A presentation on Managers vs Leaders

1. LEADERSHIP
CHAPTER-17
M A N A G E M E N T
S T E P H E N P . R O B B I N S
M A R Y C O U L T E R
S E V E N T H E D I T I O N
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2. TABLE OF CONTENT
1. Definition of Leadership & Management
2. Management Functions,Managerial Roles and skills
3. Distinction between leaders and Managers
4. Trait theories of leadership (till 1940s) (who leaders are?)
5. Behavioral theories of leadership (till 1960s) (What Leaders do?)
1. University of Lowa Studies (Three Leadership styles)
2. Ohio State University (Two Dimensions)
3. University of Michigan (Two Dimensions)
4. Scandinavian Studies (Development-Oriented Leader)
6. Contingency theories (when Leadership is effective?)
1. Fiedler Contingency Model (Matching Situation and Leadership Style)
2. Hersey & Blanchard’s Situational Leadership Theory (Focus on followers’ Readiness)
3. Path-Goal Model (Leaders to provide and assist followers)
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3. DEFINITION OF LEADERSHIP & MANAGEMENT
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Leadership
The ability to influence a group toward the achievement
of goals.
Management
1. Use of authority inherent in designated formal rank to
obtain compliance from organizational members.
2. Is the organization and coordination of activities in order
to achieve defined goals and objectives

4. MANAGEMENT FUNCTIONS, MANAGERIAL ROLES AND
SKILLS
Management Functions:
1. Planning
2. Organizing
3. Leading
4. Controlling
Managerial Skills
1. Technical
2. Human
3. Conceptual
Managerial Roles:
1. Interpersonal
2. Informational
3. Decisional
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5. DISTINCTION BETWEEN LEADERS AND MANAGERS
Mangers
1. Accept the status quo
2. React to change
3. Make people do the work
4. Formulates detailed plans & Org
Structures
5. Are appointed to their position
6. They can execute what ever is
authorized to them only
7. Ideally all mangers should be leaders
8. Have a short-term view
9. Ask how and when
Leaders
1. Challenge the status quo.
2. Create Change
3. Persuade and inspire people to do the work
4. Create vision
5. Are either appointed or emerge within a work
group
6. They can influence beyond the formal authority
entrusted to them
7. Leaders need not have the skills or capabilities of
an effective manager
8. Take the long-term view
9. Ask what and why
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Note: influence and inspiration separate leaders from managers not power and control.

6. “If you r act i on s i n sp i re ot h ers t o dream
m ore , l earn m ore , do m ore an d b ecom e
more , you are a l eader.”
Joh n Qu i n cy Adams
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7. TRAIT THEORIES OF LEADERSHIP
(TILL 1940S)
Theories that consider personality, social, physical, or intellectual traits to
differentiate leaders from non-leaders
LeadershipTraits
1. Extroversion
2. Conscientiousness
3. Openness
4. Emotional Intelligence (Qualified)
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LeadershipTraits:
1. Ambition and energy
2. The desire to lead
3. Honesty and integrity
4. Self-confidence
5. Intelligence
6. High self-monitoring
7. Job-relevant knowledge
 Emotional Intelligence (EI)
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
 Research Findings
– High EI scores, not high
IQ scores

8. TRAIT THEORIES LIMITATIONS:
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1. No universal traits found that predict leadership in all situations.
2. Traits predict behavior better in “weak” than “strong” situations.
3. Unclear evidence of the cause and effect of relationship of leadership
and traits.
4. Traits can predict leadership, but they are better at predicting leader
emergence than effectiveness

9. One man can not do anything!
……It is incorrect…..!!
One man can change the fate of the world!!!
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10. BEHAVIORAL THEORIES OF LEADERSHIP (TILL
1960S)
Theories proposing that specific behaviors differentiate leaders from non-leaders.
Important Behavioral studies:
1. University of Lowa Studies (conducted by Kurt Lewin and his associates): identified
three Leadership Styles:
1. Democratic style:
1. Involving subordinates, delegating authority, & encouraging participation
2. Autocratic style:
1. Dictating work methods, centralizing decision making, and limiting participation
3. Laissez faire style:
1. Giving group freedom to make decisions and complete work
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12. BEHAVIORAL THEORIES CONTINUE..
2. Ohio State University
– Found two key dimensions of leader behavior:
• Initiating structure – the defining and structuring of roles
• Consideration – job relationships that reflect trust and respect
3. University of Michigan
– Also found two key dimensions of leader behavior:
• Production-oriented – emphasizes the technical aspects of the job
• Employee-oriented – emphasizes interpersonal relationships and is
the most powerful dimension
4. Scandinavian Studies
– Development-Oriented Leader
• One who values experimentation, seeking new ideas, and generating and
implementing change.
Researchers in Finland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the
essence of leadership behavior. Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior.
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13. “To lead people, walk behind them.” – Lao Tzu
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14. DIFFERENCE BETWEEN THEORIES OF
LEADERSHIP
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Trait theory:
1. Leaders are born, not made.
2. leadership is inherent, so we must identify the leader based on his or her
traits
Behavioral theory:
1. Leadership traits can be taught
2. leadership is a skill set and can be taught to anyone, so we must identify
the proper behaviors to teach potential leaders

15. The drops of rain make a hole in the stone, not
by violence, but by oft falling.
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16. CONTINGENCY THEORIES
• While trait and behavior theories do help us understand leadership, an
important component is missing: the environment in which the leader exists
• Contingency Theory deals with this additional aspect of leadership
effectiveness studies
1. Three key theories:
1. Fiedler Contingency Model (Matching Situation and Leadership Style)
2. Hersey & Blanchard’s Situational LeadershipTheory (Focus on followers’ Readiness)
3. Path-Goal Model (Leaders to provide and assist followers)
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17. FIEDLER MODEL
• Effective group performance depends on the proper match between
leadership style and the situation
• ConsidersThree Situational Factors:
1. Leader-member relations: degree of confidence and trust in the leader
2. Task structure: degree of structure in the jobs
3. Position power: leader’s ability to hire, fire, and reward
• For effective leadership: must change to a leader who fits the situation or change the
situational variables to fit the current leader
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18. GRAPHIC REPRESENTATION OF FIEDLER’S
MODEL
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Used to
determine
which type of
leader to use in
a given situation

19. HERSEY & BLANCHARD’S SITUATIONAL LEADERSHIP
MODEL
A model that focuses on follower “readiness”
1. Followers can accept or reject the leader
2. Effectiveness depends on the followers’ response to the leader’s actions
3. “Readiness” is the extent to which people have the ability and willingness
to accomplish a specific task
A paternal model:
1. As the child matures, the adult releases more and more control over the
situation
2. As the workers become more ready, the leader becomes more laissez-
faire
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20. HERSEY & BLANCHARD’S SITUATIONAL
LEADERSHIP MODEL
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WillingUnwilling
Able
Unable Directive
HighTask
and
Relationship
Orientations
Supportive
Participative
Monitoring
Follower Readiness
Leadership
Styles
Note: An intuitive model that does not get much support from the research findings

21. “No man wi l l make a great l eader wh o wan t s
to do i t al l h i msel f, or to get al l th e credi t for
doi n g i t .”
– An drew Carn egi e
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22. ROBERT HOUSE’S PATH-GOAL THEORY
Path-GoalTheory
The theory that says; it is the leader’s job to assist followers in attaining their goals and to
provide them the necessary direction and/or support to ensure that their goals are
compatible with the overall objectives of the group or organization.
Builds from the Ohio State studies and the expectancy theory of motivation
• TheTheory:
1. Leaders provide followers with information, support, and resources to help them achieve their goals
2. Leaders help clarify the “path” to the worker’s goals
3. Leaders can display multiple leadership types
• Four types of leaders:
1. Directive: focuses on the work to be done/gives specific guidance & expects results
2. Supportive: focuses on the well-being of the worker/is friendly & shows concern
3. Participative: consults with employees in decision-making
4. Achievement-Oriented: sets challenging goals
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23. PATH-GOAL MODEL
Two classes of contingency variables:
1. Environmental are outside of employee control
2. Subordinate factors are internal to employee
• Mixed support in the research findings
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24. SUMMARY AND MANAGERIAL IMPLICATIONS
1. Leadership and Management are different and require different set of skills
2. To be successful all mangers should try to learn leadership skills
3. Leaders should change their leadership style based on the needs of the
followers and the surrounding environment
4. Organizations need both:
1. Good leaders: To create vision, inspire and motivate people
2. Good mangers: To plan, organize and control effectively
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25. “Don’t find fault, find a remedy.”
Henry Ford
“Best Leaders do not create followers; they create
more leaders.”Tom Peter
Questions???
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26. QUESTIONS FOR DISCUSSION
1. Why leadership is so important?
2. What differentiate leaders from non-leaders?
3. What is the most appropriate style of leadership?
4. What has to be done if someone would like to be seen as a good leader?
5. Are leaders born or made? Pros & cons/ for & against.
6. Describe the strengths and weaknesses in the trait approach of leadership.
7. Which leadership style would you choose and why?
8. What are fiedler’s three contingency variables and explain how do they work?
9. What are the contingency variables in the path-Goal theory?
10. What would that first thing be, you would like to do, when you are appointed as the
new head of any organization?
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27. NEW THEORIES IN LEADERSHIP
1. Cognitive resource theory
2. Leader-member exchange theory (LMX)
3. Cutting-Edge Approaches to leadership
– Transformational – Transactional leadership
– Charismatic – visionary leadership
– Team leadership
4. Contemporary issues in leadership
– Leaders and power
– Creating a culture of trust
– Leading through empowerment
– Gender and leadership
– Leadership styles and different cultures
– Sometimes leadership is irrelevant!
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