l customer. Managers tend to view the world in terms of competition and leaders look for partners (pp. 55, 65, 70-71, 75, 79, 83).
Although a closer look might reveal that people tend to have mixtures of traits, this manager-leader split list of characteristics can be viewed as offering food for thought. For example the school administrator would benefit from attempting to determine if and when he/she or others would be more likely to analyze rather than provide inspiration. For a situation to succeed, all traits may need to be employed. Finding and utilizing the strengths of each involved can only benefit a school or any other organization.
Hickman reports that a natural tension is proclaimed to exist between managers and leaders; managers want stability and leaders thrive in a crisis. This tension can lead to failure, mismanagement, and marginal performance. Hickman refers to the need for both managers and leaders; the unique strengths of both need to be considered and blended t
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