Unit 1: Introduction

1a. Develop a working definition and a distinction between management and leadership

  • What are the definitions of management and leadership, and how would you explain the difference between them?
  • What are the unique characteristics of managers vs. leaders?
  • What are the four pillars of good management, according to Julian Birkinshaw?

Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Leadership is a process of social influence in which one person enlists the aid and support of others in accomplishing a common task.

Managers tend to work at getting things done efficiently, making sure processes are well-planned and organized, and focusing on tasks in the short term. Leaders have a more long-term view. They are likely to have a vision for their organization and seek change. They focus on effectiveness and work at getting things done through inspiration and intrinsic motivation.

It is important to understand these differences because the terms management and leadership are often used interchangeably, but managers and leaders have quite different roles. According to Julian Birkinshaw, leadership involves understanding the management principles you are using to run your company, evaluating whether these principles are suited to the business environment in which you are working, envisioning new ways of working, and experimenting with new practices in a low-risk way to see how they work.

To review, see:


1b. Apply Kurt Lewin's leadership typology to the identification of leadership styles of contemporary leaders

  • What are the definitions of Lewin's three different leadership styles?
  • What would be a contemporary example of each leadership style?
  • What is the difference between transactional and transformational leadership?

Lewin's leadership styles are:

  1. Authoritarian: keeping close and strict control over subordinates, maintaining a distinct professional relationship, and supervising employees to ensure productivity. Vladimir Putin, the former head of the KGB and the current president of Russia, is an example.
  2. Democratic: promoting social equity among workers by sharing ideas. Democratic leaders focus on group needs and participation in decision-making. Nelson Mandela, an activist and former President of South Africa, is an example.
  3. Laissez-faire: delegating as much autonomy as possible to employees, allowing them the freedom to make their own decisions about how to complete tasks, but providing guidance and advice upon request. Queen Victoria, the former sovereign of Great Britain, is an example.

Transactional leadership motivates employees by exchanging time and effort for rewards, such as money. It is based on MacGregor's Theory X, which assumes workers are lazy, will only work if rewarded, and must be punished for disobedience.

Transformational leadership motivates employees by inspiring a shared vision, which encourages employees to forego personal interests and to work according to organizational values.

While there are many different leadership styles, it is important to understand these five because they are the most discussed among practitioners and scholars. Remember, no style is effective in every situation. Be sure to understand the pros and cons of each style and when each style should and should not be used.

To review, see:


1c. Differentiate the leadership styles of leaders from their personal traits

  • What is the difference between proximal and distal traits, and what are a few examples
  • of each?
  • According to Zaccaro, how do traits influence leadership style?
  • According to recent research, which traits predict a successful leader?

Proximal traits have a direct effect on leadership style, while distal traits have an indirect effect. Examples of proximal traits are personal characteristics such as interpersonal, problem-solving, and communication skills, whereas distal traits are remote attributes such as personality, cognitive ability, and values.

Zaccaro's theory is that multiple traits work together to form a leadership style rather than various traits affecting it individually. While some scholars reject the idea of definitive leadership traits, others have found that extroversion, agreeableness, conscientiousness, openness, neuroticism, honesty/integrity, charisma, intelligence, creativity, achievement motivation, need for power, oral/written communication, interpersonal skills, general problem-solving, decision-making, technical knowledge, and management skills can generally predict successful leadership ability.

To review, see:


1d. Assess the role of environment, such as athletics, business, and politics, in shaping the leadership provided by these individuals

  • How did the business environment of Indra Nooyi (2007), the political environment of Angela Merkel (2013), and the athletic environment of Lisa Baird (2021) shape each of their leadership styles?
  • How can their leadership styles be applied to contemporary (2024) organizations?
  • Based on the sometimes-brief descriptions given, what would you say is the leadership style of each leader discussed in the section on Great Leaders?

The important thing to remember here is to glean the general lessons, rather than the specific tasks, from each of these leaders' examples. For example, Indra Nooyi has held prestigious leadership positions, not just at Pepsico. That gave her experience to develop her vision of what a successful organization could be. Angela Merkel's position was unique in that she was elected by the German public (rather than a board of directors). Her strategy was to learn quickly and adapt to the changing needs of her country. Lisa Baird became commissioner two days before COVID-19 was officially announced as a pandemic, shutting down the National Women's Soccer League and thousands of other businesses worldwide. Her background in marketing helped her turn a crisis into an opportunity for growth and innovation. Nooyi was definitely a transformational leader, while Merkel was much more democratic. Lisa Baird had to be aggressive in her approach, as she was initially omitted from the first commissioners' meeting, did not have a large fan base, and needed to borrow money to cover players' salaries and health insurance.

Finally, for the other leaders listed, there are no definite answers. Steve Jobs, founder and former CEO of Apple, has been given as an example of all three of Lewin's leadership styles! Use your analytical skills to match what you know about the people, their traits, accomplishments, and how they did it to infer their leadership styles. Here are some suggestions:

  • T. Roosevelt: transformational, because he transformed the Presidency
  • W. H. Taft: authoritarian, because he pushed through unpopular laws
  • T. W. Wilson: democratic, known for his diplomacy
  • J. Addams: transformational, pioneer in women and children's issues and world peace
  • F. Kelley: transformational, pioneered fairness for everyone
  • A. S. Paul: transformational, got the 19th amendment (votes for women) passed
  • C. P. Gilman: visionary, role model with unorthodox lifestyle
  • M. H. Sanger: visionary, advocated birth control and started Planned Parenthood
  • E. Goldman: laissez-faire, was an anarchist
  • S. B. Anthony: transformational, got the 19th amendment (votes for women) passed
  • I. B. Wells-Barnett: participative, used journalism to make her case
  • B. T. Washington: participative, advised presidents, worked with the community
  • W. E. B. Du Bois: democratic, used education to make his case and started the NAACP
  • S. Gompers: aggressive, key labor union leader
  • F. W. Taylor: authoritarian, developer of scientific management, emphasized efficiency
  • H. Ford: authoritarian, developer of the assembly line, emphasized efficiency

To review, see:


Unit 1 Vocabulary

This vocabulary list includes terms you will need to know to successfully complete the final exam.

  • authoritarian
  • democratic
  • distal traits
  • laissez-faire
  • leader
  • leadership
  • MacGregor's Theory X
  • management
  • manager
  • proximal traits
  • transactional leadership
  • transformational leadership
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