Traits of managers and leaders

Traits of "Managers" and "Leaders"

These comparisons were developed from many sources.

Manager Traits . . .	Leader Traits . . .
Doesn't insure imagination, creativity, or ethical behavior	Uses personal power to influence the thoughts and actions of others.
Rationally analyzes a situation, developing systematic selection of goals and purposes (what is to be done).	Intuitive, mystical understanding of what needs to be done.
Directs energy toward: goals, resources, organization structure, determining the problems to be solved	Directs energy toward guiding people toward practical solutions.
Perpetuates group conflicts.	Works to develop harmonious interpersonal relationships.
Becomes anxious when there is relative disorder.	Works best when things are somewhat disorderly or chaotic.
Uses their accumulation of collective experience to get where they are going.	Often jumps to conclusions, without a logical progression of thoughts or facts.
Innovates by 'tinkering' with existing processes	Innovates through flashes of insight or intuition.
Sees the world as relatively impersonal and static (black and white).	Sees the world as full of color, and constantly blending into new colors and shapes.
Influences people through the use of logic, facts and reason.	Influences people through altering moods, evoking images and expectation.
Views work as an enabling process, involving a combination of ideas, skills, timing and people.	Views work as developing fresh approaches to old problems, or finding new options for old issues.
Views work as something that must be done or tolerated.	Views work as something challenging and exciting.
Has an instinct for survival; seeks to minimize risks and tolerate the mundane.	Sometimes reacts to the mundane and routine as an affliction.
Has a low level of emotional involvement in their work.	Takes in emotional signals from others, making them mean something in the relationship with an individual; often passionate about their work.
Relates to people by the role they play in a sequence or in a decision�making process.	Relates to people in intuitive and empathic ways.
Focuses on how things need to be done.	Focuses on what needs to be done, leaving decisions to people involved.
Focuses attention on procedure.	Focuses on the decision to be made.
Communicates with subordinates indirectly, using 'signals'.	Communicates through 'messages' heightening the emotional response.
Once�born; their lives have been most straight�forward and predictable, takes things for granted.	Twice�born; their lives have not always been easy, often marked by some struggle to attain a sense of order; does not take things for granted.
Sees themselves as conservators and regulators of an existing order of affairs; belongs to the organization; believes in duty and responsibility to their organization.	Sees themselves as separate from their environment; may work in organizations but never belong to them; searches for opportunities for change.
Sees themselves as an integral part of their social structure and social standard	Sees themselves as a constantly evolving human being, focusing more inwardly than outwardly.
Develops themselves through socialization, seeking to maintain the balance of social relations.	Develops themselves through personal mastery, struggling for psychological and social change.
Finds harmony in living up to society's, company's and family's expectations.	Finds self-esteem through self-reliance and personal expression.
Forms moderate and widely distributed personal attachments with others.	Forms intensive one�on�one relationships, which may be of short duration; often has mentors.
Feels threatened by open challenges to their ideas, are troubled by aggressiveness.	Able to tolerate aggressive interchanges, encouraging emotional involvement with others.