DIFFERENCE BETWEEN A MANGER AND A LEADER

• Leadership is a quality of influencing people, so that the objectives are attained

willingly and enthusiastically. It is not exactly same as management, as leadership is
one of the major element of management. Management is a discipline of managing
things in the best possible manner. It is the art or skill of getting the work done
through and with others. It can be found in all the fields, like education, hospitality,
sports, officesfour important traits of a manager:
• The ability to execute a Vision
• Managers build a strategic vision and break it down into a roadmap for their team to
follow.
• The ability to Direct
• Managers are responsible for day-to-day efforts while reviewing necessary resources,
and anticipating needs to make changes along the way.
• Process Management
• Managers have the authority to establish work rules, processes, standards, and
operating procedures.
• People Focused
• Managers are known to look after and cater to the needs of the people they are
responsible for: listening to them, involving them in certain key decisions, and
accommodating reasonable requests for change to contribute to increased
productivity
• What is Management?
• Management is all about performing pre-planned tasks on a regular basis with the
help of subordinates. A manager is completely responsible for carrying out the four
important functions of management: planning, organizing, leading, and controlling.
Managers can only become leaders if they adequately carry out leadership
responsibilities, including communication of good and bad, providing inspiration and
guidance, and encouraging employees to rise to a higher level of productivity.
Both are cocncerned with providing direction for the organization.mangament always
organzing a plan staffing the structure with emloyees and developingpolicies , procedures a
nd systems to direct employees.
Leaders provides learnring opportunities so people can expand their minds and abilities
and assume repsonsibility for their own actions. There are fundamental differences between
the way of thinking and executing things. Managers try to get maximum benefi ts with the available
resources. They rely on high effi ciency and productivity of the existing resource. Leaders, on the
other hand, have a creative mind. They are inventors and are constantly thinking of changing and
improving the way things are done
Leadership Style : The term ‘leadership style’ refers to the pattern of behaviour which a leader
adopts in directing the behaviour of the followers towards the attainment of organisational goals.
The nature and form of leadership style is affected by the following factors : existing circumstances,
time-period, personality of the leader, his experience, attitude and orientation, nature of followers,
external environment and so on. Most of the managers use several styles at one or the other point
of time, but in which category a manager falls, is decided by the style that is mostly used by him.

There are three important leadership styles as follows : 1. Autocratic or

Authoritarian Styles : This is a traditional method of leadership. An autocratic
leader centralise power and decision making in himself and exercises complete control over the
subordinates. He dominates and drives his group through coercion and command. He uses both
positive and negative motivations, for example, reward, praise, fear of criticism or punishment.
When he used positive motivations, that is called ‘benevolent autocratic style’ and when he uses
negative motivations, that is known as ‘dictatorial or oppressive autocratic style’. The autocratic
leader likes Theory X-undemocratic thinking. The autocratic leader himself decides all policies. He
gives orders to the subordinates and expects them to follow such orders completely without any
grudge or question. Under this style, subordinates are thought to be inexperienced and wisdomless
and therefore they are given no freedom and the course of action are decided by the autocratic
leader. Hence the future action is not known to any one except the leader. Autocratic style permits
quick decision making; provides strong motivation and satisfaction to the leader centralise power
and dictates terms; yields positive results when great speed is required; and need less competent
subordinates at lower levels. Its major disadvantages are : It leads to frustration, low morale and
conflict among subordinates. Subordinates are induced to avoid responsibility, initiative and
innovative behaviour. Full potential of subordinates and their creative ideas are not utilised.

2 . Democratic or Participative Style : The democratic leader

decentralises power. He involves subordinates in the decision making. Decisions are made in
consultation and participation with the subordinates. This style emphasises group-discussion and
group decision making. The democratic leader likes Theory Yfairness, equity and human relation. He
emphasises both work and worker. The subordinates are encouraged to utilise their full latent
potential and capacities, and assume greater responsibilities. The democratic leader shares power
with subordinates, delegate adequate authority to them, keep them well informed about matters of
their interest and concern, and allow adequate freedom for thinking, discussing, expressing and
making suggestions. The major advantage of this style is to improves job satisfaction and morale;
develops positive attitudes; reduces resistance to change; generates self-motivation due to
participative decision making and freedom of thought and impression; increases productivity; and
develops better subordinates. The major disadvantages of this style is time-consuming and causes
delays in decision making may fail when the communication pattern and skill are not strong enough;
is not workable where subordinates do not want to take extra responsibility of sharing in decision
making and becoming part of every decision; decreases 79 productivity in some cases especially
when decisions are diluted to appease or please everybody.

3. Free-rein or Laissez-faire or Permissive Style :

There are several forms of this style. For example, in some cases the subordinates are given a goal to
achieve in their own way, whereas in some other cases, they themselves decide their group goals. In
fact, there is almost complete delegation of authority; and the path leading to the goals is decided
by the subordinates themselves. The leader behaves primarily as a member of the group and play
the role of a member only. He gives his opinion or suggestion only when it is demanded from him.
Under this style, the group members are educated and motivated by themselves; the leader is not
required to educate but he acts, as a link primarily for arranging adequate resources needed for
attaining the goals, for establishing contact between employees and the outside world, for collecting
necessary information from external sources, and for establishing coordination. The major
advantages of this style is to increases s

Transactional leadership,
Transactional Leadership :

also known as managerial leadership, is

a leadership style where leaders rely on rewards and punishments to
achieve optimal job performance from their subordinates.

The transactional executive leadership model is based on an exchange or

transaction. The leader rewards workers who perform their tasks to the
specified levels and punishes workers who do not perform to those set
standards.

This relationship between leader and subordinates is based on theories

that assume individuals are not self-motivated and need structure,
instruction and supervision to accomplish their jobs. The theory also
postulates that workers will perform their tasks as the transactional leader
wants them to do in exchange for the leader's offering something the
workers want, such as pay.

The three approaches to transactional leadership are the following:

 Contingency. Transactional leadership uses reinforcement theory and

extrinsic motivation based on a system of rewards, incentives and
punishment. Employees earn contingent rewards and perks if they
reach their goal.

 Active management by exception. Transactional leaders rely

on active monitoring by default to anticipate issues and take corrective
action in response to problems.

 Passive management by exception. Transactional leaders stay out of

the team's way by default and only intervene when employee
performance expectations aren't met.

A transactional leader is one who guides and motivates his follows in the direction of established
goals by clarifying role and task requirements. Transactional leadership involves exchange
relationship between the leader and the followers. Traditional theory of leadership, Ohio State
Studies, Fielder’s model, and PathGoal theory are all transactional in nature. On the basis of his
research findings, Bass concluded that in many instances (such as relying on passive management by
exception), transactional leadership is a prescription for mediocrity and that transformational
leadership leads to superior performance in organisations facing demands for renewal and change.
He suggested that fostering transformational leadership through policies of recruitment, selection,
promotion, training and development will pay off in the health, well-being and effective
performance of today’s organisation. Managers of the future will continue to face the challenge of a
changing their organisations, primarily because of the accelerating trend to position organisations to
be more competitive in a global business environment. Therefore, transformational leadership will
probably get increasing attention in the leadership research by the behavioural scientists.

Characteristics of Transactional and Transformational Leaders (i) Contingent Reward : Contracts

exchange of rewards for effort, promises rewards for good performance, recognises
accomplishments.

(ii) Management by Exception (Active) : Watches and searches for deviations from rules and
standards, takes corrective action.

(iii) Management by Exception (Passive) : Intervenes only if standards are not met.

(iv) Laissez Faire : Abdicates responsibilities, avoids making decisions. Transformational Leadership :
Leader who inspires followers to transcend their won self interests for the good of the organisation,
and who is capable of having a profound and extraordinary, effect on his or her followers is known
as transformational leader. For example, Leslie Wexner of the Limited Retail Chain and Jack Welch at
General Electric pay attention to the concerns and developmental needs of individual followers; they
change followers’ awareness of issues by helping them to look at old problems in new ways; and
they are able to excite, arouse and inspire followers to put out extra effort to achieve group goals.
Thus, transformational leaders are the leaders who provide individualised consideration and
intellectual stimulation, and who possess charisma

. Characteristics of Transformational Leaders : (i) Charisma : Provides vision and sense of mission,
instills provide, gains respect and trust. (ii) Inspiration : Communicates high expectations, uses
symbols to focus efforts, and expresses important purposes in simple ways. 81 (iii) Intellectual
Stimulation : Promotes intelligence, rationality, and careful problem solving. (iv) Individualised
Consideration : Give personal attention, treats each employee. Individually, coaches, advices.
Transformational leadership is built on top of transactional leadership (leaders who guide or
motivate their followers in the direction of established goals by clarifying role and task
requirements). It produces levels of subordinate effort and performance that go beyond what would
occur with a transactional approach alone. Moreover, transformational leadership is more than
charisma. “The purely charismatic (Leader) may want followers to adopt the charismatic’s world
view and go no further, the transformational leader who attempt to instill in followers the ability to
question not only established views but eventually those established by the leader”. The evidence
supporting the superiority of transformational leadership over the transactional variety is
overwhelmingly impressive. For instance, a number of studies with U.S. Canadian, and German
military officers found at every level, that transformational leaders were evaluated as more effective
than their transactional counter parts. In summary, the overall evidence indicates that
transformational leadership is more strongly correlated than transactional leadership with low
turnover rates, higher productivity and higher employee satisfaction.

Guidelines for Transformation Leadership : There are some

tentative guidelines for leaders who seek to inspire and motivate
followers :
1. Articulate a Clear and Appealing Vision : Transformational
leaders strengthen the existing vision or build commitment to a new
vision. A clear vision of what the organisation could accomplish or
become helps people understanding the purpose, objectives and
priorities of the organisation. It gives the work meaning, serves as a
source of self-esteem, and fosters a sense of common purpose.
2. Explain How the Vision can be Attained : It is not enough to
articulate an appealing vision; the leader must also convince
followers that the vision is feasible.
3. Act Confidently and Optimistically : Followers are not going to
have faith in a vision unless the leader demonstrates selfconfidence and conviction. It is
important to remain optimistic about
the likely success of the group in attaining its vision, especially in
the face of temporary roadblocks and setbacks. A manager’s
confidence and optimism can be highly contagious. It is best to
emphasise what has been accomplished so far rather than how
much more is yet to be done.
4. Express Confidence in Followers : The motivating effect of a
vision also depends on the extent to which subordinates are
confident about their ability to achieve it
5. Use Dramatic, Symbolic Actions to Emphasise Key Values :
Concern for a value or objective is demonstrated by the way a
manager spends time, by resource allocation decisions made when
there are trade-offs between objectives, by the questions the
manager asks, and by what actions the manager rewards.
Dramatic, highly visible actions are an effective way to emphasise
key values.
Symbolic actions to achieve an important objective or defend an
important value are likely to be more influential when the manager
risks substantial personal toss, makes a self-sacrifice, or does
things that are unconventional. The effect of symbolic actions is
increased when they become the subject of stories and myths that
circulate among members of the organisation and are retold time
and again over the years to new employees.
6. Lead by Example : According to an old saying, actions speak
louder than words. One way a leader can influence subordinate
commitment is by setting an example of exemplary behaviour in
day-to-day interactions with subordinates.
7. Empower People to Achieve the Vision : Empowerment
means delegating authority for decisions about how to do the work
to individuals and teams. It means asking people to determine for
themselves the best way is to implement strategies or attain
objectives, rather than telling them in detail what to do.

Differentiate between autocratic and democratic leadership

Autocratic Leadership is a leadership style characterized by

a single individual making decisions and controlling the actions
of the group without seeking input or consultation from others.
This top-down approach emphasizes the authority and power of
the leader, with subordinates expected to follow instructions
and directives without question.
In contrast, Democratic Leadership is a more collaborative and
participatory approach to leadership, where the leader actively
seeks input and feedback from group members before making
decisions. This decision-making can involve processes such as
voting or surveys which may require inspector of elections
services, and can incorporate an electoral process for
leadership. This leadership style emphasizes shared
responsibility, open communication, and the value of diverse
perspectives in decision-making.
 1. Decision-making: Autocratic leaders make decisions
independently, while Democratic leaders involve team
members in the decision-making process.
2. Communication: Autocratic leaders tend to provide one-
way, top-down communication, whereas Democratic
leaders encourage open, two-way communication and
dialogue.
3. Authority and control: Autocratic leaders exert a high
degree of authority and control over their team members,
while Democratic leaders promote shared responsibility
and power distribution.
4. Flexibility and adaptability: Autocratic leaders are often
inflexible and resistant to change, while Democratic
leaders are more open to new ideas and willing to adapt.
5. Employee empowerment: Autocratic leaders typically do
not empower their employees, whereas Democratic
leaders promote employee autonomy and self-
management.
6. Innovation: Autocratic leaders may stifle innovation due to
their rigid decision-making process, while Democratic
leaders encourage creative thinking and problem-solving.
7. Motivation: Autocratic leaders often rely on extrinsic
motivation (rewards and punishments), while Democratic
leaders focus on fostering intrinsic motivation through
personal growth and self-fulfilment.
Examples :Autocratic: Bill Gates. Democratic :Nelson
Mandela