Interpersonal and Group Processes and Characteristics, Part 14

Question 1: Managers and leaders both possess authority that requires or inspires others to follow them. Discuss some of the similarities and differences between management and leadership.

Answer 1: Examining similarities and differences between leadership and management is something of a chicken- egg question. Leaders need managers, and managers need leaders. They share certain characteristics, most obviously authoritative responsibility, but their specific roles are ultimately different. Management primarily deals with structure, and leadership primarily deals with change. Management inherits a vision for the future from a leader, and sets about creating and fine- tuning a structure to make it operational. It can be said that if leadership deals with the ideal, management deals with the very real. Conflict, obstacles, insufficient resources, information loss, miscommunication, staffing, coordinating departments or work teams are all the work of managers. Leaders are the visionaries who see the ‘big picture’, if not the details. They not only visual what can be, but how it can happen; they are strategists and communicators who breathe life into their visions by inspiring followings to fall in line.

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Question 2: Charismatic and transformational leadership styles both involve large, inspiring personalities who lead their trusting followers with absolutely confidence. Compare these two types of leadership.

Answer 2: On the surface, charismatic and transformational leadership styles seems to share much in common. Both are inspiring and visionary, projecting images of concern for others, righteous action, and high ethical standards. However, upon closer examination, both charismatic and transformational leaders are, at base, salespeople whose product is themselves. Charismatic leaders are mirrors who project the images followers demand, and have no problem with switching from one image to another, even when they are mutually exclusive. Their ultimate goal is to draw as much power to themselves for their own use as possible. Transformational leaders are passionate and committed. While charismatic leaders can be narcissists, transformational leaders are driven by what they believe is best for all concerned; however, many find belief itself to be equivalent to truth, and can lead followers astray because they cannot see the difference between their own visionary beliefs and external evidence to the contrary.

Question 3: Trait theory attempts to define what makes a good leader based upon the presence of certain personality characteristics. Recently, researchers have begun to give attention to emotional intelligence (IE) as a desirable trait. Explain what emotional intelligence is, and discuss why it may be an important component to trait theory.

Answer 3: Trait theory has tried (and often failed) or define great leadership in terms of certain personality traits or characteristics. While the 80 or so characteristics repeatedly surfaced in a wide range of studies, there was very little crossover from study to study. The Big Five framework gave a broader structure, and allowed types of personality traits to be subsumed under five umbrella categories. More recent research suggests that leaders who have traits from these categories, such as innovative ideas, an ability to think analytically, a substantial vision for the future, and considerable specific training, might fail to become a leader without the addition of emotional intelligence. Emotional intelligence allows a potential leader to empathize with the needs of others, ‘hear’ what they are trying to say even when it is not clearly stated, and react in such a way that followers feel understand and appreciated.

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