
1. THE AUTOCRATIC
The autocratic leader is highly authoritative. He makes decisions without allowing subordinates to
participate. He directs, commands, and controls his men in such a manner that no one forgets who is
boss. He rules through fear. He is a driver who uses his authority lavishly, demanding complete and
unquestionable obedience from his inferiors. He is often thought of as a tyrant among supervisors.
He is primarily leader-centered, having little concern for others, but considerable interest in his
supervisory status.
2. THE DEMOCRATIC
The supervisor who leads democratically, seeking ideas and suggestions from his subordinates and
allowing them to participate in decision making, secures the best results as a leader. He uses little
authority because he encourages his men to participate with him in getting the job done. He treats them
as associates in a joint venture and thereby increases their feelings of responsibility and sense of
achievement, recognition, and personal growths.
Most important, he increases their commitment to the goals of the organization. He ordinarily enjoys
the respect of members of his group.
3. THE FREE REIN
The leader who plays down his role as such and exercises minimum control seldom gives his
subordinates the attention or help they need. He does not interfere with them but permits a laissez faire
operation. His failure to maintain contact is as harmful as an excessive amount of supervision.
COMMAND PRESENCE AND LEADESHIP
Command presence to some denotes a military bearing to others, it means a distinctive type of
appearance and conduct. Others feel command presence is comprised of the same ingredients as
leadership. In reality, it is a composite of all those traits. It is a natural manner of an individual indicating
a complete command of his mental and physical faculties. It encompasses the qualities of dignity, self-
assurance and poise.
The leader’s attitude quickly permeates a group. If he displays anxiety, the group will develop it.
Members will not perform well in an atmosphere of anxiety and tension. The leader should maintain
high degree of emotional security, even under provocation.
ELEMENTS OF LEADERSHIP
It is impossible to draw a clear-cut line between personal qualities of leadership and the external
expressions of those qualities through action. The characteristics of the leader are too closely inter-
related, too inter-locking, to permit complete isolation of one from another.
1. Indicators of Leadership
A high level of discipline in its broadest sense in an organization is perhaps the best mark of good
organizational leadership. Ordinarily, if discipline is present, a high level of esprit de corps and morale
will result together with increased efficiency.
2. Psychology of Leadership
The maintenance of a high level of discipline and morale requires some practical knowledge of the
psychological factors that affect human behaviour.
3. Leadership Ethics
The position of true leadership places upon the leader a moral obligation to adhere strictly to the
high standards of honor and integrity. His moral code must be beyond reproach. He must nor only avoid
all evil, he must avoid all appearances of evil. His conduct is appraised in three frames of reference –
what it actually is, what he thinks, and what he appears to others.
LEADERSHIP CHARACTERISTICS
Ideally, every leader should possess the following traits.
1. Friendliness, sincerity, affection for others, and personal warmth. A long face should seldom, if
ever, be the face of a leader. Neither should a leader have a pessimistic or negative attitude. A
sincere expression of pleasure when a greeting is given, especially to a subordinate, has
inestimable value.
2. Enthusiasm for the job and all it entails. Sincerity and the ability to display it are vital traits of
the leader. Zeal to do the right things and to get the job done is extremely contagious and is
quickly felt by others.
3. Ambition. Within reason, ambition is desirable; however it must be controlled or its can become
a milestone around the supervisor’s neck. It should never result in the taking of credit which belongs
to another. Neither should selfishness and vanity be allowed to corrode the supervisor’s career.
4. Physical and Nervous energy and vitality. Being a leader requires much physical and nervous
stamina and a high frustration tolerance. Good leadership and hard work seem to go hand-in-hand.
Diligence and industry are essential to effective leadership.
5. Moral and physical integrity. The real leader has moral as well as physical courage. He has a
sense of direction and purpose.
He has personal responsibility. He knows where he wants to go and what he wants to do. He doesn’t
make promises he does not intend to keep because his word is his bond.
6. Intelligence. It has been shown that the successful leader almost invariably has more intelligence
than those he leads. He has a sense of imagination and humour. He is capable of making objective
observations. He has questioning attitude which helped him in his search for truth in all matters. He
has a vision and insight, for without them he will fail as a leader.
7. Technical Skill. The most successful leader has a technical mastery of his job, including the
teaching skill which often takes the place of giving orders.
8. Faith. The leader has faith and confidence in himself and his subordinates. Men will seldom have
confidence in an individual who has no confidence in himself.
9. Verbal Aptitude. A large amount of experiment work supports the conclusion that the most
successful leaders are persuasive and tactful.
10. Courtesy. Politeness is a civility that must be practiced at all times. The superior cannot afford to
be outdone in it by his subordinates.
11. Modesty. The real leaders can afford to be modest. His accomplishments alone will attest to his
value.
12. Self – Control, dependability, empathy for others, good judgement, originality, versatility and
adaptability are usually found in the most successful leaders.
DISCUSSIONS:
A. Personality of the Leader
B. Categories of Leadership
C. The Psychology of Leadership
D. Theory of Leadership Effectiveness
E. Suggested Qualities of Leadership
PERSONALITY OF THE LEADER
The personality of an individual is composite of his personal characteristics. Every good leader
has the capacity to be a good supervisor. Personal traits of successful leaders should be observed
and studied by the supervisor in refining his techniques of leadership.

CATEGORIES OF LEADERSHIP
One can categories the exercise of leadership as either actual or potential.

ACTUAL
Giving guidance or direction as embodied in the phrase. “the emperor has provided satisfactory
leadership”.
POTENTIAL
The capacity or ability to lead, as embodied in the phrase. “she could have exercised effective
leadership or in the concept. “born to lead”.
THE PSYCHOLOGY OF LEADERSHIP
Analyzing the inspirational leader – one who can instil passion and direction – requires an
understanding of how the psychology of a group can affect the members of the group.
Leadership does not involve changing the mindset of the group but the cultivation of an
environment that bring out the best in individuals of that group. Each individual has various
environments that bring out different facets of their own identity; and emotionally charged
perceptions drive each facet within each environment. To lead, one must build a platform through
education and awareness where individuals fill each others needs.
Leaders accomplish this by knowing why people may react favourably to a situation in the
environment.
When leaders change their actions in accordance with their awareness of what those actions
really mean, they affect the emotional and perceptual elements of a group. By taking control of the
“standard” reactions to the actions of the group, a leader can in effect change the psychology of the
group and change the culture of an organization.
THEORY OF LEADERSHIP EFFECTIVENESS
1. LEADER-MEMBER RELATION
The most important determinant of leader effectiveness is the degree to which the leader
enjoys the acceptance, confidence, support and loyalty of subordinates.
2. TASK STRUCTURE
The degree to which subordinates jobs are routine in contrast to non-routine, is the measure of
task structure.
3. LEADER POSITION POWER
The extent of formal and informal power granted to the manager by the organization is the
measure of the leader position power.
SUGGESTED QUALITIES OF LEADERSHIP
Studies of leadership have suggested qualities that people often associate with leadership. They
include the following:
1. Guiding others through modelling and through willingness to serve others first.
2. Talent and technical/specific skill.
3. Initiative and entrepreneurial drive.
4. Charismatic inspiration – attractiveness to others and the ability to leverage this esteem to
motivate others.
5. Preoccupation with a role – a dedication that consumes much of a leaders life. Service to a
cause.
6. A clear sense of purpose – clear goals: focus: commitment.
7. Results-orientation. Directing every action towards a mission. Prioritizing activities to spend time
where results most accrue.
8. Cooperation. Works well with others
9. Optimism. Very few pessimists become leaders.
10. Rejection of determinism. Belief in one’s ability to “make a difference”.
11. Ability to encourage and nurture those that report to them delegates in such a way as people
will grow.
12. Role models. Leaders may adopt a persona that encapsulates their mission and lead by example.
13. Self-knowledge.
14. Self-awareness. The ability to “lead” ones own self prior to leading other selves.
15. With regard to people and to projects, the ability to choose winners – recognizing that, unlike
with skills, one cannot (in general) teach attitude.
16. Understanding what others say, rather than listening to how they say things.
LEADERSHIP AND VISION
1. Appear as a simple, yet vibrant, image in the mind of the leader
2. Describe a future sate, credible and preferable to the present state.
3. Act as a bridge between the current state and a future optimum state.
4. Appear desirable enough to energize followers.
5. Succeed in speaking to followers at an emotional or spiritual level.
SOURCES OF LEADER’S POWER
1. COERCIVE POWER
This is based on subordinates fear of the manager’s. leaders who rely on coercive power use
punishment as their primary mean of influencing other.
2. EXPERT POWER
This is based on the leader’s possession of expertise, skill, or knowledge that convinces subordinates
that the leader’s views should serve as basis for the action.
3. LEGITIMATE POWER
Typically, the higher the manager’s position in the organization hierarchy, the greater his/her
legitimate power.
4. REFERENT POWER
This is based on the magnetism of the leader’s personal traits.
5. REWARD POWER
This is based on the leader’s ability to provide rewards.
6. CONNECTION POWER
This is based on leaders relationship with influential persons both inside and outside the
organization.
7. INFORMATION POWER
This is based on the leaders knowledge of or access to information that is believed to be valuable to
others.
WAYS OF GIVING ORDERS
1. DIRECT COMMAND
This method of giving order apply in dealing with the lazy, careless, indifferent, or irresponsible
employees.
2. REQUEST
Most orders should be framed as requests. Employees will resent the authoritarian and dictatorial
method.
3. IMPLIED OR SUGGESTED ORDERS
Implied or suggestive directives can be employed to good effect with the reliable employee who
readily assumes responsibility for a task.
4. REQUEST FOR VOLUNTEERS
Occasionally, a supervisors will call for volunteers to perform some dangerous assignment he cannot
or should not perform himself. The calling for volunteers should be used with care so that it will not
become a simple excuse for escaping responsibility.
SYMPTOMS OF LEADERSHIP FAILURE
Selfishness, suspicion, envy, failure to give credit, hypercriticism, and arbitrariness usually
indicate weakness if not downright failure of a leader. When theses characteristics manifest
themselves in a person. It becomes unsafe to entrust the future of others to him.
leadership fails more often through default than through error. Often, when it is most needed, it
is not present. If the level of discipline in an organization is low, if its standards of conduct and
performance leave much to be desired, if the organization is riddled with disloyalty, mistrust and
self-interest, its leaders have failed.