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A person who is responsible for directing and planning the work of a individual’s group, controlling and administering their work, and taking corrective action when necessary is known as manager. Managers are also responsible to control expenditure and resources. The most important thing managers’ do is make quick, accurate, and decisive decisions. However, the role of a leader is much more complex; A leader by its meaning is the person who always goes first and leads others by example, so that other people are motivated to follow him. A leader is "a person who influences a group of people towards the achievement of a goal". This is a basic requirement. To be a leader, a person must have a fixed commitment to the goal that he will try his best to achieve it even if nobody follows him. A clue for this definition would be 3P's - Person, People and Purpose. Where person (leader) influence people to achieve the purpose
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He argued that the combination of these rules are played by all the managers, although their importance varies with the level of manager in the hierarchy, the personality of the manager and the type of business. However, Fred Luthans (1983) argued that the problem with classification, such as those of Stewart and Mintzberg, is that they may add to our knowledge of what managers do and what role they play, but they offer little guide to managers themselves on the activities that may make the difference between success and failure. Managers’ performance is measured by Luthans in term of success and effectiveness. He measured access and effectiveness; access in term of whether managers had been promoted and effectiveness in terms of teams’ level of satisfaction and their performance. He identified four types of activity such as traditional, communication, networking and management, especially outside the organisation and engaging in human resources management and organisational politics. According to him a successful managers, those that got promotion, spent most of their time as networkers and least of their time dealing with staff issues. On the other hand, effective managers spent most of their time communicating and engaging with
He argued that the combination of these rules are played by all the managers, although their importance varies with the level of manager in the hierarchy, the personality of the manager and the type of business. However, Fred Luthans (1983) argued that the problem with classification, such as those of Stewart and Mintzberg, is that they may add to our knowledge of what managers do and what role they play, but they offer little guide to managers themselves on the activities that may make the difference between success and failure. Managers’ performance is measured by Luthans in term of success and effectiveness. He measured access and effectiveness; access in term of whether managers had been promoted and effectiveness in terms of teams’ level of satisfaction and their performance. He identified four types of activity such as traditional, communication, networking and management, especially outside the organisation and engaging in human resources management and organisational politics. According to him a successful managers, those that got promotion, spent most of their time as networkers and least of their time dealing with staff issues. On the other hand, effective managers spent most of their time communicating and engaging with