(Lorsch et al 1978) .
A manager's work can be described in terms of roles or patterns of behaviour. These roles cannot be separated as they are tightly linked together in the total "managerial job". The manager's interpersonal roles have as their prime purpose the development of relationships between the manager and other people. Included here are the figurehead, leadership and liaison roles which enable the manager to develop an internal and external linkage system. The manager's informational roles include those of information monitor, disseminator and spokesperson, while his or her decisional roles of entrepreneur, disturbance handler, resource allocator and negotiator lead to organisational action. (Lorsch, J.W. et al 1978) .
If leadership is just one of the many roles which a manager must play, why is it so hard, then, for managers to create the kind of teams, departments and companies that they want? Managers know what an ideal organisation is, but few of them live and work in this ideal realm. For most of them, daily work is a messy reality of trade-offs and dilemmas, and having to face the difficult problems that have managed to filter to the top. The ability to resolve dilemmas and build the kind of organisation they want is what separates leaders from capable, dependable managers. .
Can Managers be Leaders?.
Leaders and managers differ in their conceptions. Managers tend to view work as a process involving the interaction of people and ideas to establish strategies and make decisions. Where managers act to limit choices, leaders work in the opposite direction to develop fresh approaches to long standing problems and to open issues for new options. (Zaleznik, A. 1990) People who are effective in the leadership role have the vision to set corporate goals and strategies, the interpersonal skills to achieve concensus, the verbal capacity to communicate enthusiasm to large and diverse groups of individuals, the organisational talent to coordinate disparate efforts and, above all, the desire to lead.