Managers and Leaders

Managers and leaders are two very different types of people. Managers' goals arise out of necessities rather than desires; they excel at defusing conflicts between individuals or departments, placating all sides while ensuring that an organization's day-to-day business is done. Leaders, on the other hand, adopt personal, active attitudes toward goals. They look for the opportunities and rewards that lie around the corner, inspiring subordinates and firing up the creative process with their own energy. Their relationships with employees and coworkers are intense, and their working environment is often chaotic
Managers are problem solvers in which they focus on goals, resources, organization structures, or people. They often ask questions about what problems have to be solved, and what are the best ways to achieve results so that people will continue to contribute to this organization. They are persistent, tough-minded, hardworking, intelligent, analytical, and tolerant and have goodwill toward others.
Leaders are perceived as brilliant, but sometimes lonely. They achieve control of themselves before they try to control others. In addition, they can visualize a purpose and generate value in work. In addition, they are imaginative, passionate, non-conforming risk-takers.
Managers and leaders have very different attitudes toward goals.
Managers adopt impersonal, almost passive, attitudes toward goal. They decide upon goals based on necessity instead of desire and are therefore deeply tied to their organization's culture and tend to be reactive since they focus on current information.
Leaders tend to be active since they envision and promote their ideas instead of reacting to current situation. They like to shape ideas instead of responding to them. Also, they have a personal orientation toward goals and provide a vision that alters the way people think about what is desirable, possible, and necessary.
Now let us look at managers and leaders' conceptions of work.