LEADER or MANAGER
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Purpose Driven _________________ Objectives Drive
Emotional____________________________ Rational
Fulfill Mission____________________Fulfill Contracts
Do Differently________________________ Do Better
Inspire Risk _________________________Avoid Risk
Seek New Systems _________Tweak Existing System
Look Outward _____________________ Look Inward
The Big Picture ______________ Day-to-Day Routine
Take Initiative______________________Seek Control
Confront Order___________________ Maintain Order
Set Organizational Context _______ Plan and Execute
Transformational __________________ Transactional
Innovative _____________________________ Stable
Flexible, Supportive ________________ Well-Ordered
Open Systems___________________ Bureaucracies
Do the Right Thing_______________ Do Things Right
Change Things _____________Keep Things Running
Coordinate and Cultivate _____ Command and Control
The Future________________________ The Present
LEADERSHIP PERSPECTIVES
 Person Perspective. Is it who leaders are that makes
them leaders?
 Results Perspective. Is it what leaders achieve that
makes them leaders?
 Position Perspective: Is it where they operate that
makes them leaders?
 Process Perspective: Is it how they get things done that
makes them leaders?
Defining Leadership
The identified
leadership dimensions are:6
✦ charismatic/value-based (visionary, inspirational,
integrity, decisive)
✦ team-oriented (collaborative, integrative, diplomatic)
✦ participative (non-autocratic, allow participation
in decision making)
✦ autonomous (individualistic, independent,
unique)
✦ humane (modest, tolerant, sensitive)
✦ self-protective (self-centered, status-conscious,
face-saver)
suggestion that leaders must
Be in control and project confidence yet realize
their limitations because of organizational
realities.
✦ Be wise yet modest to avoid self-enhancement.
✦ Lead, yet get out of the way – no leadership may
be the best leadership.
✦ Build systems and teams yet take little direct
credit for their successes.
Lateral Leadership
 leading from alongside people rather
than leading them from above.
 Lateral leaders function as mentors and consultants to
teams of workers.
Three types of managers
 Affiliative Power Managers: Want to be liked more than
they want to get the job (patient care) done so they
make decisions based on what makes people (staff)
happy.
.
 Institutional Managers: Of service to the
organization. Mature and eager to reward
performance. They put the organization
before themselves in decision making
 Personal Power Managers: Strong bosses who make
employees feel strong. Democratic but turf
building and self-aggrandizing so friction between
units of an organization (Physical Therapy,
Occupational Therapy, Speech Language
Pathology) results. They are competitive, and not
team players because decisions are based on “me”
first.
Traditional and contemporary views of
managerial roles in the competing values model