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job, look at long-term goals, and inspire and motivate; whereas managers maintain the status-quo, monitor the means by which the job is getting done, and solve prob‐ lems as they arise in the organization. Leaders and man‐ agers can actually be at opposition in their approach to the work and accomplishment of organizational goals.

There is some debate on whether leaders are born with leadership characteristics, are taught to be good leaders, or are better able to perform leadership behaviors than others. Trait theories put forth that leaders are born with speci�c characteristics that make them more capable of leading others (Bass, 1981; Lippitt, 1955; Stogdill, 1974). They may be more emotionally stable; be more business- minded; or have more self-con�dence, integrity, and hon‐ esty, and a constant drive to promote change and to make improvements in their environments. Contrary to this approach, it may be that the person seen as a leader is simply better able to perform the behaviors associated with leadership—being supportive of others, friendly, and approachable; able to set goals, give directions, assign tasks, inspire, and motivate—and get people in the orga‐ nization to accomplish individual and organizational goals. This is a behavioral approach. Behaviorists are in‐ terested in how those perceived as leaders can motivate others to perform. In their minds, leadership can be learned (Shanahan, 1978).

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