difference between leaders and managers

Path- Goal Model of Leadership

  Like the other situational contingency leadership approaches, the path-goal model attempts to predict leadership effectiveness in deferent situation.

  According to this model, leaders are effective because of their positive impact on followers’ motivation, ability to perform and satisfaction. It is called path-goal because if focuses on how the leader influences the followers, perceptions of work goals, self-development goals and paths of goal attainment.

   The foundation of path-goal theory is the expectancy motivation theory which states that an individual’s attitude, job satisfaction, behaviour and job effort can be predicted from the followings:

(a)    The degree to which the job or behaviour is seen as leading to various outcomes (expiatory).

(b)   The performances for those outcomes (valances). Thus it is proposed that individuals are satisfied with their jobs if they believe it leads to desirable outcomes. The implication of these assumptions for leaders is that subordinates are motivated by the leader’s style or behaviour to the extent that it influences their goals achievement.

Path-goal theory asserts that leaders will be effective by making rewards available to the subordinate’s accomplishment of specific goal.

It is argued that an important part of leader’s duty is to result in goal attainment. This activity     is referred to as Path clarification.

 The early path-goal work leaders to the development of a complex theory involving four specific types of leader behaviour, which include directive, supportive and achievement leader.

 The direct leader treats subordinates know what is expected of them, the supportive leader consult with subordinates and use their suggestions and ideas before reaching a decision. The achievement leader set goals, expects the subordinates to perform at the highest level and continually seek improvement in their performance.

The Main Path-Goal Propositions:

The two important propositions are as follow:

Leader behaviour is acceptable and satisfying to extent the subordinates perceive such behaviour as immediate sources of satisfaction or as instrumental to future satisfaction.

(1)          Leader behaviour will be motivated to the extent that makes satisfaction of subordinates’ needs                                               contingent upon effective performance and complements the environment in which the subordinates work by providing the guidance, clarity of directive and rewards necessary for effective performance.

(2)      The theories further state that a leader should increase the number of types of rewards available to the subordinates. In addition, leader should provide guidance and counseling to clarity the means in which these rewards can be obtained.

LEADEWRIP IN ORGANISATION

 Some countries of the world are bless with abundant resources both human and materials which Nigeria is inclusive, but acute problem facing them is poor leadership. These countries need effective and able leaders, who can plan, direct, organize and control these abundant resources.

  Leadership may be defined in terns of the totality of functions performance by executives as individuals and as a group.  Leadership can be generally defined as a process of influence other people to achieve a given goal. It is the willingness of people to follow that makes a person as providing a means of achieving their leaders, wants and other needs for example, Andrew is a taxi driver working for “Saga” Company, he is always unfriendly and uncompromising to passengers.

His boss notices his rude behaviour and makes an official report against him. Andrew was called and cautioned. Several months later, Andrew mellows down his attitude towards his passengers. Although, still not cheerful, he is tolerable. Asked by a friend why he was changed, he

Replied, “I had a good talk with my boss. From the above analysis, Andrew needs relationship. His superior heard about his misbehavior and takes remedial steps. Andrew’s conversation with his boss led to a change in his work behaviour. He was influence by his boss to achieve, which an important objective, which is providing an acceptable service to passengers.

Reasons Why People Comply with their Leaders

 Leadership would have not been possible if people fall to comply with orders, directives, and suggestions of their leaders. An act of leadership is not complete until the person or you are trying to lead actually carry out your order or suggestions.

For example, if you are trying to lead your subordinates to sweep a classroom, your best proof of your leadership is a clean classroom.

People comply with leaders because of the following:

      (1)      Psychological contract

      (2)      Early cultural conditioning

      (3)      Satisfaction of dependency needs

      (4)      Fear of consequences of non-compliance

The Psychological Contract:

   People in an organisasion will definitely obey the leader because of unwritten contract between themselves and the organization. If for example, your company pays you your salary on time, provides you with a pleasant working conditions, give you good opportunities to socialize with other people, you will be willing to comply with many favours the company may seek form you in return. Among these favours are to work hard and increase productivity, compete most assignment on time and be punctual to work. As long as the request of organisasion seems like a reasonable bargain, you will probably comply.

Early Cultural Conditioning:

 Most, if not all culture people are taught early in life to obey constitution authority, Perhaps more so in the past than  today, people in position of authority, such as the teachers, clergy, judges, policemen etc are obeyed out respect to their position.

 People vary greatly in their automatic acceptance of authority. Some individuals are pathologically opposed to accepting authority; others are unnecessarily indifferent to the acceptance of authority. Nevertheless, most people generally accept what they perceive as legitimate authority.

 The concept of legitimate verse illegitimate authority is similar to the psychological contact. People in general obey the authority they perceive as being rational and reasonable.

Satisfaction of Dependency Needs:

 Another normal need is dependency, the desire to have another individual takes responsibility for you and help you in solving your problems. In, personal life we depend on key people such as spouses or parents to satisfy some of our vital needs. Most people find it comforting to depend on the advice and wisdom of a superior. We also find it satisfying to have rules to govern many aspect of our behaviour.  These leaders that help us to satisfy our needs we are likely to obey.        

Fear of the Consequences of Non-compliance:

 Many people obey their leaders because they think that, if they fail to obey, something negative will happen on them. People will obey a leader when he or she is in control of powerful negative sanction.

 One may argue, fear of the consequences of non-compliances one of the reasons people comply with their leaders: Is armed robber a leader? Theoretically, the use of extreme negative sanctions is act of leadership, but it is shortlived. The armed robber may end up in jail or being killed. The organization leads people through coercion will capable subordinates for along time.

Leadership Roles in Groups

 The leadership of a group exerts some influence over the numbers of a group. In the formal group, the leader can legitimately exercise his power, i.e. the leader can reward or punish his members who do not comply with his directives, orders etc.  The leadership role is important factor in both formal and informal groups. The person who becomes an informal group leader is generally viewed as respected and prestigious members who:

(a)    Helps the group in achieving is goals.

(b)    Aids his members in satisfying their needs.

(c)    Embodies the value, motives and aspirations of the group membership.

(d)    Is the choice of group member to represent their viewpoint when interacting with other group leader

(e)    Is a facilitator of group conflict, an initiator of group actions and is concerned with maintain the group as a functioning unit.

 A leader is not able to maintain the respect and prestige as perceive by the group members may be replace by another leader who is more prestigious and worthy of the respect of the group. To remain as a leader in any group a person must have the necessary knowledge and skill needed to help guide the group towards task accomplishment.

The Different Between Managers and Leaders

 The idea that leadership is the same as management is not completely valid. A manager in a formal organization who can also be a leader is responsible and entrusted to carry out certain functions which include:

Planning, organizing, controlling etc.  Leaders exist in formal organisasion. Informal leaders are not formal managers and cannot perfume managerial functions which are required by the organisasion.

 Some of the deference between managers and leaders are as follows:

(1)    Leadership inevitably requires power to influence the thoughts and cations of other people, while manager may use both power and authority to make subordinate comply.

(2)    All managers are leaders but not all leaders are managers but leaders informal groups can be managers.

(3)    Management consist of the rational assessment of a situation and the systematic selection of strategies to achieve these goals, the rational design of organisasion, direction and control of the achieves required of attain the selects purposes. In other words, a manager is a problem solver. Leadership involves practical effort in directing affairs and in fulfilling organisational tasks. Leadership is really managing work other people do.

(4)    It takes neither genus nor heroism to be a manager but rather persistence, tough-mindedness, hard work, intelligence, tolerant and above all good will.

(5)    Attitude towards goals: Managers tent to adopt impersonal if not passive attitude towards goals. Managerial goals arise out of necessary rather than desire. Leader adopts a personal and active attitude towards goals.  They are active, shaping ideas instead of responding to them. Managerial goals are out of necessity.

(6)    Managers tent to see work as enabling process involving some combination of people and ideas, interaction to establish strategies and make decisions.  They negotiate and bargain on one hand and use reward and punishment on the other. Leaders work in the position; develop fresh approaches to long standing problems. Leaders will punishment instead of using motivation.

(7)    Leaders work from high-risk positions, especially where opportunity and reward appear high. Managers instruct for surreal dominates their   needs for risk. The same cannot apply to leaders.

Cultivate Behaviour of Leaders

 The relationship between leaders and followers can be improved greatly id a leader cultivates certain behaviour. This behaviour may include:

(a)    Objectivity

(b)    Empathy

(c)    Awareness

(d)    Self-knowledge

Objectivity: Leaders should try to observe and trace the causes of events without sentiment. Even if they depend greatly on their subordinates and sometimes become emotionally attached to their necessary to be objective in evaluating their performance. Whenever possible, take necessary steps to correct bad   behaviours and encourage good ones. Pay less emphasis on emotion and empathy. A neat balance between objectivity and empathy is very hard to achieve, but plays its own roles effective leadership.

 To cultivate objectivity by teaching one’s self to analyse before embarking on any action, a leader a strong determination.

 With a strong willpower leader may overcome wrong judgment, anger and undue exuberance.

Empathy: According to Webster empathy is defined as the imaginative projection of one’s consciousness into another being.

 Empathy can be viewed as the ability to share another person’s feelings. Leaders without empathy often their subordinates have the same values, objective and ambition, like them. This wrong assumption often makes leaders to provide their subordinates with benefits they cherish themselves. A leader must to understand the feelings, values and attitudes of their followers both at working place and outside their work.

Awareness: Most leaders seem to be more concerned with their routine jobs than to appreciate what they can do to be better managers and leaders. If managers can be aware of the factors that make them to be effective leaders and the way in which styles are contingent on a range of situational consideration, they ca be better managers and leaders.

 The theories and researches of leadership are very large that no leader can comprehend them. But there is no reason why any leader should not understand the essentials of motivation and leadership theories.

And also a leader should be able to apply these theories to practice.

Self-knowledge: Some leaders are not wearing of why they behave as they do and also what they do to attract some response, lack of response and hostility from other people. It is not possible to be objective without self-knowledge. The truth of the matter is what some people offend others unknowingly by their habitual attitude, words or actions. This may be intentional or unintentional. Leaders and managers should know the effects of their attitudes and actions on other, so they can correct those that show negative responses. This will enable them to cultivate favorable self-knowledge about their environment.

The Basis for Power and Authority of a Leader

  Power includes all the personal and positional attributes that enable a leader to influence his followers and authority is the power a person has by virtue of his superior position. Followers normally accord authority to managers and leaders who occupy higher hierarchical positions. This authority is a certain extent unrelated to the particular person who occupies the position. Authority would arise even though the occupant of the position does not have the personal and motivate the subordinates is largely base on the perceived power of the leader. Then power a leader may possess as identified by French and Raven are as follows:

(a)    Coercive power

(b)    Expert power

(c)    Referent power

(d)    Reward  power  

(e)    Legitimate power

Coercive Power: This is the type of power is base on fear. The subordinate in this case, are afraid the failing to comply with the other request from the leaders may result in some form of punishment, a reprimand and social ostracism from their group. Base on this, they obey and comply with their leaders.

Expert Power: This power is base on a special skill, expertise and knowledge of a leader. A leader is able to lead because the followers perceive him as having skill and expertise which supersede their own.

Referent Power:  This type of power is base on a attractiveness and appeal. A leader who is admired because of certain qualities he has, possess referent power. This type of power is often known as charisma.

Reward Power: This is related to expectation of receiving praise recognition etc for compliance with leader’s request.

 Generally, power includes the personal and positional attributes which form the basis for influence other persons. The ability to influence, persuade and motivate followers is base is largely on the perceived power of that person.

Authority

 The authority is power resulting from position an individual is occupying. According to Max Weber, authority and bureaucratic organisasion are the most ration way of carrying out imperative control over human race. In this case, a distribution should be made between the positions that make up the structure of authority.

Authority exists regardless of a person who occupies the position.

Organisasion of a position follows the principles of hierarchy in which people at lower hierarchy are subjected to the control of people on higher hierarchy.

Delegation of Authority

 Another issue which mangers should consider when designing an organisasion structure is delegation of authority, which means decentralisation of authority. This means giving the manager or leader right to make decision without getting approval from higher office.

 The following facts are partially agreed upon why organization should be decentralised:

(1)   Some people assume that it encourage development of professional managers. Since decision making authority is invited on the manager at lower hierarchy.

(2)   It helps the mangers to adapt and improve themselves if they are to grow I the company.

(3)   It motivates the managers, since it involves them in making certain decisions that affect them.

Principle of Delegation

 Unless these principles are carefully observed delegation may be infective, and may result in the failure of organization, which may seriously impede the managerial process.

 These are as follows:

(1)   Principle of Delegation By Result Expected:    

Since authority is intended to furnish manager with tools to accomplish organizational                                                objectives, the authority delegation to individual managers should be adequate to enable them     accomplish result expected. Delegation by result expected implies that goals have been set and plan made, and these are communicated to the subordinates. Base on these subordinates will then work towards accomplishing these goals.

(2) Principle of Functional Definition:

     To develop an organization, departments and activities must be grouped in such a way to enable the mangers of each department have authority to co-ordinate their activities. The principles state that, the more a person has a clear definition of results expected activities to be undertaken, the more adequately the individual can work hard towards goals accomplishment of the given organisasion.

(3)Scalar Principle: This refers to chain of direct authority relationship from superior to subordinate throughout the organization. The clearer the line of authority from the top manger to lowest subordinate, the more effective will decision making and organisational communication will be.

(4) Principle of Unity of Command: The more completely an individual has a reporting relationship to a single superior, the less the problem of conflict in giving instruction and greater is the feeling of personal responsibility for the results.

 The principle states, it is not possible for a subordinate to take order from two or more superior as the same time. There are practical difficulties in serving two masters at the same time.

Span of Control

 This refers to as number of persons a leader or manager can control at a giving time. The organisational structure is designed in a way to make co-ordination of activities possible. How many persons can be effectively controlled by a leader? This is a tough question facing business managers. Most who led people of Israel out of Egypt was busy from morning to night counseling his people. Suggestion was given to him, to appoint rules to help him, in this regard.

  According to lan Hamiton, a British Heneral a span of control should range from three to six persons. He conluded that three person could keep an officer busy while six would probably keep an office very business.