Table of Contents

1.1. The Difference Between Leadership and Management...................................................................1

1.2. Self-leadership, Leading Team And Leading Organization...............................................................2

1.3. Formal and Informal Power.............................................................................................................3

1.4. Authoritarian, Participatory and Delegate Leadership....................................................................4

1.5. Transformational and Transactional Leadership..............................................................................6

2. Gender difference in Styles of leadership............................................................................................6

3. How does Leader motivate followers?................................................................................................8

4. The Challenges of Leadership............................................................................................................10

5. Change Management........................................................................................................................12
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1.1. The Difference Between Leadership and Management

People often mistake leadership and management as the same thing but in essence, they are very
different. The main difference between the two is that leaders have people that follow them,
while managers have people who simply work for them. Particularly in small businesses, for a
small business owner to be successful they need to be both a strong leader and manager to get
their team on board with working towards their vision of success. Leadership is about getting
people to comprehend and believe in the vision you set for the company and to work with you on
achieving your goals, while management is more about administering and making sure the day-
to-day activities are happening as they should.

Leadership and management must go hand in hand. They are not the same thing, but they are
necessarily linked and complementary to one another. Any effort to separate the two within an
organization is likely to cause more problems than it solves. For any company to be successful, it
needs management that can plan, organize and coordinate its staff, while also inspiring and
motivating them to perform to the best of their ability.

LEADERSHIP IS ABOUT INSPIRING AND MANAGEMENT IS ABOUT PLANNING

Leaders tend to praise success and drive people, whereas managers work to find faults. They
paint a picture of what they see as possible for the company and work to inspire and engage their
people in turning that vision into reality. Rather than seeing individuals as just a particular set of
skills, they think beyond what they do and activate them to be part of something much bigger.
They’re well aware of how high-functioning teams can accomplish a lot more when working
together than individuals working autonomously are ever able to achieve.

For both sides to understand what they have to do, and to achieve excellence in doing it, they
need to comprehend the essence of the difference between them. This is a matter of definition –
understanding how the roles are different and how they might overlap. Managers, on the other
hand, will focus on setting, measuring and achieving goals by controlling situations to reach or
exceed their objectives.

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Management Leadership
Managers give directions Leaders ask questions
Managers have subordinates Leaders have followers
Managers use an authoritarian style Leaders have a motivational style
Managers tell people what to do Leaders show people what to do
Managers have good ideas Leaders implement good ideas
Managers react to change  Leaders create change
Managers try to be heroes Leaders make heroes of everyone around them
Managers exercise power over people Leaders develop power with people

1.2. Self-leadership, Leading Team And Leading

Organization
1.2.1. Self-leadership

Self-leadership is the practice of intentionally influencing your thinking, feeling and

actions towards your objective/s. It is a comprehensive self-influence perspective that
concerns leading oneself. Self-leadership is the answer to how do we develop ourselves
to survive and thrive in a Volatile, Uncertain, Complex, and Ambiguous world. Self-
leadership is the Critical Success Factor for individual and organizational success.

Some philosophers written about self-leadership as:

"Mastering others is strength. Mastering yourself is true power." - Lao Tzu

"I am the master of my fate, I am the captain of my soul." - Henle

1.2.2. Leading Team

Leading teams needs both style and focus. Your style suggests how you engage with
people, your focus, what you want to achieve. There are many ways to answer the
question “What makes a good leader?” Here we explore how style and focus answers
the question. Our leadership style will determine how we engage with people, providing
motivation and commitment. The leadership focus will help ensure us apply the right
leadership style for the right situation to achieve the right results.

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When a new team is being formed the most important aspect on which the leader needs
to focus is what the team is there to achieve. Teams form quicker and develop faster
when there is a clear and meaningful challenge that the individuals want to achieve.
Whilst a leader of course also has to attend to other needs such as beginning to create
a sense of belonging amongst the team members, their first priority should be
establishing a clear and compelling reason for what the team is trying to achieve

1.2.3. Leading an organization

Leading an organization is accomplished through vision-casting and motivating teams

through praise, encouragement and inspiration. Leaders use the company vision or
mission statement as the starting line. They keep the vision in their cross hairs at all
times and lead the team to do the same.

1.3. Formal and Informal Power

Formal power comes from the official position one holds within an organization or
social structure. That means formal power is given to someone related to the job and
position held in the organization. It is properly recognized by some type of written
contract or official agreement, and regulated by a strict set of rules that everyone in the
organization or social structure knows and must obey. Depending on the position,
authority varies and decision-making power can be more or less.

Informal power: In other hand, informal power is something a person earned himself.
That means comes, not from an official position, but from the respect and appreciation
one has earned from the members of a group. This respect and appreciation allow the
individual to influence his or her peers in a way that others within the group cannot.
Informal power has unique characteristics depending on the education, experience, and
expertise in certain field. These qualities are viewed with respect, however there are
several factors to gain personal power.

There are many sources of power that someone can achieve using different resources.

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 Reward  Referent
 Coercive  Expert
 Legitimate  Information

1.4. Authoritarian, Participatory and Delegate Leadership

1.4.1. Autocratic Leadership Style

Autocratic leadership, also known as authoritarian leadership, is a leadership style

characterized by individual control over all decisions and little input from group
members. Autocratic leaders typically make choices based on their ideas and
judgments and rarely accept advice from followers. Autocratic leadership involves
absolute, authoritarian control over a group.

1.4.2. Participative leadership

Participative leadership is a style of leadership in which all members of the organization

work together to make decisions. Participative leadership is also known as democratic
leadership, as everyone is encouraged to participate.

Participative leadership generally follows these steps:

1. Discuss as a group: There is usually a leader who oversees the process. This
leader facilitates a discussion about the issue at hand or the decision that needs to
be made.
2. Provide information: The leader shares all pertinent information for deciding with
the whole group.
3. Share ideas: The group shares ideas about how to solve the problem.
4. Process ideas and information: The leader summarizes the information and
ideas for the group.
5. Make a decision: The group makes the best decision based on the information
and ideas presented.
6. Implement the decision: All members of the organization implement the decision.

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The participative leadership decision-making process can take many forms, but the key
element is collective input from all members of the organization.

Participative leadership is most successful in organizations or companies that have

defined roles requiring little management or oversight, like universities, technology
companies or construction firms. However, participative leadership can be applied with
varying levels of whole-group ownership to meet the needs of any organization.

1.4.3. Delegate Leadership

The delegating leadership style is a style of leadership where a group leader assigns
projects or assignments to their employees and gives them free reign to work. The
employee(s) get to make all decisions and choices, which they are then responsible for.
A delegating leadership style is a low task and relationship behavior approach to
leadership where a leader empowers an individual to exercise autonomy. Employing
this approach entails providing the individual with the big picture, then trusting them to
deliver agreed-upon results.

A delegating leadership style is most effective with a person that is both confident and
competent to perform. Even a moderate level of input from the leader here (e.g. offering
suggestions) can be off-putting and, as such, interpreted as a lack of trust. This might
result in regression of both their task-related ability and motivation.

1.5. Transformational and Transactional Leadership

Transactional leadership is primarily based on processes and control, and requires a
strict management structure.

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Transformational leadership, on the other hand, focuses on inspiring others to follow,

and it requires a high degree of coordination, communication and cooperation.

The difference can be summed up as follows:

Transactional leadership looks at how to get things done,

Transformation leadership looks at how to motivate people to do things.

Transactional Leaders Transformational Leaders

Occur when followers are moved to Move followers to awareness about

complete their roles as agree with a what is important and away from own
leader in exchange of reward self-interest.

- Focus on goal - Focus on vision

- Use reward and punishment for - Use charisma and enthusiasm for
motivation motivation
- Are reactive in nature - Are proactive in nature

2. Gender difference in Styles of leadership

In studying leadership, gender has been distinguished from sex, with the former viewed
as a collection of qualities labelled male or female that is created culturally, and the
latter seen as comprising attributes that are the results of biological characteristics.
Male gender qualities characterized as; aggressive, independent, objective, logical,
rational, analytical, decisive, confident, assertive, ambitious, opportunistic and
impersonal are distinguished from female gender qualities described as; emotional,
sensitive, expressive, cooperative, intuitive, warm, tactful, receptive to ideas, talkative,
gentle, empathetic, and submissive

Many studies have tried to find out the relationship between gender role and leadership
style. They assumed that gender role is an important personality trait that influences

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leadership style. Thus, they have related masculinity with task-oriented leadership style
and femininity with relationship-oriented leadership style. Some scholars suggest that
the masculinity/femininity dimension affects the meaning of work in people’s lives. While
men still dominate in leadership positions, there is some suggesting that when women
do occupy leadership positions, they display different leader styles compared to males.

For example, it is observed that among managers women tended to be more

democratic in their leadership styles compared to men. And compared to male leaders;
female leaders used a more transformational style.

The notion of male and female gender qualities facilitates the argument that male
gender qualities are oriented towards more impersonal, task oriented or transactional
approach to leadership, while female gender qualities tend towards a more nurturing,
relationships-oriented style of leadership that underlies the transformational leadership
approach. Women seem to lead in a rather democratic way, while men show a more
autocratic leadership style. Another study also show that women adopt democratic and
participative leadership styles in the corporate world and in education. Moreover, female
leaders seem to prefer a transformational leadership style.

The characteristics of transformational leadership relate to female values developed

through socialization processes that include building relationships, communication,
consensus building, power as influence, and working together for a common purpose
and femininity was found to be positively correlated with transformational leadership.
The transformational leadership indicated that women are perceived, and perceive
themselves, as using transformational leadership styles more than men

3. How does Leader motivate followers?

Science has found that positive emotions are at the root of human motivation. It's how
employees "feel" that will drive the motivation deep within them. It's hard to be a great
leader if we constantly demotivate our followers. Here are how the best leaders
encourage their teams.

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1. They lead by example

Just barking orders and meting out punishment will not get your people to be their best.
Great leaders demonstrate the desired behaviors they expect from their team. They live
the core values they evangelize so the team can see the benefits of a consistent
approach.

2. They ask a ton of questions

There is little so simple in business that it can be easily understood. Great leaders want
to get to the truth, and questions are the best way to get there. An inquisitive leader is
motivating to the team, who can be confident that their path has been well considered.

3. They hold their team accountable

When a few people are allowed to slack it demotivates the rest of the team that works
hard. Great leaders understand there must be consequences for non-delivery in order to
prioritize timely completion.

4. They encourage personal and professional growth

People need to know that their leaders are interested in more than just output. Great
leaders want their people to be their best and they are willing to help them get there.
People will work harder for those who show genuine interest in personal development.

5. They reward integrity

It's frustrating and demotivating to see backstabbers and manipulators rise to the top by
playing the system. Great leaders institute fairness and advance those who truly earn
their way.

6. They instill hope, not fear

People who are afraid will do the least amount possible to avoid the whip. They will
wake up every day stressed and unhappy. Great leaders use the carrot more than the
stick and encourage people to step out of their comfort zone to bigger and better
possibilities.

7. They support new ideas

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People can easily become demotivated if a leader is constantly shutting down any new
suggestions or improvements. Great leaders know they need to involve the team in
advancing the process, which gives team members ownership and pride.

8. They create healthy competition

The leader doesn't have to do all the work to get the team to advance. Great leaders
encourage friendly competition so team members push each other to rise to new levels.

9. They are specific with feedback

It's hard for someone to improve if standards are vague. Ambiguity can frustrate an
employee and make them wonder why they bother. Great leaders provide clear
understanding so employees can easily improve and succeed.

10. They challenge their employees

People can get a little too comfortable if left to their own accord. Great leaders look for
potential and nudge their team members to push their own limits. They then encourage
celebration for the breakthroughs.

11. They reward with more than money

For many employees, money is not the highest reward priority; it comes in behind
recognition, appreciation, and growth. Great leaders are well versed in all types of
rewards and get creative about making rewards personal and meaningful.

12. They communicate efficiently and effectively

People want clarity and don't want to waste time getting it. Great leaders are skilled
communicators. They know how to say what they mean in a clear and productive
manner.

13. They hold regular one-on-ones

People hate wondering where they stand. Great leaders hold quarterly reviews at the
minimum. Many make time to meet more often so people feel they are worthy of
attention and don't stray too far from the plan.

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14. They show genuine concern

People need authenticity from their leaders. Hypocrisy and patronization will always
surface eventually and erode trust. Great leaders know they need to be real with their
people and jettison toxic relationships.

15. They communicate the higher vision of the company

If people don't understand where they are going and why, their work will be shallow and
mundane. Great leaders know that people want to serve a higher communal purpose
and will grow to meet the objectives when they clearly understand them.

16. They set reasonable expectations

People will begin to falter if they constantly hit an unexpected wall. They will feel their
work is in vain, so why bother? Great leaders know to set the bar at the highest
achievable point so people can stretch and still celebrate the wins.

17. They encourage higher levels of responsibility

Micromanagement only serves to meet minimum standards and creates frustration and
resentment. People cannot grow if you are hanging over their shoulder. Great leaders
know how to give their people room to grow and build confidence so they will develop
into great leaders as well.

4. The Challenges of Leadership

Being a leader is in itself a challenge. The challenges of leadership are really of three
kinds: external, coming from people and situations; internal, stemming from within the
leader himself; and those arising from the nature of the leadership role.

1. External challenges

It's almost impossible to imagine a situation where a leader doesn't have to cope with
external challenges. In an organization, such issues as lack of funding and other

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resources, opposition from forces in the community, and interpersonal problems within
the organization often rear their heads. Social, economic, and political forces in the
larger world can affect the organization as well. To some extent, the measure of any
leader is how well he can deal with the constant succession of crises and minor
irritations that threaten the mission of his group. If he is able to solve problems, take
advantage of opportunities, and resolve conflict with an air of calm and a minimum of
bother, most of the external issues are hardly noticeable to anyone else.

If the leader doesn't handle external challenges well, the organization probably won't,
either. When people feel that leaders are stressed or unsure, they themselves become
stressed or unsure as well, and the emphasis of the group moves from its mission to the
current worrisome situation. The work of the group suffers.

2. Internal challenges

While leadership presents to each of us the opportunity to demonstrate the best of what
we are, it also exposes our limitations. In many cases, good leaders have to overcome
those limitations in order to transmit and follow their vision. Fear, lack of confidence,
insecurity, impatience, intolerance (all can act as barriers to leadership. At the same
time, acknowledging and overcoming them can turn a mediocre leader into a great one.

It's often very difficult for people, especially those who see themselves as leaders, to
admit that they might have personality traits or personal characteristics that interfere
with their ability to reach their goals. Part of good leadership is learning to accept the
reality of those traits, and working to change them so they don't get in the way.

Sometimes, what seems to be an advantage may present a challenge as well. A leader

who's extremely decisive may alienate followers by never consulting them, or by
consistently ignoring their advice. A leader who's terrific at developing relationships with
others in the organization may be unable to tell someone when she's not doing her job.
Some characteristics can be double-edged swords, positive in some circumstances and

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negative in others. The real challenge is in knowing the difference, and adapting your
behavior accordingly.

3. Challenges arising from leadership itself

Real leadership makes great demands on people. As a leader, we are responsible for
our group's vision and mission, for upholding a standard, often for being the group's
representative to the rest of the world and its protector as well. These responsibilities
might be shared, but in most organizations, one person takes the largest part of the
burden.

In addition to its responsibilities, leadership brings such challenges as motivating

people, often without seeming to do so, and keeping them from stagnating when they're
doing well. Leaders also have to motivate themselves, and not just to seem, but actually
to be, eager about what they're doing. They have to be aware of serving their group and
its members and all that that entails. In other words, they have to be leaders all the time.

5. Change Management
Change management means managing change as a whole, not merely a new process
or tell. Strategically, it is the indirect orchestration of all the parts that are relevant to the
implementation. Change is never easy, but a process that includes these critical steps
will give leaders the best shot at achieving positive, long-term change. Change is
predictable, as leaders know all too well. To stay relevant, organizations must be able to
adapt to the current landscape. Whether the change is robust or small, a successful
change management process will help minimize risk and disruptions to key services.

Here is a quick summary of essential change management strategy in five steps that
will keep us on the right track.

1. Acknowledge and understand the need for change

The first step in any change is acknowledging and understanding the need for change.
It’s tempting to see that something needs fixing and quickly jump to a solution. Resist

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the temptation and instead spend time understanding the situation and the change.
Involve a range of people in developing a shared understanding of the situation. You
can then be sure that your solution addresses the complexity of the problem.

Start by understanding why the change needs to happen. Responding to Social

Change highlights the drivers in the external environment impacting on an organization
and which are likely to spark the need for change. Consider how these drivers are going
to affect the organization. Take a look at tools and techniques, where there are
frameworks to facilitate a stakeholder analysis and understanding the change.

2) Communicate the need and involve people in developing the change

Once we and those working with us have explored the situation and fully understand
what needs to happen, we will then need to communicate this. The communicating to
stakeholder’s framework gives an approach to considering what is important to others,
what motivates them and how this change will affect them.

This stage can be frustrating because many of the questions they ask we will have
already considered back at the beginning of Stage 1. However, it is important to give
communication and involvement the time it needs. Rush the communication aspect of
managing change and people's commitment will be weakened. This could cause real
problems later down the line.

3) Develop change plans

Having clearly communicated and developed a shared understanding of the change, we
need to detail the change plans. The first aspect of developing a change plan is to detail
where we want to be or we exact. What precisely will be different? What are the
objectives you want to achieve? What will be the performance measures? Specify the
change you want to see and understand the change.

4. Implement change plans

This is the change itself. Make sure everyone knows what has to happen and what their
role it. Provide the support and watch out for stress. Maintain some routine as far as is

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possible. Take a look at team/individual change to understand how people react to

change and how you can manage these reactions.

5. Evaluate progress and celebrate success

As soon as you can start identifying what is going well, make sure people are thanked
appropriately, their hard work acknowledged and successes celebrated.

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