This document discusses definitions of leadership and differences between leadership and management. It provides numerous definitions of leadership focusing on influence over others to achieve common goals. Leadership is described as a process between leaders and followers, while management seeks order and production through planning, organizing and problem-solving. The document contrasts managers focusing on present objectives versus leaders focusing on future vision and change. Both roles are needed but leadership involves non-coercive influence to accomplish real change.

1. 1.1. What is Leadership?
Definitions of Leadership
o There are almost as many definitions of
leadership as there are persons who
have attempted to define the concept
o Leadership has been defined in terms
of traits, behaviors, influence,
interaction patterns, role and power
relationships.

2. Leadership is the behavior of an individual
directing the activities of a group toward a
shared goal
Leadership is the influential increment
over mechanical compliance with the
routine directives of the organization
Leadership is exercised when persons
mobilize institutional, political,
psychological, and other resources so as
to arouse, engage, and satisfy the motives
of followers.

3. Leadership is realized in the process
whereby one or more individuals succeed
in attempting to frame and define the
reality of others
Leadership is the process of influencing
the activities of an organized group toward
goal achievement
Leadership is about articulating visions,
embodying values, and creating the
environment within which things can be
accomplished

4. Leadership is a process of giving purpose
(meaningful direction) to collective effort,
and casing willing effort to be expended to
achieve purpose
Leadership is the ability to step outside the
culture, to start evolutionary change
processes that are more adaptive
Leadership is the process of making sense
of what people are doing together so that
people will understand and be committed

5.  Leadership is the ability of an individual to
influence, motivate, and enable others to
contribute toward the effectiveness and success
of an organization
 It involves a process whereby intentional
influence is exerted by one person over other
people to guide, structure, and facilitates
activities and relationships in a group or
organization
 The above definitions differ in many respects,
including who exerts influence, the intended
purpose of the influence, the manner in which
influence is exerted, and the outcome of the
influence attempt

6. Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal.
the following components can be identified as
central to the phenomenon:
1. Leadership is a process;
2. Leadership involves influence,
3. Leadership occurs in groups, and
4. Leadership involves common goals.

7.  Leadership as a process means it is not a
characteristic that resides in the leader alone, but
rather a transactional event that occurs between
the leader and the followers.
 implies that a leader affects and is affected by
followers.
 emphasizes that leadership is not a linear, one-
way event, but rather an interactive event.
 When leadership is defined in this manner, it
becomes available to everyone.
 It is not restricted to the formally designated
leader in a group.

8.  The term influence is concerned with how the
leader affects followers.
 Influence is a requirement for leadership.
 Without influence, leadership does not exist.
 The term group was used to notify that leadership
occurs in groups.
 Groups are the context in which leadership takes
place.
 Leadership involves influencing a group of individuals who
have a common purpose.
 This can be a small task group, a community group, or a
large group encompassing an entire organization.
 Leadership is about one individual influencing a group of
others to accomplish common goals.

9.  Others (a group) are required for leadership to occur.
 achieving common goals is emphasized in the definition
 It means leadership includes attention to common goals.
 Leaders direct their energies toward individuals who are
trying to achieve something together.
 By common, it means that the leaders and followers have a
mutual purpose.
 Attention to common goals gives leadership an ethical
overtone because it stresses the need for leaders to work
with followers to achieve selected goals.
 people who engage in leadership are called leaders,
 while those toward whom leadership is directed are called
followers.

10. 1.2. Differences between Leadership and
Management
 There is a continuing controversy about the
difference between leadership and
management
 It is obvious that a person can be a leader
without being a manager
ex. an informal leader
 A person can be a manager without leading
ex some people with the job title “manager” do
not have any subordinate

11.  Some writers contend that leadership and
management are qualitatively different and
mutually exclusive
 The most extreme distinction involves the
assumption that management and leadership
cannot occur in the same person
 In other words, some people are managers and
other people are leaders
 The definitions of leaders and managers assume
they have incompatible values and different
personalities
 Managers value stability, order, and efficiency,
whereas leaders value flexibility, innovation, and
adaptation

12. Managers are concerned about how things
get done, and they try to get people
perform better
Leaders are concerned with what things
mean to people, and they try to get people
to agree about the most important things to
be done
According to some writers, managers are
people who do things right and leaders are
people who do the right thing

13.  Other scholars view leading and managing as
distinct processes, but they do not assume that
leaders and managers are different types of
people
 For writers like Mintzberg (1973), leadership is
one of 10 managerial roles
 Leadership includes motivating subordinates and
creating favorable conditions for doing the work
 The other nine roles involve distinct managing
responsibilities, but leadership is viewed as an
essential managerial role that pervades the other
roles

14. Kotter (1990) differentiated the two in
terms of their core processes and intended
outcomes
Management seeks to produce
predictability and order by:
Setting operational goals, establishing
action plans with timetables, and allocating
resources
Organizing and staffing, and
Monitoring results and solving problems

15. Leadership seeks to produce organizational
change by:
Developing a vision of the future and
strategies for making necessary changes
Communicating and explaining the vision,
and
Motivating and inspiring people to attain
the vision

16. According to Kotter, management and
leadership both involve deciding what
needs to be done, creating networks of
relationships to do it, and trying to ensure it
happens.
However, the two processes have some
incompatible elements: strong leadership
can disrupt order and efficiency, and strong
management can discourage risk taking
and innovation

17. Both processes are necessary for the
success of an organization
Strong management alone can create a
bureaucracy without purpose, but strong
leadership alone can create change that is
impractical
The relative importance of the two
processes and the best way to integrate
them depends on the situation at the time

18. Rost ( 1991) defined management as an
authority relationship that exists between a
manager and subordinates to produce and
sell goods and services
He defined leadership as multidirectional
influence relationship between a leader and
followers with the mutual purpose of
accomplishing real change
Leaders and followers influence each other
as they interact in non-coercive ways to
decide what changes they want to make

19. Managers may be leaders, but only if they
have this type of influence relationship
Rost proposed that leading was not
necessary for a manager to be effective in
producing and selling goods and services
However, even when authority is a sufficient
basis for downward influence over
subordinates, a leadership relationship
seems necessary for influencing people
over whom the leader has no authority

20.  In organizations where change is unavoidable,
which today is in most organizations, a
leadership relationship with subordinates also
seems necessary.
 Most scholars seem to agree that success as a
manager or administrator in modern
organizations necessarily involves leading
 How to integrate the two processes has emerged
as a complex and important issue in the
organizational literature

21. The Differing Perspectives of Managers and Leaders
Managers are concerned with Leaders are concerned with
The present The future
Plans Vision
Maintenance of systems The big picture
Maintaining the status quo Change.
Feedback, Inspiration
Objectives. Outcomes

22. Activities Undertaken by Managers and Leaders
Managers are concerned
with
Leaders are concerned with
Monitoring and control Exercising influence over
followers
Providing a sense of order Providing a sense of purpose
and direction for followers
Spreading organizational
culture
Building organizational culture
Doing things right Doing the right things
Acting in accordance with
managerial requirements.
Acting as the leading
professional internally and the
chief executive externally
Dealing with complexity within
and around the organization
Change and dealing with the
effects of change
Producing order and
consistency
Producing change and
movement

23. Continued
Planning and budgeting Vision building and
strategizing
Organizational structure
and staffing.
Aligning people behind
common objectives.
Problem solving Problem seeking
Economy and efficiency Effectiveness.
Staying on the right path Making new paths