My friend and colleague read my blog and sent me another email elaborating on the Harvard Business Review on Leadership:
"Here’s a bit more that struck me from the essay, written by Abraham Zaleznik, Professor of Leadership emeritus at Harvard, called “Managers and Leaders: Are they Different?” Published in the “Harvard Business Review on Leadership” Harvard Business School Press, 1998
“Managers tend to adopt impersonal, if not passive, attitudes towards goals. Managerial goals arise out of necessities rather than desires and, therefore, are deeply embedded in their organization’s history and culture.”
“Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction a business takes. The net result of this influence changes the way people think about what is desirable, possible and necessary.”
“Managers relate to people according to the role they place in a sequence of events or in a decision making process, while leaders, who are concerned with ideas, relate in more intuitive and empathetic ways. The distinction is simply between a manager’s attention to how things get done and a leader’s to what the events and decisions mean to participants.”
“One often hears leaders referred to with adjectives rich in emotional content. Leaders attract strong feelings of identity and difference.”
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