Bethel Medical College

Medicine Department
Health Service Management
Manger Vs Leader

By: W/kiros Chanie (BSc in PH, MPHN)

01/24/2023 1
 Objectives

• What is the objectives of a leader & manager?

• What is the purpose of manager and leader

• What are leaders and managers goal

• What is the difference between manager Vs leader

• What are the causes of conflict

• What are the methods of conflict resolution

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 Manger Vs Leader
• The word “Lead” as its root, means
“ go, travel, guide.”

• Leadership has a kinesthetic feel, a sense

of movement

• Leaders venture into unexplored territory

& guide us to unfamiliar destinations

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 Cont..
• In contrast, the root origin of “Manage” is
a word meaning “hand”.
• As its core managing is about “handling”
things, about maintaining order, about
organization & control.
• The critical difference between
management & leadership is reflected in
the root meanings of the two words--- the
difference between what it means to
handle things and what it means to go to
places.
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 Cont..
• To manage means to bring about, to
accomplish, to have charge of or
responsibility for, to conduct.

• Leading is influencing, guiding in a

direction, course, action, opinion.

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 Cont..
Both the Manager and the Leader need:

 to understand the aims, objectives and goals

of the organization
 to have clarity of vision

 sound communication skills

 an understanding of self and of others

 an ability to both manage and to motivate. 

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 Manger Vs Leader
Carter-Scott (1994): The difference between Management &
Leadership

• The manger administers; the leader innovates

• The manager is a Copy; the leader is an original

• The manger maintains; the leader develops

• The manager focuses on systems & structure; the leader focuses on

people

• The manager relies on control; the leader inspires trust

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 Cont..
• The manager has a short- range view; the leader
has a long-range perspective

• The manager asks how & when; the leader asks

what & why

• The manager has his eye on the bottom line; the

leader has his eye on the horizon

• The manager imitates; the leader originates

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 Cont..
• Leaders take a focus that is more external
whereas the focus of managers is more
internal.

• Leaders tend to spend most of their time

communicating & aligning with outside groups
that can benefit (partners, vendors,
community) or influence (government, public
agencies, media)

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 Cont..
• Mangers can certainly be leaders in their own
areas but their main focus will be more
internal within the organization’s operations.
• Leaders need to motivate their employees, as
well as other stakeholders, so that the
business continues to exist & thrive in periods
of change
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 Leadership Vs Management Competencies

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 Followership
• For every leader there should be a follower.

• Leaders must have someone they can lead in order to

accomplish what they planned.

• Not every one can be a leader.

• Leaders should have certain recognizable traits that will

help them take charge, but also followers must have a
willingness to be led and ability to do the task
requested.

• True leader inspire commitment from dedicated people.

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 Cont..
• A self-absorbed administrator will not make a
good leader.

• A true leader recognizes the importance of

getting respect, not simply compliance, from
the people who follow.

• It is one thing to have people do what you say, but

to have someone want to do it is another thing.

• The leader who understands can create much

more meaningful work environment.
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 Boss

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 Leader

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 Conflict Management
• Conflict
– Perceived differences resulting in interference
or opposition
• Traditional View of Conflict
– The view that all conflict is bad and must be
avoided
• Human Relations View of Conflict
– The view that conflict is natural and inevitable
and has the potential to be a positive force

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 Causes of conflict in modern organizations
• Globalization with the consequent need for
greater understanding and effectiveness in dealing
with cross-cultural dynamics
• Constant and a more rapid rate of change especially
in the external environment for organizations
causing a lag effect
– the organization experiences an unprecedented state of
trying to “catch up”

• Greater employee diversity

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 Cont..
• Increasing complexity of work in most
organizations, which leads to myriad
perspectives and viewpoints
• Increasing electronic communication,
particularly e-mail, which causes
– less face-to-face contact (losing the benefit of
non-verbal cues) and
– more “freedom” to communicate in
confrontive, potentially hostile ways

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 Cont..

• Constant pressure on organizations to

be cost conscious and effective at
managing costs causing
– a scarcity of resources, which in turn
increases competition among managers, in
particular, and employees, in general

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 Outcomes of conflict
• Interactionist View of Conflict
– The view that some conflict is necessary for
an organization to perform effectively
• Functional Conflicts
– Conflict that’s constructive and supports an
organization’s goals
• Dysfunctional Conflicts
– Conflict that’s destructive and prevents an
organization from achieving its goals

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 Cont..

• Functional conflicts—are constructive and

support an organization’s goals and
improve performance.

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 Cont..
• Task Conflict
– Conflict that relates to the content and goals of work
• Relationship Conflict
– Conflict that focuses on interpersonal relationships

- Research shows that relationship conflicts are almost always

dysfunctional because the interpersonal hostilities increase
personality clashes and decrease mutual understanding and the
tasks don’t get done.

- On the other hand, low levels of process conflict and low-to

-moderate levels of task conflict are functional

• Process Conflict
– Conflict that refers to how the work gets done
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 Cont.

• Substantive Conflict: A conflict occurs

when two or more organizational
members disagree on their task or content
issues

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 Conflict management

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 What Are Negotiation Skills?
• Negotiation
– A process in which two or more parties who have
different preferences must make a joint decision
and come to an agreement

• Distributive Bargaining
– Negotiation under zero-sum conditions, in which
any gain by one party involves a loss to the other
party
• Integrative bargaining
– Negotiation in which there is at least one
settlement that involves no loss to either party
– (Win-Win Solution)
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 Cause and effect analysis Tools
• Fishbone
 A tool for cause effect analysis
 Teams brainstorm to identify causes of an observed
problem under major categories
 Examples of categories
 Clients, workers, supplies, environment and
procedures
 People, methods, materials, measurements
 Findings will be presented as a fishbone
 The head representing the problem under analysis
 The major branches represent categories of problems
 The minor branches represent specific problems

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 Fishbone cont.…
Cause Cause Cause
Category I Category II Category III

P1 P10 P12

P2 P9 P11

Problem
P7
P8
P5
P3 P4 P6

Cause Cause Cause

Category IV Category V Category VI

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 Tools cont.…
• The Five Why’s

– A problem analysis tool that helps teams understand the chain

of problem causation

– Group members ask a “Why?” question and hypothesize

causation until the root causes of a problem are identified

– Root causes of problems are the most specific problems that

could easily lead to design of an intervention.

– Problem trees constructed based on expert opinions are only

hypothesis; there is a need to test interventions before scale
up.
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 The five why cont…

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 Thank You!

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