1. Prepared by:
Adrian R. Adriano, R.N., R.M., M.A.N.

2.  An interpersonal process to effect change on the
behavior of others
 Process by which a nurse influence one or more person
to achieve specific goals in the provision of nursing
care in one or more patients
 The process of envisioning a new and better world,
communicating that vision to others, motivating others
and enticing them to join in efforts to realize the vision,
thinking in a different way, challenging the status quo,
taking risks, and facilitating change.

3.  Often do not have delegated authority but obtain their
power through other means, such as influence
 Have a wider variety of roles than managers do
 May or may not be a part of the formal organization
 Focus on group process, information gathering,
feedback, and empowering others
 Emphasize interpersonal relationships
 Direct willing followers
 Have goals that may or may not reflect those of the
organization.

4.  Great Man Theory
◦ Asserts that some people are born to lead, whereas others are
born to be led
◦ This theory assumed that all leaders were men and all were
great (i.e of the noble class).

5.  Trait Theory
◦ Assume that some people have certain characteristics or
personality traits that make them better leaders than others
◦ Studies revealed that these leaders possessed multiple
characteristics of commonalities.

6.  Charismatic Theory
◦ Possession of a quality that sets one person apart from others:
supernatural, superhuman, endowed with exceptional qualities
or powers
◦ Theses qualities are said to be magnetic, persuasive and
fascinating.

7.  Situational Theory
◦ Embodies the idea that the right thing to do depended on the
situation the leader was facing
◦ Involves assessing the nature of the task and the follower‟s
motivation or readiness to learn.

8.  Transformational Theory
◦ The true nature of leadership is not the ability to transform
followers to become more self-directed in all they do.
◦ “Look for potential motives in followers, seek to satisfy higher
needs, and engage the full person of the follower”.

9.  Behavioral Theory
◦ Also called functional theories theory
◦ Concerned with what a leader does rather than who the leader
is.

10.  Autocratic Leadership
◦ Also known as Authoritarian/Directive
◦ Strong control is maintained over the work group
◦ Others are motivated by coercion
◦ Others are directed with commands
◦ Communication flows downward
◦ Decision making does not involve others
◦ Emphasis is on difference in status (“I” and “YOU”
◦ Criticism is punitive .

11.  Democratic Leadership
◦ Also called Participative
◦ Less control is maintained
◦ Economic and ego awards are used to motivated
◦ Others are directed through suggestions and guidance
◦ Communication flows up and down
◦ Decision making involves others
◦ Emphasis is on “WE” rather than “I” and “YOU”
◦ Criticism is constructive.

12.  Laissez-Faire Leadership
◦ Also called Ultraliberal/Permissive
◦ Permissiveness, with little or no control
◦ Motivation by support when requested by the group or
individuals
◦ Provision of little or no direction
◦ Communication upward and downward flow among members
of the group
◦ Emphasis on the group
◦ Criticism is withheld.

13. Formal or Informal
 Formal Leaders
◦ Appointed by organization and given office or legitimate
authority to act
 Informal Leaders
◦ Don‟t have official power to direct activities of others
◦ Mostly based on seniority.

14.  Reward Power
◦ Based upon the incentives the leader can provide for group
members to influence behavior by granting rewards.

15.  Coercive Power
◦ Based in influencing behavior through the negative things a
leader might do to individual group members or the group as a
whole by withholding rewards or applying sanctions
◦ The manager may obtain compliance through threats of
transfer, layoff, demotion, or dismissal.

16.  Legitimate Power
◦ Power of position
◦ Authority is called legitimate power
◦ Power gained by a title or official position within an
organization
◦ Legitimate power has inherent in it the ability to create feelings
of obligation or responsibility.

17.  Referent Power
◦ The power a person has because others identify with the leader
or with what the leader symbolizes
◦ Also occurs when one gives another person feelings of
personal acceptance or approval
◦ Perception based on personal charisma, the way the leader
talks or acts, the organization to which he or she belongs, or
the people with whom he or she associates.

18.  Expert Power
◦ Based upon particular knowledge and skill not possessed by
staff members
◦ Gained through knowledge, expertise, or experience
◦ This type of power is limited to a specialized area.

19.  Informational Power
◦ Based upon “who knows what” in an organization and the
degree to which they can control access to that information by
other individuals
◦ Obtained when people have information that others must have
to accomplish their goals.

20.  Self Power
◦ Also referred to as feminist power
◦ The power a person gains over his or her own life – and
maintains that this power is a personal power that comes from
maturity, ego, security in relationships, and confidence in one‟s
impulse.

21.  UNPLANNED CHANGE vs PLANNED CHANGE
 Unplanned Change
◦ Usually haphazard and the results can be unpredictable
◦ Example: Change as a result of natural disaster
 Planned Change
◦ Change that results from a well thought-out and deliberate
effort make something happen
◦ Intended, purposive attempt by individual, group and
organization.

22.  COVERT vs OVERT
 Covert Change
◦ Is hidden or occurs without the individual‟s awareness
 Overt Change
◦ Change about which a person is aware.

23.  Kurt Lewin
◦ Identified three phases through which the change agent (a
person skilled in the implementation of planned change) must
proceed before a planned change becomes part of the system
and recognize forces which interplay any potential change
 Driving forces – factors that encourage or facilitate the change
 Restraining forces – factors that obstruct change.

24.  Unfreezing
◦ The change agent unfreezes forces that maintain the status quo
◦ People become discontented and aware of a need to change
◦ Necessary because before any change can occur, people must
believe the change is needed
◦ Unfreezing occurs when the change agent convinces members
of the group to change or when guilt, anxiety, or concern can
be elicited.

25.  Moving
◦ The change agent identifies, plans, and implements appropriate
strategies, ensuring that driving forces exceed restraining
forces
◦ Because change is such a complex process, change should be
implemented gradually therefore it requires a great deal of
planning and intricate timing.

26.  Refreezing
◦ During this stage, the change agent assists in stabilizing the
system change so it becomes integrated into the status quo
◦ If refreezing is incomplete, the change will be ineffective and
the pre-change behaviors will be resumed
◦ Because change needs at least 3 to six months before it will be
accepted part of the system, change should never be attempted
unless the change agent can make a commitment to be
available until the change is complete.

27.  Moving
 Unfreezing  Develop a plan
◦ Gather data  Set goals and objectives
◦ Diagnose the problem  Identify areas of support and
◦ Decide if change is needed resistance
 Include everyone who will
◦ Make others aware of the be affected by the change
need change  Set target dates
 Develop appropriate
strategies
 Refreezing  Implement the change
 Support others so the  Use strategies to overcoming
resistance
change remains.
 Evaluate the change
 Modify the change, if
necessary

28.  Equilibrium
◦ Characterized by high energy and emotional and intellectual balance
 Denial
◦ Individual denies reality of the change. Negative changes occur in
physical, cognitive, and emotional functioning
 Anger
◦ Energy is manifested by rage, envy, and resentment
 Bargaining
◦ In an attempt to eliminate the change, energy is expended by
bargaining
 Chaos
◦ Characterized by diffused energy, feelings of powerlessness,
insecurity, loss of identity.

29.  Depression
◦ Defense mechanisms are no longer operable. No energy left to
produce results
 Resignation
◦ Change accepted passively but without enthusiasm
 Openness
◦ Some renewal of energy in implementing new roles or assignments
that have resulted from the change
 Readiness
◦ Willful expenditure of energy to explore new event
 Reemergence
◦ person again feels empowered and begins initiating projects and
ideas.

30.  Innovators
◦ Enthusiastic, energetic people who thrive on change
 Early adopters
◦ Open top receive new ideas but are less obsessed to changes
 Early majority
◦ “Be not last to start, nor the first by which the new is tried”.

31.  Late majority
◦ Skeptical to innovations, frequently express their negative
views
 Laggards
◦ Last to adopt an innovation because they are accustomed to
tradition
 Rejecters
◦ Openly oppose innovation and actively encourage others to do
so.

32.  The tendency for something to resist change even when
a surprisingly large amount of effort is applied.

33.  Process of reaching organizational goals by working
with and through people and other organizational
structures
 Series of systematic, sequential, or steps directed
towards the achievement of organizational goal
 The process of planning, organizing, directing ,
coordinating and influencing the operation of an
organization to obtain desired result and enhanced total
performance.

34.  Top Level Managers
◦ Develop goals, strategic plans, company policies, and make
decisions on the direction and make decisions on the direction
of the business
◦ Board of directors, presidents and vice presidents.

35.  Middle Level Managers
◦ Accountable to the top management for their department‟s
functions and devote more time to organizational and
directional function
◦ Directors of nursing, supervisory staff, department heads.

36.  First Level/Front Line Managers
◦ Focus on controlling and directing, possess the responsibility
of assigning tasks, guiding and supervising employees‟ day to
day activities
◦ Head nurse.

37.  Interpersonal
◦ Connects one person to another, as a leader who hires, trains,
encourages
◦ Figurehead
◦ Liaison
◦ Influencer.

38.  Informational
◦ Disseminates about existing rules and regulation as the
representative or spokesperson of the organization
◦ Monitor
◦ Disseminator
◦ Spokesperson.

39.  Decision Role
◦ A trouble shooter who handles unexpected situations such as
resignation of subordinates, firing and losses clients and
negotiator when conflict arise
◦ Entrepreneur
◦ Disturbance handler
◦ Resource allocator
◦ Negotiator.

40.  Technical Skills
◦ Proficiency in performing an activity in the correct manner
with the right techniques
 Human relation Skills
◦ Dealing with people and how to get along with them
 Conceptual Skills
◦ Ability to see individual matters as they relate to the total
picture and to develop creative ways.

41.  Scientific Management
◦ Frederick Winslow Taylor known as the father of scientific
management
◦ Focuses on principles on increasing the productivity of
workers based on managing time, materials, and work
specialization based on scientific manner
◦ Tao – get right person
◦ Training
◦ Tool
◦ Treatment.

42.  Behavioral Theories
◦ Elton Mayo known for his HAWTHORNE EFFECT
◦ Believes that increasing employees productivity deals with
overtime pay, rest day, day off
◦ Provides physical needs of workers like rest and recreation.

43.  Bureaucratic Management
◦ Max Weber a German sociologist who developed what was
known as the “ideal bureaucracy”
◦ Whoever is on top would perform management functions
◦ Centralized.

44.  General Administrative Theory
◦ Henri Fayol believes in certain principles of management
◦ Unity of command
◦ Unity of direction
◦ Subordination
◦ Esprit de corps
◦ Chain of command
◦ Channels of communication
◦ Command responsibility
◦ Security of tenure
◦ Remuneration.

45.  Japanese Management Style
◦ The theory Z of William Ouchi who introduced Japanese
management to the western world
◦ He believes in lifetime management, slow evaluation and
promotion, collective decision making, collective
responsibility, and holistic concern for employees.

46.  Theory X and Y
◦ Formulated by Douglas McGregor who believes that there two
types of employees
◦ Theory X is the negative worker
◦ Theory Y are positive workers.

47.  Motivation-Hygiene Theory
◦ Also called two-factor theory formulated by Frederick
Herzberg
 Intrinsic (Motivator) – growth, advancement, responsibility, work
itself, recognition, achievement
 Extrinsic (Hygiene) – status, relationship with subordinates,
personal life, work conditions, and administration.

48.  Planning
◦ Determining the long-term and short-term objectives (ends) of
the institution or unit and the actions (means) that must be
taken to achieve these objectives
◦ The first and fundamental function of management because all
other management functions are dependent on it
◦ Deciding what is done, when it is done, how it is done and who
is to do it.

49.  Long-term Planning
◦ Strategic planning are specified for three to five years
◦ Determine the direction of the organization, allocates resources
and determine time frame
◦ Done by top managers
◦ Involves SWOT analysis (Strength, Weakness, Opportunities,
and Threat).

50.  Intermediate Planning
◦ 6 months to 3 years
◦ Done by the middle manager.

51.  Short Range
◦ Deals with the day to day maintenance activities
◦ Done by the first level manager.

52.  Mission – a brief statement identifying the reason that
an organization exists
 Vision – the future aim or function of the organization
 Philosophy – states the purpose and delineates the set
of values and beliefs that guide all actions of the
organization
 Goals – ends to be accomplished
 Objectives – something aimed at or strived for things
done to achieve goal
 Rules and regulations – plans that define specific action
or non-action.

53.  A plan for all the allocation of resources and a control
for ensuring that results comply with the plans.

54.  Capital Budget
◦ Estimates of expenditure for adding, replacing or improving
buildings or equipments for the budget period
◦ Buildings, major equipments.

55.  Operating Budget
◦ Also known as recurrent budget which is the estimates of
operating expenses, estimates of operating revenues, and
estimates of activity
◦ Supplies, electricity expenses, water expenses, repairs and
maintenance.

56.  Cash Budget
◦ Also referred to as cash-on-hand and petty cash
◦ Budget planned to make adequate funds available as needed
and to use any extra funds.

57.  Personnel Budget
◦ Also called labor budget
◦ Budget which estimates the cost of direct labor necessary to
meet the organization‟s objectives
◦ It includes recruitment, hiring, assignment, lay off and
discharge of personnel.

58.  Terminologies
◦ Cost Containment – to keep cost within acceptable limits for
volume, inflation, and other acceptable parameters
◦ Cost Awareness – focuses on employees‟ attention on cost
◦ Cost Monitoring – focuses on how much will be spent, where,
when, and why.

59.  The act of planning and exercising conscious control
over the amount of time spent on specific activities
◦ TIME IS A NON-RENEWABLE RESOURCE
◦ Set goals
◦ Ranked goals and plan strategies to achieve them
◦ Plan schedule.

60.  Principle of Time Management
◦ Effective communication
◦ Ability to plan effectively
◦ Delegation
 Efficiency – doing the right task
 Effectively – doing the right task correctly.

61.  Organizing
◦ Mobilizing human and material resources so that institutional
objectives can be achieved
◦ The arranging of component parts into functioning wholes.

62.  An organization is a group of people working together,
under formal and informal rules of behavior, to achieve
a common purpose.

63.  An organizational chart provides the „blueprint‟ of
depicting formal relations, functions, and activities
 Used to clarify chain of command, span of control,
official communication process, and linkage for all
department personnel.

64.  Interconnecting lines
◦ Line – indicates direct authority or command giving
relationship
◦ Broken line – indicates consulting relationship with no
prescribed frequency of the structure to collaborate for
planning or control purpose.

65.  Status – rank given to person
 Accountability – the internalized responsibility
whereby an individual agrees to be morally for the
consequences of his actions
 Responsibility – the obligation to perform the assigned
tasks
 Authority – the official power to act
 Power – capacity to act or potency to accomplish
something.

66.  Unity of Command - there can only be one superior to
avoid confusion
 Scalar Principle – flow from higher to lower authority
 Departmentalization- grouping of workers with similar
assignment
 Span of Control – number of people that can be directly
supervised (4-6)
 Decentralization – proper delegation of authority.

67.  The management activity that provides for appropriate
and adequate personnel to fulfill the organization‟s
objectives
 The nurse manager decides how many and what type of
personnel are required to provide care for patients.

68.  Centralized chief nurse– done by the
 Decentralized – done by supervisors or head nurse
 Cyclical – covers a designated number of weeks and
repeated there on.

69.  Patient Care Classification
◦ Level I – (minimal) for discharge/convalescing patient
◦ Level II – (moderate) needs some assistance of activities of
daily living
◦ Level III – (complete) completely dependent; those who need
close attention throughout the shift
◦ Level IV – (specialized) continuous monitoring .

70.  Total patient care/case method
◦ The oldest mode of organizing patient care
◦ Nurses assume total responsibility during their time on duty for
meeting all the needs of assigned patients.

71.  Primary Nursing/relationship-based nursing
◦ Nursing care directed by a nurse in a 24-hour basis
◦ Increase job satisfaction, improves continuity of care, allows
independent decision making, supports direct nurse-client
communication, encourages discharge planning, improves
quality care
◦ Increase personnel costs, requires properly trained nurses to
carry out system principles.

72.  Functional Nursing
◦ Task oriented and very useful in emergency situation
◦ Reduces personnel costs
◦ Fragments nursing care, decreases job satisfaction, decrease
personal contacts with patients, limits continuity of care.

73.  Team Nursing
◦ One nurse will lead a group of nurses
◦ Increases job satisfaction, increase cost effectiveness
◦ Decreases personal contact with client, limits continuity of
care.

74.  Case Management
◦ Focuses on attainment of outcomes within effective time frame
by a case manager and this is done prior to admission and
spans for about 2-3 weeks discharge
◦ Improves nurse responsiveness to clients changing needs,
improves continuity of care, increase nurse‟s job satisfaction
◦ Increase personnel costs.

75.  The study of how people perform and function within a
group structure
 The group becomes a unit when it shares a common
goal and acts in union to either achieve or thwart the
accomplishment of the goal
◦ Primary Groups – composed of individuals who interact on
“face-to-face” basis, and the relationships are personal
◦ Secondary Groups – are larger and more impersonal groups
who are organized around formal rules, procedures, policies
and other regulations.

76.  Aggressor - expresses disapproval of others‟ values or
feelings through jokes, verbal attacks, envy
 Blocker – Persists in expressing negative points of view
and resurrects dead issues
 Recognition Seeker – works to focus positive attention
on himself
 Playboy – remains uninvolved with everything
 Dominator – attempts to control and manipulates the
group
 Help Seeker – use expressions of personal insecurity,
confusion, or self-deprecation.

77.  Forming – during the initial stage the group forms and
learns the behavior acceptable to the group
 Storming – as the group becomes more comfortable
with one another they begin to assert their individual
personalities
 Norming – the conflicts that arouse in the previous
stages are addressed and hopefully resolved
 Performing – is a stage by which a group begins to
operate as a unit
 Adjourning – is a time for a temporary group to wrap
up activities.

78.  Stimulate the production and generation of creative
ideas of groups
◦ Generate new ideas about an issue
◦ Welcomes free thinking and facilitate open expression ideas
◦ Withhold any evaluation or criticism of the ideas that are
expressed
◦ Build and improve on ideas already expressed.

79.  Directing
◦ The function of the manager that gets work done through
others which involves giving direction, supervising, leading,
motivating, and communicating.

80.  Transferring a tasks to a component individual
 What Cannot Be Delegated
◦ Overall responsibility, authority, accountability, and
completion of all activities in the unit
◦ Authority to sign one‟s name
◦ Jobs that are too technical
◦ Sterile procedure
◦ Initial and terminal assessment
◦ Unstable patient.

81.  Right person
 Right task
 Right amount of time
 Delegate in advance
 Delegate gradually
 Consult first before delegating
 Avoid gaps and overlaps .

82.  Decision Making
◦ A choice made between two or more alternatives wherein the
manager chooses the best alternative to reach the
predetermined objective.

83.  Ends-Means
◦ Ends – deals with the determination of desired individual or
organizational results to be achieved
◦ Means – decisions deal with strategic or operational programs,
activities that will accomplish desired results.

84.  Administrative-Operational
◦ Administrative – decisions made by senior management, which
have significant impact throughout the organization
◦ Operational – generally made by mid level and first line
managers and address day to day operational activities of a
particular organization.

85.  Programmed-Non-programmed
◦ Programmed – repetitive and routine in nature
◦ Non-programmed – unique and non-routine.

86.  Staff Development
◦ Formal Education
◦ In-service Education
◦ Specialty Course
◦ Orientation.

87.  The transfer or information and understanding from
one person to another
◦ Verbal – use of spoken words
◦ Non-verbal – facial expressions, gestures, body language and
touch.

88.  Ideation – the idea or thought to be conveyed to an
individual or group
 Encoding – the manner in which the message is
conveyed
 Transmission – actual expression of the message
 Receiving – the manner in which the receiver gets the
message
 Decoding – receiver's understanding of the message
 Response – or feedback.

89.  Elements of communication
◦ Sender – a person or group who wishes to convey a message to
another
◦ Message – that which is being conveyed
◦ Receiver – the listener, observer
◦ Feedback – response, message that the receiver returns to the
sender.

90.  Vertical Communication
◦ Downward – information and other types of communication
are sent by superiors to subordinates
◦ Upward – when employees or managers who are subordinate
to top level management send message up through the chain of
command
 Horizontal Communication
◦ When people communicate on the same level in the
organization structure
 Diagonal Communication
◦ Interactions of different levels in the organization.

91.  Formal Communication
◦ Follows the formal line of authority in the organization‟s
hierarchy
 Informal Communication
◦ Occurs between people at the same or different levels of the
organizational hierarchy but do not represent formal lines of
authority.

92.  Proxemics – the study of distance between people in
their interaction
◦ Intimate – physical contact – 1.5 ft
◦ Personal – 1.5 – 4 ft
◦ Social – 4 – 12 ft
◦ Public – 12 ft and beyond.

93.  Assertive
◦ Says directly and clearly what is on your mind based on self-
respect and consideration for other people
 Passive
◦ Communicating viewed as being uninvolved or unable to share
thoughts which may be withdrawn, shy or purposely
withholding
 Aggressive
◦ Concerned only with the rights of one position and may be
loud, inappropriate, confronting or hostile.

94.  Clarify your ideas before communicating to others
 Consider the setting, both physical and psychological
 Consult with others when necessary to be exact and
objective
 Be mindful of the overtones as well as the message itself
 Take the advantage to convey something to help, value, or
praise the receiver
 Follow up your communication
 Be sure your actions support communication
 Be an active listener
 Give credit for the contributions of others
 Be assertive when expressing your views.

95.  An expressed struggle between at least two
interdependent parties, who receive incompatible goals,
scarce rewards, and interference from the other party in
achieving their goals.

96.  Win-Lose
◦ It is not the optimal way of resolving conflicts because one of
the participants losses
 Lose-Lose
◦ The strategy which everyone would like to avoid, lose-lose is
not an intentional choice, but they end up with this outcome
when other strategies fail
 Win-Win
◦ Strategy which allows both individuals to feel they have
accomplished all or part of their goal.

97.  Intrapersonal
◦ Conflict within an individual
 Interpersonal
◦ Those that arise between two individuals
 Intragroup
◦ Those that arise from the members of the same group
 Intergroup
◦ Those that arise between groups.

98.  Methods employed to resolve or suppress a conflict by
all parties‟ agreement or else by the defeat of one party.

99.  Avoidance
◦ A style characteristic of individuals who are passive and who
do not want to recognize a conflict
◦ These person generally prefer to ignore conflict situations
rather than confront them directly.

100.  Competition
◦ A conflict style characteristic of individuals who are highly
assertive about pursuing their own goals but uncooperative in
assisting others to reach their goals
◦ These individuals attempt to resolve a struggle by controlling
or persuading others in order to achieve their own ends.

101.  Accommodation
◦ A conflict style that is unassertive but cooperative
◦ Attends very closely to the needs of others and ignores his or
her own needs
◦ A way for individuals to move away from the uncomfortable
feelings of struggle that conflict inevitably produces.

102.  Compromising
◦ Compromise is a positive conflict style because it requires that
individuals attend to others‟ goals as well as their own
◦ Compromise reminds us of the golden rule: “Do unto others as
you would have them do unto you”.

103.  Collaborating
◦ The most preferred of the conflict styles, which requires both
assertiveness and cooperation
◦ It involves attending fully to other‟s concerns while not
sacrificing or suppressing one‟s own concern
◦ Although this is the most preferred style, it is still the hardest
to achieve.

104.  Conflict Resolution
◦ Smoothing
◦ Other persons are involved trying to “smooth” the conflict to
reduce emotional component of the conflict.

105.  Controlling
◦ The regulation of activities in accordance with the plan which
ensures that the tasks to be accomplished is appropriately
executed.

106.  Performance Appraisal
◦ A systemic review of an individual employee‟s performance on
the job, which is used to evaluate the effectiveness of his/her
work using:
◦ Rating scales
◦ Checklist
◦ Peer review
◦ Ranking
◦ Patient survey
◦ Management by objective.

107.  System Standard
◦ Refers to the instrumentalities like equipment and setting
 Process Standard
◦ Refers to the nursing care given to clients
 Outcome Standard
◦ Refers to the desired results.

108.  A process of continuously improving a system by data
gathering
 Total quality management – involvement of all
employees in the improvement of the quality of every
product or service
 Benchmarking – comparing your institution with the
best.

109.  Quality Assurance
◦ Evaluation of services to make sure that it meets the standard
◦ Nursing audit – review of patients chart
◦ Peer review – evaluation between staff nurses
◦ Quality circle – a group of workers who meet regularly under
the leadership of a supervisor who analyze and solve work
related problems.

110.  The manager administers; the leader innovates
 The manager maintains; the leader develops
 The manager focuses on system and structure; the
leader focuses on people
 The manager relies on control; the leader inspires trust
 The manager has short-range view; the leader has long-
range perspective
 The manager asks how and when; the leader asks what
and why.

111.  The manager has his eye on the bottom line, the leader
has his eye on the horizon
 The manager accepts the status quo; the leader
challenges it
 The manager is the classic good soldier; the leader is
his own person
 The manager does things right; the leader does the right
thing.