The difference between a director and a leader is that the former ensures control and reason. her/his focal point is on twenty-four hours to twenty-four hours job work outing. best agencies in accomplishing consequences for staff to go on to lend to the administration ( Zaleznik. 1992 ) . While a leader uses power to act upon actions and people. concentrating more on results and impact. where this action has inherited hazards such as the hazard of losing self- control in the demand for power ( Zaleznik. 1992 ) . While leaders and directors have common traits such as sound communicating accomplishments. work moralss. unity. cardinal proficient competences. etc. yet there are some differences. These differences can be summarised as follows: Hazard taking: Director are regulators of personal businesss in an administration. acquiring wagess from corporate accomplishments. Therefore. to be a good director. it requires continuity. forbearance. intelligence. analytical accomplishments. and good will. Leaderships think out of a box and work with high hazard enterprises.
While directors. unlike leaders. be given to work out jobs in a more conservative manner and tend to digest mundane and practical work ( Zaeznik. 1992 ) . Leaderships on the other manus are hazard takers. Relationships: Manager work with people to implement enterprises. work out jobs. by concentrating staff on policies and processs and non on content ( Zaleznik. 1992 ) . They are engrossed in how to do determinations. but non what are the rights determinations to do. While leaders attract strong feelings of individuality and difference. Their human relationship might look disruptive. escalating motive and frequently ensuing in unforeseen consequences ( Zaleznik. 1992 ) .
Sense of dignity: managers’ sense of dignity is secured by guaranting and beef uping bing establishments. While leaders feel separate from their establishments. their perceptual experience of individuality is different ( Zaleznik. 1992 ) . They may work in an administration and ne’er have a sense of belonging. ever seeking chances for alteration. Vision versus aims and ends: Directors take the short position. focal point on aims. marks. execution and monitoring and rating while leaders take the long position. concentrating more on a clear vision. a clear sense of intent. and a passion to prosecute that vision while alining the administration its vision ( Allio. 2012 ) .
Ensures control and follows twenty-four hours to twenty-four hours work execution of an action program ( twenty-four hours to twenty-four hours work )
Sets a vision
A job convergent thinker
Uses power to take and act upon action
Not a hazard taker
Willing to take hazards ( balance between alteration and stableness )
Follows regulations and ordinances
High degrees of creativeness. ever thinks out of a box
Leads. inspires and motivates
Strong sense of belonging to administration
May and may non hold a sense of belonging to administration
Plants in a comfort zone
Always encompassing alteration direction. seeking new chances.
In wellness attention. the Minister of Health in the State of Palestine is a leader. while the manager generals. managers of assorted sections are directors. The former is the individual who sets out the vision for the ministry. partnering with other stakeholders ( UN administrations. private sector. and others ) for case in progressing the public wellness sector. This resulted in a decrease in baby and under five child mortality rates over the past five old ages. While manager generals and managers are consumed with implementing the inputs needed to accomplish the overall vision set out by the Minister. Thank you.
Allio. R. J. . ( 2012 ) . ‘Leaders and leading – many theories. but what advice is dependable? . ’ Strategy and Leadership. [ Online ] . 41. ( 1 ) . pp. 4-14. Available online from: hypertext transfer protocol: //www. emeraldinsight. com. ezproxy. liv. Ac. uk/doi/pdfplus/10. 1108/10878571311290016 ( Accessed on: 19 January 2015 ) . Zaleznik. A. . ( 1992 ) . Directors and leaders: Are they different? ’ Harvard Business Review. [ Online ] . 70 ( 2 ) . pp 126-135. Available from: hypertext transfer protocol: //eds. a. ebscohost. com. ezproxy. liv. Ac. uk/eds/pdfviewer/pdfviewer? vid=3 & A ; sid=ef29e84c-a001-4d56-9f66-b5f4a202c402 % 40sessionmgr4001 & A ; hid=4202 ( Accessed