e profit from an analysis of his/her strengths as well as that of fellow employees.
Hickman states that the manager's mind would focus on methods and the leader's soul would focus on motives. Managers would tend to be logical thinkers and leaders are more lateral thinkers. The manager would think in a sequential, step-by-step manner and the leader would think in a nonsequential, unorthodox manner. Managers think in terms of hierarchies which provide structure, rationale, and order, and leaders think more in terms of equality within the organization, allowing people to progress at their own pace with equal chances for all. The manager would be more skeptical, cautious, and deliberate, while the leader would tend to be optimistic, emotional, and passionate. The manager would tend to take charge to smooth over conflict, and prevent wasteful debate or discussion, and the leader would tend to bring out the issue to find out where the people stand; leaders however, might tend to let go of a situation early, letting other people take responsibility. Managers stress quantitative science and performance; the leader values art and potential. A manager creates dependence and the leader creates independence. For the manager, compensation is emphasized and for the leader, satisfaction is more important than money (pp. 11-13, 189, 194, 199, 204, 208, 216).
Hickman also comments that managers tend to think about strategy-culture mix from the strategic perspective while leaders focus on the cultural side (inspiration, value sharing, etc.). Managers follow a version of the vision of a leader. Managers isolate problems or issues to deal with them individually; they search for solutions. The leader correlates variables to view the whole picture and searches to identify problems. The manager tends to focus on servicing the market and the leader tends to focus on a more qualitative and human view of the market in terms of the individua...