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This 4 page paper looks at the differences between managers and leaders, looking at issues such as personality characteristics, mental attitudes, behavior and impact on others. The bibliography cites 8 sources.
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4 pages (~225 words per page)
File: TS14_TEledmanag.rtf
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can lead, but this does not equate to the term, and the positions, being synonymous even if there are cross overs (Huczyniski and Buchanan, 2003, Colvard, 2003). Zaleznik (1977)
states that "managers and leaders are two very different types of people". This is a view with agrees with Drucker, who does not believe that leaders can be defined merely
by personality, but that a leader will have characteristics which are not found in a manager, making them different types of people (Hesselbein et al, 1997). Drucker argues that what
identifies a leader, separating them from managers, is that leaders will have followers, will set examples and will have responsibilities. Furthermore, Drucker also argues that leaders will often be self
critical, subjecting themselves to a mirror test (Hesselbein et al, 1997). This appears to be aligned with the ideas of Zaleznik (1977) who believes that the differences between leaders
and managers is detectable within their different attitudes ands the way that they approach careers and goals as well as the way that relationships are formed. Kotter (1990) takes
the differences in terms of characteristics and functional differences by defining management and leadership; the tasks undertaken by the people in each of these roles. Management has the task of
planning, controlling and putting systems and structures in place (Kotter, 1990). Leadership has a broader range of tasks, including the setting of direction, inspiring, motivating and aligning people, the taking
on of a visionary perspective, anticipating and coping with change. In this leadership is more proactive and more forward looking as well as involving a potentially higher level of original
thinking (Kotter, 1990). This difference is also reflected in the way that direction is gained. Zaleznik (1977) argues that the goals of a manager materialise due to necessity, with
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