The manager focuses on system and structure; leader focuses on

people
One of the characteristic between Manager and Leader is The
manager focuses on system and structure; leader focuses on people. From
the statement, the system and structure means that the formal patterns of
how people and jobs are grouped together in an organization. Meanwhile, the
people of course are the organization members and stakeholders. Actually,
the people also include in system and structure (search on google)
Why important to focus on people?
Nowadays, the people are the key resources for the continued
successful of the organization. The managers and leader must truly
understand and concern to the right people, their behavior and the situation.
The manager and leader should target to engage with team closely to
achieve the organizational objective, mission, vision and goals. The great
team is built with the great leadership. So, the leader is responsible to
motivate the people in team and give direction to them to meet the goals in
proper way.
People in the Process
The most important asset in organization is people. Basically, the
manager is to be people-oriented. The failure of an organization is because
of poor people management. The organization need change the machine
based and economically driven paradigm to more people driven, community-

based and values-driven. And it will be only done through people working in
the organization as a cohesive team.
Importance of HR and Managers
Some organizations treat the employees as cost. Basically these
organizations are dying organization. We know that employees are the asset
and high performing organizations treat people as valuable strategic assets.
So managers/leaders must ensure that people are treated as strategic
assets.

Human Capital
Organizations trade in product, knowledge, service, innovation, and
relationships. All these things are carried out by people. All organizations use
different resources like land, machines, technology, finance, people etc. But
the important resources any organization can depend is the human Resource
and they is the typical human capital organization can be prod off

What is Important?
The direction of the employees is also important and set the state of mind
towards work. It is also the responsibility of manager or leaders to set the
focus of employee in work and engage them with some

The great managers should concern about the protection and welfare of
employee in the organization. It is because in order to get anything settle on

time, the managers must work effectively with others. But, the typically
focuses are about objectives, mission, vision, goals, standards and profit. The
managers are responsible working on existing systems and structures that
define what get done. So, their world is dominated by performance
standards. Sometimes, the managers must concern about employees
thinking and feeling, before bottom line result.
It is because managers results are based on the efforts of other people.

Situational factors (motivation, capability of followers, relationship between

followers and leader) determine the best action of the leader
The leader must be flexible to diagnosis the leadership style appropriate for
the situation and be able to apply the style.

Instead, contingency-situational theories were developed to indicate that the

style to be used is contingent upon such factors as the situation, the people,
the task, the organization, and other environmental variables. The major
theories contributing towards this school of thought are described below.

4.3.1 Fiedler's Contingency Model (Task-oriented)

Fiedler's contingency theory postulates that the situations will create

different leadership style requirements for a manager. For example, in a
highly routine (mechanistic) environment where repetitive tasks are the
norm, a relatively directive leadership style may result in the best
performance, however, in a dynamic environment a more flexible,
participative style may be required.

1. Leader member relations: How well do the manager and the

employees get along?
2. Task structure: Is the job highly structured, fairly unstructured, or
somewhere in between?
3. Position power: How much authority does the manager possess?

Managers were rated as task oriented person. Task oriented managers tend
to do better in situations that have good leader-member relationships,
structured tasks, and either weak or strong position power.

Managers were rated as to whether they were relationship oriented or task

oriented. Task oriented managers tend to do better in situations that have
good leader-member relationships, structured tasks, and either weak or
strong position power. They do well when the task is unstructured but
position power is strong. Also, they did well at the other end of the spectrum
when the leader member relations were moderate to poor and the task was
unstructured. Relationship oriented managers do better in all other

situations. Thus, a given situation might call for a manager with a different
style or a manager who could take on a different style for a different
situation.

In a favorable relationship the manager has a high task structure and is able
to reward and or punish employees without any problems. In an unfavorable
relationship the task is usually unstructured and the leader possesses limited
authority. The spelling out in detail (favorable) of what is required of
subordinates affects task structure.

Positioning power measures the amount of power or authority the manager

perceives the organization has given him or her for the purpose of directing,
rewarding, and punishing subordinates. Positioning power of managers
depends on the taking away (favorable) or increasing (unfavorable) the
decision-making power of employees.

4.3.2 The Hersey-Blanchard Model (relationship-oriented)

The Hersey-Blanchard Leadership Model also takes a situational perspective
of leadership. This model posits that the developmental levels of a leader's
subordinates play the greatest role in determining which leadership styles
(leader behaviors) are most appropriate.

Task behavior: extent to which the leader engages in spelling out the
duties and responsibilities to an individual or group. This behavior

includes telling people what to do, how to do it, when to do it, where to
do it, and who's to do it. In task behavior the leader engages in one

way communication.
Relationship behavior: extent to which the leader engages in two-way
or multi-way communications. This includes listening, facilitating, and
supportive behaviors. In relationship behavior the leader engages in

two-way communication by providing socio-emotional support.

Maturity: willingness and ability of a person to take responsibility for
directing his or her own behavior. People tend to have varying degrees
of maturity, depending on the specific task, function, or objective that
a leader is attempting to accomplish through their efforts.

For Blanchard the key situational variable, when determining the appropriate
leadership style, is the readiness or developmental level of the
subordinate(s). As a result, four leadership styles result:

Directing: The leader provides clear instructions and specific direction.

This style is best matched with a low follower readiness level.

Coaching: The leader encourages two-way communication and helps
build confidence and motivation on the part of the employee, although
the leader still has responsibility and controls decision making. Selling

style is best matched with a moderate follower readiness level.

Supporting: With this style, the leader and followers share decision
making and no longer need or expect the relationship to be directive.
Participating style is best matched with a moderate follower readiness
level.

Delegating: This style is appropriate for leaders whose followers are

ready to accomplish a particular task and are both competent and
motivated to take full responsibility. Delegating style is best matched
with a high follower readiness level.

The manager ensures work gets done, focus on day to day tasks, and
manage the activities of others.

Leaders are adapting in the art of Emotional Intelligence and apply it in a

way that attains the best work out of their people.

Leaders are also much focused on change and able to lead their teams
through change management to achieve a great step towards continued
success.
They are good communicators, they motivate others (team members), they
are good team builders, solve problems of others and of organizations, they
are good listeners and resolve conflicts, anticipate change and manage it
within team and organizations, they encourage risk taking by their team
members and also to promote the creativities.

They inspire shared vision, enable others to act, they model the way by
showing the path, encourage the followers, act as change agent and take
followers to the destination .

---Leadership defined as the process through which an individual attempts to

intentionally influence another individual or group to accomplish a goal.

Leaders exert influence to achieve their values and goals

Leaders use power available to them to influence staff perceptions and
behavior.

The situational theory states that good leaders adapt to the situation at hand
and use the right combination of behaviors to achieve desired outcomes.

The leader is diagnostic ability. The leader observes and analyzes which
abilities and motives are present in the followers. With sensitivity, cues in the
environment can be identified and used to make choices regarding
leadership style.
One choice a leader has is to alter him or she owns behaviors and the
leadership style used. Personal flexibility and leadership skills are needed to
vary ones style when the followers needs and motivates change to vary.
The ability to diagnose, choose, and alter behavior to implement a leadership
style best matched to the situation is a critical skill needed for effective
leadership. Thus no one leadership style is optimal in all situations. The

nature of situation needs to be considered. Styles can be chosen to match

the situation.

For example a staff nurse goes into nursing unit meeting not wanting any
extra assignments but hoping that some of the ongoing problems will be
solved. If the nurse has a reasonably good relationship with the leader, the
leader should use a high-relationship style with the nurse. The leader should
use selling, convincing, encouraging, and motivating strategies. The leader
should make the nurse feel good about her ability to accomplish a task,
provide something of quality, and work with other people. If, however, the
staff nurses mind is closed about any changes or if passive-aggressive or
subversive actions occur, then the leader needs to be more directives. A
possible reaction might be to give the nurse an assigned task. On the
extremes of highly favorable or highly unfavorable situations, leaders need
to use task-oriented behavior to get the work moving.

The example for is an unfavorable situation. A nurses job is to lead and

manage a hospitals critical care area, which had serious morale problems.
The nurse is new and has a masters degree but soon discovers that a
majority of the followers have long tenure on the unit and both educational
and experiential backgrounds that are very different. There may be values
clashes between the leader and the followers. The task is to change the

environment, but the nurse discovers that this work group has maintained its
traditions over long period.
So, this situation need leadership style with task-oriented.

The situational leadership stresses that leaders need to find out about their
subordinates needs and then adapt their leadership style accordingly.
Leaders cannot lead using a single style:
They must be willing to change their style to meet the requirements of the
situation. Situational leadership recognizes that employees act differently
when doing different tasks, and that they may act differently during different
stages of the same task. Effective leaders are those who can change their
own style based on the task requirements and the subordinates needs, even
in the middle of a project. Finally, situational leadership reminds us to treat
each subordinate differently based on the task at hand and to seek
opportunities to help subordinates learn new skills and become more
confident in their work. Overall, this approach underscores that subordinates
have unique needs and deserve our help in trying to become better at doing
their work.

Situational Leadership Model is about something you do with people, not

something you do to people.