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.

Managing Conflict

Managing Conflict

There are five steps to managing conflict. These steps are:
Analyze the conflict
Determine management strategy
Pre-negotiation
Negotiation
Post-negotiation

Step 1: Analyze the conflict.
The first step in managing conflict is to analyze the nature and type of conflict. To do this, you'll find it helpful to ask questions.

Answers may come from your own experience, your partners or local media coverage. You may want to actually interview some of the groups involved. Additional information regarding analyzing conflicts can be found in the Guide to Information and Resources.

Step 2: Determine management strategy.
Once you have a general understanding of the conflict, the groups involved will need to analyze and select the most appropriate strategy. In some cases it may be necessary to have a neutral facilitator to help move the groups toward consensus.

Conflict Management Strategies
Collaboration
Compromise
Competition
Accommodation
Avoidance

Collaboration - This results from a high concern for your group's own interests, matched with a high concern for the interests of other partners. The outcome is "win/win." This strategy is generally used when concerns for others are important. It is also generally the best strategy when society's interest is at stake. This approach helps build commitment and reduce bad feelings. The drawbacks are that it takes time and energy. In addition, some partners may take advantage of the others' trust and openness. Generally regarded as the best approach for managing conflict, the objective of collaboration is to reach consensus. (See the Building Local Partnerships guide for more information about consensus.)

Compromise - This strategy results from a high concern for your group's own interests along with a moderate concern for the interests of other partners. The outcome is "win some/lose some." This strategy is generally used to achieve temporary solutions, to avoid destructive power struggles or when time pressures exist. One drawback is that partners can lose sight of important values and long-term objectives. This approach can also distract the partners from the merits of an issue and create a cynical climate.

Competition - This strategy results from a high concern for your group's own interests with less concern for others. The outcome is "win/lose." This strategy includes most attempts at bargaining. It is generally used when basic rights are at stake or to set a precedent. However, it can cause the conflict to escalate and losers may try to retaliate.

Accommodation - This results from a low concern for your group's own interests combined with a high concern for the interests of other partners. The outcome is "lose/win." This strategy is generally used when the issue is more important to others than to you. It is a "goodwill gesture." It is also appropriate when you recognize that you are wrong.The drawbacks are that your own ideas and concerns don't get attention. You may also lose credibility and future influence.

Avoidance -This results from a low concern for your group's own interests coupled with a low concern for the interests of others. The outcome is "lose/lose." This strategy is generally used when the issue is trivial or other issues are more pressing. It is also used when confrontation has a high potential for damage or more information is needed. The drawbacks are that important decisions may be made by default.