Q 1, Differentiate between a Leader and a Manager

The main difference between leaders and managers is that leaders have people follow
them while managers have people who work for them. A successful business owner
needs to be both a strong leader and manager to get their team on board to follow them
towards their vision of success.

WHILE THERE ARE MANY TRAITS THAT MAKE UP A STRONG LEADER, SOME OF THE
KEY CHARACTERISTICS ARE:

 Honesty & Integrity: are crucial to get your people to believe you and buy in to
the journey you are taking them on
 Vision: know where you are, where you want to go and enroll your team in
charting a path for the future
 Inspiration: inspire your team to be all they can by making sure they understand
their role in the bigger picture
 Ability to Challenge: do not be afraid to challenge the status quo, do things
differently and have the courage to think outside the box
 Communication Skills: keep your team informed of the journey, where you are,
where you are heading and share any roadblocks you may encounter along the
way

SOME OF THE COMMON TRAITS SHARED BY STRONG MANAGERS ARE:

 Being Able to Execute a Vision: take a strategic vision and break it down into a
roadmap to be followed by the team
 Ability to Direct: day-to-day work efforts, review resources needed and
anticipate needs along the way
 Process Management: establish work rules, processes, standards and operating
procedures
  People Focused: look after your people, their needs, listen to them and involve
them

In order for you to engage your staff in providing the best service to your guests, clients
or partners, you must enroll them in your vision and align their perceptions and
behaviours. You need to get them excited about where you are taking them while
making sure they know what’s in it for them. With smaller organizations, the challenge
lies in making sure you are both leading your team as well as managing your day to day
operation. Those who are able to do both, will create a competitive advantage. Are you
both a leader and a manager; what would your staff say if you were to ask them?

People working in IT industries are mostly acquainted with two words manager and
leader when working under a project. Not only in IT industries even in most of other
industries who works on any project have their leaders and managers for the project.
Generally called as Project Leader and Project Manager. There is some difference in
qualities, roles and responsibilities in between a leader and a manager. Lets discuss
about the difference below.

1. Leader :
A leader is a person who leads a particular team and influences it’s team members to
perform well and achieve the goal. Leaders follow transformational process as they
develop vision and find a way forward to achieve the goal. So a leader always looks
after a team. A leader exhibits strategic view, team management, open mind and
promotes innovation. A leader creates circles of influence and lead by inspiring.
2. Manager :
A manager is a person who manages the organization or a project by planning, giving
direction, maintaining coordination and control. Managers follow transactional
process as they delegate tasks, meet objectives. So a manager oversees a team. A
manager exhibits organizational skills, management skills, problem solving skills and
conformity. A manager creates circles of power and lead by authority.
Manager – An employee of the organization, responsible for its management. Leader – A
person who leads, guides, and directs others. There is always a buzz when we talk about
the terms leader and manager.

In an organizational setup, a manager is an important link between the firm and its
stakeholders, i.e. employees, customers, suppliers, shareholders, government, society,
and so forth. He is the one who performs basic managerial functions.

Conversely, a leader is the one who inspires, encourages, and influences his men, to
work willingly, in the attainment of the organization’s objectives. The two are not one
and the same thing, however, one can only become a successful manager, when he/she
is an effective leader.

In this context, what you need to know is that Leadership is a skill, and the person who
possesses this ability is known as a Leader. On the other hand, Management is a
discipline, and the practitioner of this discipline is known as the Manager.

Q 2, Perception affects the working style and behaviour of an employee .

Comment.

What effect does perception have on employees and the workplace? In terms of
perceptions, research has shown that what employees perceive from their work
situation influences their productivity most. Therefore, to influence productivity, it is
necessary for employers to assess how workers perceive their jobs.

In a previous post, I discussed the definition of workplace organizational behaviour and

how certain individual-level variables—including personality, ability and learning—
affect productivity, absenteeism, turnover and job satisfaction. In this post, let’s examine
how one’s perception influences productivity, absenteeism, turnover and job
satisfaction.
What is perception?

Perception is the process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment. What one perceives can be
substantially different from what another person perceives, and both can be very
different than the actual objective reality. In fact, behaviour is based on one’s perception
of what reality is, not reality itself.

Why is perception important in the workplace?

Behaviour in the workplace is based on people’s perception of the workplace. There are
many factors that influence how something is perceived. Factors pertaining to the
perceiver can involve the person’s attitudes, motives, interests, experience and
expectations. Contextual factors can involve time, work setting and social setting.
Finally, factors related to the actual target can involve novelty, motion, sounds, size,
background and proximity.

But what does perception have to do with employment?

Well, there are various ways that a person can perceive a situation in the work
environment that can lead to problems. For example, the following can occur among
employees in the workplace on a daily basis:

 Fundamental attribution error: The tendency to underestimate the influence of

external factors and overestimate the influence of internal factors when making
judgments about the behaviour of others
 Self-serving bias: The tendency to attribute one’s own successes to internal
factors and blame one’s own failures on external factors
 Selective perception: The tendency to selectively interpret what is seen based on
one’s interests, background, experience and attitudes
 Projection: The tendency to attribute one’s own characteristics to other people
 Stereotyping: The tendency to judge someone on the basis of the perception of a
group to which that person belongs
 Halo effect: The tendency to draw a general impression about an individual based
on a single characteristic
Examples of perception in the workplace

1. As you can imagine, the way a person perceives a job applicant during an
interview can affect an organization. For example, interviewers may like one
aspect of the interviewee and—pursuant to the halo effect—assume that person is
entirely a good fit with the company. Or, interviewers may learn they have one
thing in common with the interviewee and project that they are similar to the
candidate in every way, making a good fit for the organization.
2. An employee may not get a promotion because an employer has formed a
negative impression about the employee simply because that person belongs to a
particular religious group. This is stereotyping, and is clearly contrary to human
rights legislation. However, given human nature’s tendency to gather things and
people into groups and make general impressions, this can occur more often than
one might think.First Reference offers a helpful free whitepaper detailing the
organizational need for a thorough anti-discrimination policy in your employment
manual—along with several other HR policies that are essential for legal
compliance and due diligence. You can download it for free here.
3. An employee may be considered disloyal or not putting enough effort into a
project. These characteristics are subjectively judged based on an employer’s
perceptions. For instance, one supervisor may selectively perceive an employee to
be loyal, while another supervisor may selectively perceive that same employee to
be too conforming and insincere.

What effect does perception have on employees and the workplace?

In terms of perceptions, research has shown that what employees perceive from their
work situation influences their productivity most. Therefore, to influence productivity,
it is necessary for employers to assess how workers perceive their jobs.

Likewise, absenteeism, turnover and job satisfaction have more to do with an

employee’s perception of the job. Those individuals who perceive their jobs as negative
are likely to have increased absenteeism, more frequent turnover and less job
satisfaction. The only way to influence these variables is to understand how an
employee subjectively perceives the workplace.
Consequently, perception influences decision-making within an organization. Take the
example of the interview. Within the first few minutes of the interview, the interviewer
has learned some information about the interviewee and has formed an impression
based on various perceptions. The interviewer then decides whether the candidate is a
good fit with the company. The remaining time in the interview is typically spent asking
select information that supports the initial decision.

Takeaways – managing our perceptions at work

Though we are all human and have a background and a particular perspective on which
we rely when perceiving things in the work setting, it is important to be aware of the
various factors that influence our perceptions, especially when making important
decisions that affect the organization.

Sometimes it is a good idea to have a few decision makers provide an opinion when
making big decisions to ensure that various perceptions are considered before taking
the plunge. It’s also very helpful to have written workplace policies and procedures in
place to ensure that reduce the likelihood help narrow the gap between perception and
reality. Such policies help ensure management and employees act fairly and
consistently, thus reducing the risk of discrimination and human rights violations,
among other problems.

An organization implements the performance system to allocate rewards for the

employee, provide development advice as well as to obtain their perspectives, and justice
perception about their jobs, department, managers, and organization. Prior studies reveal
that employee perception is a significant factor in employee acceptance and satisfaction
of job. A good perception will create a positive working environment in the organization,
while a negative perception will affect the company performance. These perceptions
depend on the manager or supervisor’s actions and behaviors toward the employee. If
the organizations are perceived as unfair, therefore, the benefits can diminish rather than
enhance employee’s positive attitudes and performance.

Perception strengthens the relationship between performance and the expectation

of a satisfactory outcome through a better understanding of what the desired outcomes
are and how they can be achieved as well as directs the energies of employees/work
group towards the goals and objectives of the organization. Commitment to
organizational goals may result from the sense of ownership or

Proprietary rights achieved through employee’s perception.

Specifically, the perceptions of procedural unfairness can adversely affect

employee’s organizational commitment, job satisfaction, trust in management,
performance as well as their work related stress, organization citizenship behavior, theft,
and inclination to litigate against their employer. During the last ten years, the number of
studies which examined the effect of perception on employee had increased. In a study,
revealed that there was a direct relationship between employee perception and
employee outcomes, which is mostly job satisfaction among employees.

Employee’s perception can affect organizational productivity positively when they

are willing and committed to organizational goals. Willingness and commitment can be
exhibited by employees towards their job if they are perception are taken into
consideration in decision making in the organization. Thus, for management to win the
commitment of employees to get their job done properly, individual employees should
not be treated in isolation, but must be involved in matters concerning them and the
organization. When employee’s perceptions are considered, staff absenteeism is reduced,
there’s greater organizational commitment, improved performance, reduced turnover
and greater job satisfaction.

Employees’ perception has been widely recommended as one of the means of

improving the quality of work life. The implied goal is to provide an environment where
an individual will have the freedom and autonomy to make choices which are related to
his work environment and to improve the fit between his personality and the job
demands as well as between his work and non-work domains.

This study is conducted with the aim to explore the relationship that exists between
employee’s perception and their work outcomes, in the form of work performance
affective commitment and turnover intention, which is specifically conducted to address
the problems faced by working individuals in Nigerian National Petroleum Corporation,
Abuja because one of the factors that affect employees’ work outcomes is their perception
towards the practice of the organization. Therefore, Nigerian National Petroleum
Corporation, Abuja can realize the current state of the employee outcomes and create
strategies to improve work performance and affective organizational commitment, thus
reducing employees’ turnover.

Thus, the present study attempts to examine the perception of the employees of
Nigerian National Petroleum Corporation, Abuja towards the various aspects of the
organization and its impact on their work outcomes.

If employees are satisfied on the implementation of programmes in the organization,

they will perceive well and exert every possible effort to carry out their responsibilities
and duties assigned to them efficiently and effectively thus will make the organization
to which they belong more productive and successful. For instance, in order to
positively influence employee behavior & future development it has been frequently
argued that, employee must experience positive reactions in the practice of the
organization. Having these; differences in perceptions of employee about the existing
organization system practice based on their perception of fairness is a big question in
NNPC, Abuja. Currently, most employees of the organization are discussing about the
issue informally, but a due attention was not taken to examine the perception of
employees toward their complaints and their reactions (positive or negative) to the
organization; due to this problem employees of the organization will not satisfied and
their contribution throughout their employment will be reduced. This study is
therefore, seeks to investigate the employee perception toward the organization and
outcomes by analyzing; What potential consequences will be happened in the area of
work performance, affective commitment and turn over intentions as result of
employees’ different perception of practice in Nigerian National Petroleum Corporation.
Q3, Explain at the length the various kinds of Personality.

There are many models of personality types that attempt to explain why we are the way
we are. Keep reading to learn more about the four main personality

Personality

Ever heard the phrase ''They've got a big personality''? Usually, that means the person is
very outgoing and noticeable, which can be good or bad depending on the opinion.

However, personality is not something measured on a scale of having more or less. It's a
part of who we are and our myriad of traits. Let's take a look at the way psychologists
describe personality and the different personality types. You might even recognize your
own.

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Definition

As a professional term in psychology, personality is a person's unique patterns of

thought, emotion, and behavior. This means that personality is composed of all of an
individual's unique characteristics.

When psychologists study personality, they usually conduct two different kinds
of research, including:

1. How and why people differ in a particular characteristic or group of

characteristics, like aggression, humor, and outgoing behavior, and

2. How the different traits in a person's personality work together in terms of how
he or she behaves and interacts with the external world

Competing Views

There are a wide variety of competing theories on personality. The ideographic view of
personality sees each person as completely unique individuals. People cannot be
compared with one another because their psychological makeups are integrated wholes
and not a series of comparable characteristics.

This contrasts with the nomothetic view that states that personality traits can be
compared between people and where each person places on a scale of that trait. Their
unique personalities are thus observed by mapping their positions along these traits.

Myers-Briggs Indicator
One of the most commonly used evaluations for personality typing is the Myers-Briggs
Type Indicator (MBTI), created by a mother-daughter team of psychologists, Katherine
Briggs and Isabel Briggs Myers. The Briggs developed a typing system based on the
work of Carl Jung, a prominent psychologist from the early days of the field.

The team developed four dimensions to measure personality. Each dimension consists
of a continuum between two extremes of a particular trait.

1. Is the person more extroverted or introverted?

2. How does the person learn new information? Doe he or she lean toward using
the physical senses for empirical observation or intuitively gathering
information from observed details and reasoning (whether conscious or
unconscious)?

3. How does the person make decisions, through a logical process or by going on a
feeling?

4. How does the person deal with the world around him or her? Does the individual
project his or her beliefs onto the situation or take in observed details to modify
or support those beliefs?

What personality traits makes someone who they are? Each person has an idea of their
own personality type — if they are bubbly or reserved, sensitive or thick-skinned.
Psychologists who try to tease out the science of who we are define personality as
individual differences in the way people tend to think, feel and behave.

Measuring personality traits

You'll find many quizzes and tests online that claim to measure what personality type
you have. Most of these are supported by very little evidence, and if you run across a
system that claims to break all of humanity into just a handful of categories, it's safe to
say it's probably oversimplified. Instead of trying to break people into "types,"
psychologists focus on personality traits. Each trait occurs along a spectrum and traits
 are independent of one another, making for an infinite constellation of human
personality.

The traits with the strongest research backing them are the Big Five:

 Openness
 Conscientiousness
 Extraversion
 Agreeableness
 Neuroticism
Conveniently, you can remember these traits with the handy OCEAN mnemonic (or, if
you prefer, CANOE works, too).

What is Myers-Briggs?

How accurate is the Myers-Briggs personality test? Can it predict your personality?

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The Big Five were developed in the 1970s by two research teams. These teams were led
by Paul Costa and Robert R. McCrae of the National Institutes of Health and Warren
Norman and Lewis Goldberg of the University of Michigan at Ann Arbor and the
University of Oregon, according to Scientific American.
How universal are the Big Five? The evidence suggest that these traits translate well
across cultures. A 2005 study led by McCrae and published in the Journal of Personality
and Social Psychology found that structure of the Big Five was similar across 50
countries, and a 2017 study published in the journal PLOS ONE found that among 22
countries, breakdowns of personality traits were quite similar. In fact, a person's
nationality contributed only 2% to their personality. And a 2021 study of Mexican-
origin adults "showed few associations with sociodemographic factors (sex, education
level, and IQ) and cultural factors," according to the study abstract on the National
Library of Medicine.
Still, there may be some cultures that don't conceive of human traits in the terms of the
Big Five. For example, a 2013 study in the Journal of Personality and Social
Psychology found that among the Tsimane tribe of forager-horticulturists in Bolivia,
personality was conceived of along only two traits, prosociality and industriousness.
This suggests that the Big Five personality traits could be a byproduct of living in a
large, complex society, while people in small, traditional societies differ along other sets
of traits. One possibility is that societies that offer more social niches for people allow
more types of personality traits to arise, University of California Merced psychologist
Paul Smaldino and UC Santa Barbara anthropologist Michael Gurven, have suggested in
their 2019 study.
If you live in a large, industrialized society, though, chances are the Big Five will do a
pretty good job of summing you up. You might have a dash of openness, a lot of
conscientiousness, an average amount of extraversion, plenty of agreeableness and
almost no neuroticism at all. Or you might be highly conscientious, a bit introverted,
disagreeable, neurotic and barely open. Here's what each trait entails.