Bethel Medical College
Medicine Department
Health Service Management
Manger Vs Leader
By: W/kiros Chanie (BSc in PH, MPHN)
01/24/2023 1
Objectives
• What is the objectives of a leader & manager?
• What is the purpose of manager and leader
• What are leaders and managers goal
• What is the difference between manager Vs leader
• What are the causes of conflict
• What are the methods of conflict resolution
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Manger Vs Leader
• The word “Lead” as its root, means
“ go, travel, guide.”
• Leadership has a kinesthetic feel, a sense
of movement
• Leaders venture into unexplored territory
& guide us to unfamiliar destinations
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Cont..
• In contrast, the root origin of “Manage” is
a word meaning “hand”.
• As its core managing is about “handling”
things, about maintaining order, about
organization & control.
• The critical difference between
management & leadership is reflected in
the root meanings of the two words--- the
difference between what it means to
handle things and what it means to go to
places.
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Cont..
• To manage means to bring about, to
accomplish, to have charge of or
responsibility for, to conduct.
• Leading is influencing, guiding in a
direction, course, action, opinion.
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Cont..
Both the Manager and the Leader need:
to understand the aims, objectives and goals
of the organization
to have clarity of vision
sound communication skills
an understanding of self and of others
an ability to both manage and to motivate.
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Manger Vs Leader
Carter-Scott (1994): The difference between Management &
Leadership
• The manger administers; the leader innovates
• The manager is a Copy; the leader is an original
• The manger maintains; the leader develops
• The manager focuses on systems & structure; the leader focuses on
people
• The manager relies on control; the leader inspires trust
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Cont..
• The manager has a short- range view; the leader
has a long-range perspective
• The manager asks how & when; the leader asks
what & why
• The manager has his eye on the bottom line; the
leader has his eye on the horizon
• The manager imitates; the leader originates
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Cont..
• Leaders take a focus that is more external
whereas the focus of managers is more
internal.
• Leaders tend to spend most of their time
communicating & aligning with outside groups
that can benefit (partners, vendors,
community) or influence (government, public
agencies, media)
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Cont..
• Mangers can certainly be leaders in their own
areas but their main focus will be more
internal within the organization’s operations.
• Leaders need to motivate their employees, as
well as other stakeholders, so that the
business continues to exist & thrive in periods
of change
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Leadership Vs Management Competencies
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Followership
• For every leader there should be a follower.
• Leaders must have someone they can lead in order to
accomplish what they planned.
• Not every one can be a leader.
• Leaders should have certain recognizable traits that will
help them take charge, but also followers must have a
willingness to be led and ability to do the task
requested.
• True leader inspire commitment from dedicated people.
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Cont..
• A self-absorbed administrator will not make a
good leader.
• A true leader recognizes the importance of
getting respect, not simply compliance, from
the people who follow.
• It is one thing to have people do what you say, but
to have someone want to do it is another thing.
• The leader who understands can create much
more meaningful work environment.
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Boss
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Leader
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Conflict Management
• Conflict
– Perceived differences resulting in interference
or opposition
• Traditional View of Conflict
– The view that all conflict is bad and must be
avoided
• Human Relations View of Conflict
– The view that conflict is natural and inevitable
and has the potential to be a positive force
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Causes of conflict in modern organizations
• Globalization with the consequent need for
greater understanding and effectiveness in dealing
with cross-cultural dynamics
• Constant and a more rapid rate of change especially
in the external environment for organizations
causing a lag effect
– the organization experiences an unprecedented state of
trying to “catch up”
• Greater employee diversity
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Cont..
• Increasing complexity of work in most
organizations, which leads to myriad
perspectives and viewpoints
• Increasing electronic communication,
particularly e-mail, which causes
– less face-to-face contact (losing the benefit of
non-verbal cues) and
– more “freedom” to communicate in
confrontive, potentially hostile ways
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Cont..
• Constant pressure on organizations to
be cost conscious and effective at
managing costs causing
– a scarcity of resources, which in turn
increases competition among managers, in
particular, and employees, in general
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Outcomes of conflict
• Interactionist View of Conflict
– The view that some conflict is necessary for
an organization to perform effectively
• Functional Conflicts
– Conflict that’s constructive and supports an
organization’s goals
• Dysfunctional Conflicts
– Conflict that’s destructive and prevents an
organization from achieving its goals
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Cont..
• Functional conflicts—are constructive and
support an organization’s goals and
improve performance.
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Cont..
• Task Conflict
– Conflict that relates to the content and goals of work
• Relationship Conflict
– Conflict that focuses on interpersonal relationships
- Research shows that relationship conflicts are almost always
dysfunctional because the interpersonal hostilities increase
personality clashes and decrease mutual understanding and the
tasks don’t get done.
- On the other hand, low levels of process conflict and low-to
-moderate levels of task conflict are functional
• Process Conflict
– Conflict that refers to how the work gets done
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Cont.
• Substantive Conflict: A conflict occurs
when two or more organizational
members disagree on their task or content
issues
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Conflict management
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What Are Negotiation Skills?
• Negotiation
– A process in which two or more parties who have
different preferences must make a joint decision
and come to an agreement
• Distributive Bargaining
– Negotiation under zero-sum conditions, in which
any gain by one party involves a loss to the other
party
• Integrative bargaining
– Negotiation in which there is at least one
settlement that involves no loss to either party
– (Win-Win Solution)
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Cause and effect analysis Tools
• Fishbone
A tool for cause effect analysis
Teams brainstorm to identify causes of an observed
problem under major categories
Examples of categories
Clients, workers, supplies, environment and
procedures
People, methods, materials, measurements
Findings will be presented as a fishbone
The head representing the problem under analysis
The major branches represent categories of problems
The minor branches represent specific problems
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Fishbone cont.…
Cause Cause Cause
Category I Category II Category III
P1 P10 P12
P2 P9 P11
Problem
P7
P8
P5
P3 P4 P6
Cause Cause Cause
Category IV Category V Category VI
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Tools cont.…
• The Five Why’s
– A problem analysis tool that helps teams understand the chain
of problem causation
– Group members ask a “Why?” question and hypothesize
causation until the root causes of a problem are identified
– Root causes of problems are the most specific problems that
could easily lead to design of an intervention.
– Problem trees constructed based on expert opinions are only
hypothesis; there is a need to test interventions before scale
up.
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The five why cont…
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Thank You!
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