Masonry Magazine October 1999 Page. 26
A leader frequently sees herself as facilitating the work of other people.
A manager is eager to delegate responsibility. A leader is apt to mobilize others toward action.
A manager's communication efforts are often focused on individuals or small groups. A leader's communication efforts are often focused on a broader organization.
A manager seeks predictability. A leader seeks flexibility.
A manager sees his relationships with employees and peers as professional in nature. A leader concerns himself with the very human qualities that embody relationships.
A manager relies on authoritative procedures when deciding on a course of action. A leader often takes a particular course of action because it seems like the right thing to do.
A manager tries to know and understand her organization intimately. A leader tries to understand the business environment intimately.
A manager visualizes power as the ability to implement activities and guide other people's work. A leader visualizes power as the ability to forge and use relationships for some greater good.
A manager believes in, and supports, his team. A leader often possesses an independent streak, and tries to move the people around him in entirely new directions.
A manager places great value on analyzing events. A leader places great value on predicting opportunities.
A manager has a consuming belief in her organization. A leader has a consuming belief in ideas.
A manager finds workplace traditions and norms of utmost importance. A leader finds values of utmost importance.
A manager values objectivity. A leader allows himself the luxury of subjectivity.
A manager thinks in terms of weekly, monthly or annual performance. A leader thinks in terms of growth over the next five or ten years.
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A manager tries to understand the behavior of people around her, and skillfully respond to it. A leader persuades others to follow her behavior through example.
A manager's willingness to take risks is based on the potential payback from his actions. A leader allows himself to take risks beyond previously acceptable limits.
A manager tries to get the most out of existing resources. A leader tries to expand resources.
A manager is concerned with achieving today's bottom line. A leader is concerned with trying to achieve tomorrow's bottom line.
A manager tries to correct current problems. A leader tries to exploit new opportunities.
A manager tries to keep business systems running in good order. A leader tries to develop new business systems.
A manager is committed to her organization's values. A leader is committed to her personal values.
A manager attempts to solve as Continued on page 31
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(800) 417-9272
26 MASONRY SEPTEMBER/OCTOBER, 1999