Leadership and Management: Understanding the Key Difference - PDF

 LAW ENFORCEMENT ADMINISTRATION  CHARACTER FORMATION 2 WITH LEADERSHIP, DECISION MAKING, MANAGEMENT & ADMINISTRATION  DEFINE AND IDENTIFY THE THEORIES, CHARACTERISTICS, AND PRINCIPLES OF LEADERSHIP, LEADERSHIP AND MANAGEMENT STYLES, LEADERS AND MANAGERS QUALITIES, LEADERSHIP AND...

 LAW ENFORCEMENT ADMINISTRATION  CHARACTER FORMATION 2 WITH LEADERSHIP, DECISION MAKING, MANAGEMENT & ADMINISTRATION  DEFINE AND IDENTIFY THE THEORIES, CHARACTERISTICS, AND PRINCIPLES OF LEADERSHIP, LEADERSHIP AND MANAGEMENT STYLES, LEADERS AND MANAGERS QUALITIES, LEADERSHIP AND MANAGEMENT  What is Leadership? Leadership is the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization. NATURE AND IMPORTANCE OF LEADERSHIP AND MANAGEMENT Leadership is a skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. It is the action of leading a group towards a common goal. People who lead have three common attributes: They inspire others to share their vision. They motivate others to act on that vision. They encourage others and help them overcome obstacles in pursuit of that vision.  WAYS TO DEFINE LEADERSHIP The pursuit of bettering your environment. Leadership should be the humble, authentic expression of your unique personality in pursuit of bettering whatever environment you are in. Knowing your team and yourself well. Leadership is about playing to strengths and addressing weaknesses in the most productive and efficient way possible. It's about knowing your team and yourself, and doing your best job to set both up for success.  WAYS TO DEFINE LEADERSHIP Giving people the tools to succeed. Leadership is serving the people that work for you by giving them the tools they need to succeed. Your workers should be looking forward to the customer and not backwards, over their shoulders, at you. Open, authentic and positive influence. Leadership comes from influence, and influence can come from anyone at any level and in any role. Being open and authentic, helping to lift others up and working toward a common mission, build influence.  WAYS TO DEFINE LEADERSHIP Clarity, confidence and courage. A leader is someone who has the clarity to know the right things to do, the confidence to know when she's wrong, and the courage to do the right things even when they're hard. Building consensus and common goals. Leadership styles differ, but at the core, good leaders make the people they are leading accomplish more than they otherwise would.  WAYS TO DEFINE LEADERSHIP Being the solution to problems. Leadership is the ability to see a problem and be the solution. So many people are willing to talk about problems or can even empathize, but not many can see the problem or challenge and rise to it. Helping others achieve the impossible. Leadership is the ability to help people achieve things they don't think are possible. Leaders are coaches with a passion for developing people, not players; they get satisfaction from achieving objects through others.  WAYS TO DEFINE LEADERSHIP Building the next generation of leaders. A leader is someone who builds their team, mentors them and then advocates for them. Building followership. Being a leader means building followership. Your primary responsibility is how you can inspire those around you to support a larger agenda under your direction and vision.  WAYS TO DEFINE LEADERSHIP Actively listening. Leadership is about three things: to listen, to inspire and to empower. Leadership tried to learn to do a much better job of listening actively — making sure they really understand the other person's point of view, learning from them, and using that basis of trust and collaboration to inspire and empower.  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 five important functions of management: planning, organizing, leading, staffing and controlling.  DISTINCTIONS BETWEEN MANAGEMENT AND LEADERSHIP Activity Management Leadership Creating an Planning and budgeting. Establishing detailed Establishing direction. Developing a agenda steps and timetables for achieving/ needed vision of the future, often the distant results; allocating the resources necessary to future, and strategies for producing the make those needed results happen. changes needed to achieve that vision. Developing a Organizing and staffing. Establishing some Aligning people. Communicating the human network structure for accomplishing plan requirements, direction by words and deeds to all those for achieving the staffing that structure with individuals, delegating whose cooperation may be needed -to - agenda responsibility and authority for carrying out the influence the creation of teams and plan, providing policies and procedures to help coalitions that understand the vision and guide people, and creating methods or systems strategies and accept their validity. to monitor implementation. Executing Plans Controlling and problem solving. Monitoring Motivating and inspiring. Energizing results vs. plan in some details. Identifying people to overcome major political, deviations, and then planning and organizing to bureaucratic and resource barriers. solve this problem  Leadership vs Management: Understanding The Key Difference Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. (Simplilearn.com)  Leaders and Managers Distinguished Managers are appointed. They have legitimate power that allows them to reward and punish. Their ability to influence derives from the formal authority inherent in their positions. In contrast, leaders may either be appointed or they may emerge from within a group. Leaders can influence others to perform beyond the actions dictated by formal authority.  Leaders and Managers Distinguished Should managers be leaders? Conversely, should leaders be managers? Since no one has yet been able to demonstrate that leadership ability is a handicap to a manager, we can state that all managers should ideally be leaders. However, not all leaders have managerial skills. Hence, not all should hold managerial positions. Given that all managers should be leaders, we will pursue the subject from a managerial perspective.  Leaders and Managers can be compared on the following basis: Basis Manager Leader A person becomes a manager A person becomes a leader on Origin by virtue of his position. basis of his personal qualities. Manager has got formal rights Formal Rights are not available to a in an organization because of Rights leader. his status. The subordinates are the The group of employees whom the Followers followers of managers. leaders leads are his followers. A manager performs all five Leader influences people to work Functions functions of management. willingly for group objectives. Stability It is more stable. Leadership is temporary.  Basis Manager Leader Mutual All leaders are not All managers are leaders. Relationship managers. Manager is accountable for self Leaders have no well- Accountability and subordinates behavior and defined accountability. performance. A leader’s concern is A manager’s concern is Concern group goals and organizational goals. member’s satisfaction. People follow manager by People follow them on Followers virtue of job description. voluntary basis. A manager can continue in A leader can maintain his Role office till he performs his duties position only through day continuation satisfactorily in congruence to day wishes of with organizational goals. followers. LEADERSHIP AND MANAGEMENT STYLES Theories on what constitutes effective leadership evolve over time. One theory that has received a lot of attention in the last decade contrasts two leadership styles: transactional and transformational. transactional leaders exercise authority based on their rank in the organization. They let subordinates know what’s expected of them and what they will receive if they meet stated objectives. They focus their attention on identifying mistakes and disciplining employees for poor performance. Transformational leaders mentor and develop subordinates, providing them with challenging opportunities, working one-on-one to help them meet their professional and personal needs, and encouraging people to approach problems from new perspectives. They stimulate employees to look beyond personal interests to those of the group. The third management function is leading—providing focus and direction to others and motivating them to achieve organizational goals. As owner and president, you might think of yourself as an orchestra leader. You have given your musicians (employees) their sheet music (plans). You’ve placed them in sections (departments) and arranged the sections (organizational structure) so the music will sound as good as possible. Now your job is to tap your baton and lead the orchestra so that its members make beautiful music together. Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. The three major styles of leadership are: 1.Authoritarian or autocratic 2.Participative or democratic 3.Delegative or Free Rein AUTHORITARIAN OR AUTOCRATIC  This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when one has all the information to solve the problem, one is short on time, and ones employees are not motivated.  The authoritarian style should normally only be used on rare occasions. If one have the time and want to gain more commitment and motivation from other employees, then one should use the participative style. CHARACTERISTICS  In this style of leadership, a leader has complete command and hold over their employees/team.  Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders.  They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager.  It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group.  High degree of dependency on the leader  Leader does not consult employees for input  Subordinates expected to obey orders without explanations  Motivation provided through structured rewards and punishments  Employees are expected to obey without receiving any explanation.  Given the power to make decisions alone, having total authority.  Closely supervises and controls people when they perform certain tasks. WHEN TO USE AUTOCRATIC  New, untrained employees  Employees are not motivated  Employees do not respond to any other leadership style  High-volume production needs  Limited time for decision making  Manager’s power is challenged by an employee ADVANTAGES  Provides strong motivation to the followers.  Quick decision is possible.  Less talented followers can perform the job.  Followers need not take any decision. DISADVANTAGES  Negative motivation approach  Frustration, low morale & conflict develop  New ideas of followers will not have scope PARTICIPATIVE OR DEMOCRATIC  This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority.  This is normally used when one has part of the information, and ones employees have other parts. Note that a leader is not expected to know everything -- this is why one employs knowledgeable and skillful employees.  The leaders invite and encourage the team members to play an important role in the decision-making process, though the ultimate decision-making power rests with the leader.  Style of leadership in which the leader involves subordinates in goal setting, problem solving, team building etc., but retains the final decision making authority.  Involves a team guided by a leader where all individuals are involved in the decision- making process to determine what needs to be done and how it should be done. CHARACTERISTICS Requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision Employees like the trust they receive. Recognizes and encourages achievement. Includes one or more people in the decision making process of determining what to do and how to do it. Maintains the final decision making authority. CHARACTERISTICS Requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision Employees like the trust they receive. Recognizes and encourages achievement. Includes one or more people in the decision making process of determining what to do and how to do it. Maintains the final decision making authority. WHEN TO USE DEMOCRATIC To keep employees informed To encourage employees to share in decision-making and problem-solving To provide opportunities for employees to develop a high sense of personal growth and job satisfaction Complex problems that require a lots of input To encourage team building and participation ADVANTAGES  Consultation gives satisfaction to the followers.  Due recognition is given to followers.  Followers are aware of activities in the organization  A leader can improve his decision making capacity.  Help employees evaluate their own performance  Allows employees to establish goals  Encourages employees to grow on the job and be promoted  Recognizes and encourages achievement  Can produce high quality and high quantity work for long periods of time DISADVANTAGES  Decentralization of power is used only when consultation is made for taking a decision.  Due recognition is given to followers.  Followers can dominate the leader.  A leader can easily shift his responsibility to followers DELEGATIVE OR FREE REIN (The Laissez Faire Leadership Style)  Laissez-faire is a French phrase meaning “let do”  Also known as the “hands-off” style  In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made.  Here, the leader totally trusts their employees/team to perform the job themselves.  This is not a style to use so that one can blame others when things go wrong, rather this is a style to be used when one fully trust and confidence in the people below one. However, individuals should not be afraid to use it, however, use it wisely.  A free rein leader does not lead, but leaves the group entirely to itself such a leader allows maximum freedom to subordinates, i.e. they are given a free hand in deciding their own policies and methods. CHARACTERISTICS Little or no direction Gives followers as much freedom as possible All authority or power is given to the followers Followers must determine goals, make decisions, and resolve problems on their own. Allows people to make their own decisions. Leader is still responsible for the decisions that are made. This style allows greater freedom and responsibility for people. WHEN TO USE LAISSEZ-FAIRE  Can be very useful in businesses where creative ideas are important  Employees are highly skilled, experienced, and educated  Employees have pride in their work and the drive to do it successfully on their own  Outside experts, such as staff specialists or consultants are being used  Employees are trustworthy and experienced ADVANTAGES Morale and job satisfaction of followers. The talent of followers is properly used The followers get full opportunity to use talent. DISADVANTAGES The leader does not care to motivate his followers The contribution of a leader is nothing The leader does not support the followers  CONCLUSION A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include:  Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee.  Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team.  CONCLUSION  Using a delegative style with a worker who knows more about the job than one. One cannot do everything. The employee needs to take ownership of their job.  Using all three: Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedures (delegative). OTHER LEADERSHIP STYLES:  OTHER LEADERSHIP STYLES: BUREAUCRATIC LEADERSHIP  Here the leaders strictly adhere to the organizational rules and policies.  Manages “by the book”  Everything must be done according to procedure or policy Leader = Police Officer (enforces the rules)  OTHER LEADERSHIP STYLES: WHEN TO USE BUREAUCRATIC  Performing routine tasks  Use of dangerous or delicate equipment  Need for standards/procedures  Safety or security training being conducted  Tasks that require handling cash  OTHER LEADERSHIP STYLES: CHARISMATIC LEADERSHIP  The guidance provided to an organization by one or more individuals seen as heroic or inspiring and who have therefore been granted the organizational power to make dramatic changes and extract extraordinary performance levels from its staff. For example, a business manager imbued with charismatic leadership could be enlisted to orchestrate a turnaround or launch a new product line. a. Leads by creating energy and eagerness in people. b.Leader is well liked and inspires people. c. Appeals to people’s emotional side.  OTHER LEADERSHIP STYLES: SERVANT LEADERSHIP  The highest priority of this leader is to encourage, support and enable people to fulfill their full potential and abilities.  Helps people achieve their goals.  Works for the people.  FORMAL & INFORMAL LEADERSHIP Formal leadership  Occurs when a manager leads by exercising formal authority.  Any employee who is assigned a managerial position has the opportunity and responsibility to exercise formal leadership. Informal leadership  Arises when a person without formal authority is influential to others. CHARACTERISTICS AND QUALITIES OF A LEADER AND A MANAGER  SUGGESTED QUALITIES OF LEADERSHIP  Talent and technical/specific skill.  Initiative and entrepreneurial drive.  Charismatic inspiration—attractiveness to others and the ability to leverage this esteem to motivate others.  Preoccupation with a role - A dedication that consumes much of a leader's life. Service to a cause.  A clear sense of purpose clear goals; focus; commitment.  Results-orientation - Directing every action towards a mission. Prioritizing activities to spend time where results most accrue.  Cooperation - Works well with others.  SUGGESTED QUALITIES OF LEADERSHIP  Optimism - Very few pessimists become leaders.  Rejection of determinism - Belief in one's ability to "make a difference".  Ability to encourage and nurture those that report to them - Delegates in such a way as people will grow.  Role models - Leaders may adopt a persona that encapsulates their mission and lead by example.  Self-knowledge.  Self-awareness - The ability to "lead" one's own self prior to leading others.  Understanding what others say, rather than listening to how they say things.  The approach of listing leadership qualities, often termed "trait theory,” assumes that certain traits or characteristics lead to effective leadership. Although trait theory has an intuitive appeal, difficulties may arise in proving its tenets, and critics frequently challenge this approach.  trait theory proposes that the leader and leaders' traits are central to an organization's success. The assumption here is that finding people with the right traits will increase organizational performance. Everybody defines leadership differently but according to John C Maxwell who defines leadership as, “A leader is one who knows the way, goes the way, and shows the way.” Irrespective of how you define a leader, he or she can prove to be a difference maker between success and failure.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS 1. Honesty and integrity 2. Confidence 3. Inspire Others 4. Commitment and Passion 5. Good Communicator 6. Decision Making Capabilities 7. Accountability 8. Delegation and Empowerment  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS 9. Creativity and Innovation 10. Empathy 11. Resilience 12. Emotional Intelligence 13. Humility 14. Transparency 15. Vision and Purpose  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Honesty and Integrity The 34th President of United States, Dwight. D. Eisenhower once said, “The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” Honesty and integrity are two important ingredients which make a good leader.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Confidence To be an effective leader, you should be confident enough to ensure that other follow your commands. If you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you have to be oozing with confidence, show some swagger and assertiveness to gain the respect of your subordinates.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Inspire Others  Probably the most difficult job for a leader is to persuade others to follow. It can only be possible if you inspire your followers by setting a good example. When the going gets tough, they look up to you and see how you react to the situation. If you handle it well, they will follow you. As a leader, they should think positive and this positive approach should be visible through your actions. As John Quincy Adams puts it, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Commitment and Passion Your teams look up to you and if you want them to give them their all, you will have to be passionate about it too. When your teammates see you getting your hands dirty, they will also give their best shot. It will also help you to gain the respect of your subordinates and infuse new energy in your team members, which helps them to perform better.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Good Communicator Until you clearly communicate your vision to your team and tell them the strategy to achieve the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable to communicate your message effectively to your team, you can never be a good leader.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Decision-Making Capabilities Apart from having a futuristic vision, a leader should have the ability to take the right decision at the right time. Decisions taken by leaders have a profound impact on masses. A leader should think long and hard before taking a decision but once the decision is taken, stand by it.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Accountability  When it comes to accountability, you need to follow the approach highlighted by Arnold H Glasow when he said, “A good leader takes little more than his share of the blame and little less than his share of the credit.” Make sure that every one of your subordinates is accountable for what they are doing. If they do well, give them a pat on the back but if they struggle, make them realize their mistakes and work together to improve.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Delegation and Empowerment You cannot do everything, right. It is important for a leader to focus on key responsibilities while leaving the rest to others. If you continue to micromanage your subordinates, it will develop a lack of trust and more importantly, you will not be able to focus on important matters, as you should be.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Creativity and Innovation What separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers this question this way, “Innovation distinguishes between a leader and a follower.” Creative thinking and constant innovation is what makes you and your team stand out from the crowd.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Empathy  Leaders should develop empathy with their followers. Unfortunately, most leaders follow a dictatorial style and neglect empathy altogether. Due to this, they fail to make a closer connection with their followers.  Understanding the problems of your followers and feeling their pain is the first step to become an effective leader. Even that is not enough until you work hard and provide your followers with the suitable solution to their problems.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Resilience  When the going gets tough, the tough gets going. You might have heard this adage many times, but did you know that great leaders also follow this rule. Irrespective of how difficult the circumstances might be, you will find them rallying their followers. While most people are busy in complaining about the problems, great leaders always focus on solutions, not the problems.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Emotional Intelligence  Good leaders always have higher influence but how do they increase their influence on the point where people accept what they say. They do this by connecting with people emotionally. That is where emotional intelligence comes into play. Here are some of the reasons why a leader should be emotionally intelligent. Manage emotions effectively Better social awareness Seamless communications Conflict Resolution  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Emotional Intelligence cont…  Moreover, emotionally intelligent leaders are great at understanding the emotions and care about the feelings of others.  That is not all, leaders who have this leadership quality not only handles conflict in a better way but also play an important role in conflict resolution  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Humility “Pride makes us artificial and humility makes us real.”—Thomas Merton  A good leader is always selfless and always think about his or her followers. That is why the leadership styles most great leaders adopt put lots of emphasis on problem-solving and team dynamics instead of focusing on self-promotion.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Transparency  One of the best ways to win the trust of your followers is by being transparent. Instead of hiding information, you should openly share it with them.  By giving visibility to your followers, they will buy into your vision and support you with conviction in achieving the goal.  LEADERSHIP QUALITIES THAT MAKE GOOD LEADERS Vision and Purpose  “Good leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”—Jack Welch  Good leaders always have a vision and purpose. They not only visualize the future themselves but also share their vision with their followers. When their followers were able to see the big picture, they can see where they are heading.  OTHER TRAITS OF AN EXCEPTIONAL LEADER INCLUDE:  Proactive vs. Reactive - The exceptional leader is always thinking three steps ahead and works to master his/her environment with the goal of avoiding problems before they arise.  Flexible/Adaptable - How one handles oneself in unexpected or uncomfortable situations…  OTHER TRAITS OF AN EXCEPTIONAL LEADER INCLUDE:  Respectful - An officer should show respect to those who elected him/her to the position. Showing others respect will ultimately bring respect.  Enthusiastic - Excitement is contagious. When a leader is motivated and excited about the organization, the group will follow his/her lead.  Open-Minded - Work to consider all options when making decisions. A strong leader will evaluate input/constructive criticism from all stakeholders and work for the betterment of the organization as a whole.  OTHER TRAITS OF AN EXCEPTIONAL LEADER INCLUDE: Resourceful - As a leader you must utilize the resources available to you and the organization. Rewarding - An exceptional leader will recognize the efforts of other officers/members and positively reinforce those actions. We all enjoy being recognized for our actions! Well Educated - Knowledge is power. Work to be the officer who is well educated on the organization.  OTHER TRAITS OF AN EXCEPTIONAL LEADER INCLUDE:  Open to Change - A leader will take into account all points of view and will be willing to change a policy, program, or tradition that is outdated, or no longer beneficial to the organization as a whole.  Interested in Feedback - How do your members feel about your performance as a leader? How can you serve the members of the organization better? These are important questions that a leader needs to constantly ask.  OTHER TRAITS OF AN EXCEPTIONAL LEADER INCLUDE: Evaluative - Evaluation of events and programs is essential for an organization to improve and progress. An exceptional officer will constantly evaluate and change programs and policies that are not working. Organized - Are you prepared for meeting events and confident that other officers are prepared and organized as well?  OTHER TRAITS OF AN EXCEPTIONAL LEADER INCLUDE:  Consistent - As an officer, you need the confidence and respect of the organization members. Members must have confidence that their opinions and thoughts will be heard and taken into consideration.  Delegator - An exceptional leader realizes that he cannot accomplish everything on his own. He will know the talents and interests of his members, thus delegating tasks accordingly. Be sure to be inclusive of all members.  LEADERSHIP QUALITIES OF A MANAGER What qualities are most important for a manager to be an effective leader? It's a question often asked and one that makes us sit back and think. LEADERSHIP QUALITIES OF A MANAGER  LEADERSHIP QUALITIES OF A MANAGER  INSPIRES A SHARED VISION An effective leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project.  LEADERSHIP QUALITIES OF A MANAGER A GOOD COMMUNICATOR Managers who are great communicators are good listeners. They allow time for others to speak. They have a clear understanding of the organization’s vision and share it with the people in their team in a way that motivates them. They keep their team up-to-date on what’s happening in the organization.  LEADERSHIP QUALITIES OF A MANAGER  INTEGRITY One of the most important things a leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of leaders.  LEADERSHIP QUALITIES OF A MANAGER  ENTHUSIASM Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us hundred of reasons why something can't be done.  LEADERSHIP QUALITIES OF A MANAGER  COMPETENCE Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the leader's technical abilities in the core technology of the business. As management continues to be recognized as a field in and of itself, leaders will be chosen based on their ability to successfully lead others rather than on technical expertise,  LEADERSHIP QUALITIES OF A MANAGER  ABILITY TO DELEGATE TASKS Trust is an essential element in the relationship of a leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.  LEADERSHIP QUALITIES OF A MANAGER COOL UNDER PRESSURE When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity.  LEADERSHIP QUALITIES OF A MANAGER  TEAM-BUILDING SKILLS A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation.  LEADERSHIP QUALITIES OF A MANAGER PROBLEM SOLVING SKILLS Although an effective leader is said to share problem-solving responsibilities with the team, we expect our leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now opportunities," and not much concern with how others have performed them. (Kouzes 1987)