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Leadership has been defined in various ways by different scholars. According to Prentice (1961), leadership is the achievement of a goal through guiding human assistants, with successful leaders being those who understand people’s motivations and foster employee participation by aligning individual needs with the group’s objectives. Prentice advocated for democratic leadership that allows employees to grow without causing disorder. Mintzberg (1973) identified leadership as one of ten managerial roles, albeit the most crucial, alongside roles such as figurehead, liaison, and resource allocator. Tannenbaum and Schmidt (1973) emphasized that effective leaders are acutely aware of the forces influencing their behavior and understand themselves, their teams, and the broader organizational and social context.

Leadership can be described as the ability to influence, motivate, and enable others to contribute to the success of an organization or group. Management, on the other hand, involves administering an organization, whether a business, non-profit, or government body. It includes setting strategies, coordinating efforts, and utilizing resources like financial, technological, and human capital to achieve objectives. Both leadership and management are essential for organizational success, though they often require different skills and traits. Leaders often excel at inspiring others with compelling visions, while managers focus on translating those visions into concrete, measurable actions.

Management involves defining the mission, objectives, and procedures of an organization, as well as effectively communicating and motivating employees to achieve success. Unlike manipulating machines or herding animals, management requires human engagement and can occur in both legal and illegal environments. It is not limited to enterprises but is also crucial for personal and relational improvement.

Managers and leaders differ in their values and approaches. Managers prioritize stability, efficiency, and order, focusing on how tasks are completed. Leaders, however, emphasize flexibility, innovation, and adaptation, focusing on what tasks mean to people. Management functions include setting goals, organizing structures, and monitoring results, while leadership involves creating a vision, communicating it, and motivating followers to achieve it. Leaders are often proactive and emotionally involved, whereas managers tend to be more reactive and less emotionally engaged.

Leadership can be direct or indirect. Direct leadership involves influencing immediate subordinates, while indirect leadership is transmitted through layers of management or via programs like training and rewards. Effective leadership often combines both forms, with top management exemplifying the vision for lower-level employees.

Leaders are transparent, prioritizing the team’s interests over their own and communicating openly. They focus on future goals, keeping their teams aligned and motivated. Managers, however, adhere to organizational rules and may not always exhibit the same level of transparency or personal investment.

According to Deslandes (2014), leadership involves making tough, often unpopular decisions, requiring focus and the ability to ignore distractions. Managers, in contrast, maintain the status quo and execute organizational goals as defined by stakeholders.

Theodore Roosevelt’s Leadership Qualities

Roosevelt’s success as a leader stemmed from his ability to communicate his vision effectively. He instilled a sense of purpose and destiny in his teams, whether leading the Rough Riders or as President. His “Square Deal” vision, outlined in his 1901 presidential message, reflected his commitment to progressive policies.

Roosevelt prioritized his team’s welfare, often placing their needs above his own. During the Spanish-American War, he ensured his troops were well-equipped and cared for, even using his own resources when necessary. He also sought out talented individuals for his teams, recognizing the importance of surrounding himself with capable people. Roosevelt valued performance over seniority, advocating for merit-based promotions and rewarding strong performers.

He overlooked minor differences to focus on broader goals, a trait that allowed him to drive significant change. His ability to balance pragmatism with vision made him an effective leader.

Transactional vs. Transformational Leadership

Bass and Riggio (2006) introduced the concept of transformational leadership in the 1970s, contrasting it with transactional leadership. Transactional leadership is based on reciprocity, where leaders and followers exchange rewards for performance. It involves clarifying goals, organizing tasks, and ensuring organizational objectives are met. Transformational leadership, however, focuses on inspiring followers to exceed their potential by aligning their goals with the organization’s vision.

Transformational leaders act as role models, motivate through inspiration, and provide individualized consideration to their followers. They foster commitment and satisfaction, often enhancing transactional leadership to achieve greater effectiveness. Transactional leaders, while effective in maintaining performance, rely on contingent rewards and management-by-exception to enforce standards.

Transformational leadership consists of four components:

Idealized Influence: Leaders serve as role models, earning respect and trust.
Inspirational Motivation: Leaders inspire followers by giving meaning to their work.
Individualized Consideration: Leaders mentor and coach, addressing individual needs.
Intellectual Stimulation: Leaders encourage creativity and innovation.

Transactional leadership, while foundational, is often augmented by transformational leadership to achieve higher levels of employee satisfaction and performance. Effective leaders balance both styles, using transactional methods to maintain standards and transformational approaches to inspire and innovate.

References

Deslandes, G. (2014). “Management in Xenophon’s Philosophy: A Retrospective Analysis.” 38th Annual Research Conference, Philosophy of Management.
Prentice, W. C. H. (1961). “Understanding Leadership.” Harvard Business Review.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
Clark, E. V. (2009). First Language Acquisition. Cambridge University Press.
Ardichvili, A., & Manderscheid, S. V. (2008). “Emerging Practices in Leadership Development: An Introduction.”