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Assignment : 02

Module Code: MN3001


Module Title : Management 1
Name of the Lecturer: Dilmini Gunawardane
Date of Submission : 30/07/2016

Not all leaders are managers,


nor are all managers leaders

Name:
K.A.L.P.Abeykoon
Student ID
No:2014093CL11
Advanced
Diploma Level Stage 1

For the many business, management and the leadership skills are often regarded
as one and the same. Because those two share many similar characteristics. But
the reality is where manager exist to plan, organize and coordinate and the leader
serves to inspire and motivate. There is a military saying about manager and
leader. A manager is the battlefield general while the leader is the commander-inchief

Managers
Persons whose influence on others is limited to the appointed managerial
authority of their positions to reward and punish.

Leaders
Persons who has managerial and personal power to influences a group of people
towards a specific result. It is not independent on title or formal authority.

Theories of Leadership

1. Trait Theories of leadership


Theories that can isolate the characteristics of leaders and nonleaders.

Attempts to identify traits that always differentiate leaders from followers

and effective leaders have failed.


Attempts to identify traits consistently associated with leadership have
been more successful.

Traits are Associated with Leadership

Age, physique, and appearance


Intelligence
Knowledge
Responsibility
Integrity
Emotional control
Social skills
Self-confidence
Responsibility

Implication and Conclusion of Trait Theories


The traits approach gives rise to questions whether leaders are born or made and
whether leadership is an art or science. However, these are not mutually exclusive
alternatives. Leadership may be something of an art; it still requires the
application of special skills and techniques. Even if there are certain inborn
qualities that make one a good leader, these natural talents need encouragement
and development. A person is not born with self-confidence. Self-confidence is
developed, honesty and integrity are a matter of personal choice, motivation to
lead comes from within the individual, and the knowledge of business can be
acquired. While cognitive ability has its origin partly in genes, it still needs to be
developed. None of these ingredients are acquired overnight.

Considering all the facts we can come to conclusion that traits of a good leader
comes with the born qualities, Above mentioned all the traits doesnt comes with
all persons hence not all leaders are managers nor all managers are leaders.

2. Behavioral Theories Of Leadership

From this theory focus on the behavioral determinates of leadership that can used
to train peoples to become leaders.

Assumption
Leaders can be made, rather than are born. Successful leadership is based in
definable, learnable behavior.

Implication and Conclusion


Behavioral is a big leap from Trait Theory, in that it assumes that leadership
capability can be learned, rather than being inherent. This opens the floodgates to
leadership development, as opposed to simple psychometric assessment that sorts
those with leadership potential from those who will never have the chance.

Behavioral Theory of Leadership is a leadership theory that considers the


observable actions and reactions of leaders and followers in a given situation.
Behavioral theories focus on how leaders behave and assume that leaders can be
made, rather than born and successful leadership is based on definable, learnable
behavior. Behavioral theories of leadership are classified as such because they
focus on the study of specific behaviors of a leader. These theories concentrate on
what leaders actually do rather than on their qualities. This area has probably
attracted most attention from practicing managers.

3. Contingency Theories Of Leadership


The leader's ability to lead is contingent upon various situational factors,
including the leader's preferred style, the capabilities and behaviors of followers
and also various other situational factors

Fiedlers contingency theory


Fiedlers theory is the earliest and most extensively researched. Fiedlers
approach departs from trait and behavioral models by asserting that group
performance is contingent on the leaders psychological orientation and on three
contextual variables: group atmosphere, task structure, and leaders power
position.

Fiedler identified the a Least Preferred Co-Worker scoring for leaders by asking
them first to think of a person with which they worked that they would like least
to work with again, and then to score the person on a range of scales between
positive factors (friendly, helpful, cheerful, etc.) and negative factors (unfriendly,
unhelpful, gloomy, etc.). A high LPC leader generally scores the other person as
positive and a low LPC leader scores them as negative.

High LPC leaders tend to have close and positive relationships and act in a
supportive way, even prioritizing the relationship before the task. Low LPC
leaders put the task first and will turn to relationships only when they are satisfied
with how the work is going.
Three factors are then identified about the leader, member and the task, as follows

Leader-Member Relations: The extent to which the leader has the support
and loyalties of followers and relations with them are friendly and

cooperative.
Task structure: The extent to which tasks are standardised, documented

and controlled.
Leader's Position-power: The extent to which the leader has authority to
assess follower performance and give reward or punishment.

The best LPC approach depends on a combination of these three. Generally, a


high LPC approach is best when leader-member relations are poor, except when
the task is unstructured and the leader is weak, in which a low LPC style is better.
This fielder contingency leadership model can be used for the managers or
leaders. Not all leaders are managers ,nor are all managers leaders clearly
shown in this leadership theory,from this theory we can come to a conclusion that
when the leadership is weak low LPC style is good that means the manager, on
the other hand leader-member relations are poor best LPC approach thats the
leader.

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