visualize a purpose and generate value in work. They are imaginative, passionate, non-conforming risk-takers (WBC).
             Managers adopt impersonal, almost passive, attitude towards the goals. They decide upon the goals based on the necessity instead of desire and are therefore deeply tied to their organization's culture. Managers tend to be reactive since they focus on current information.
             Leaders tend to be active since they envision and promote their ideas instead of reacting to current situations. They shape the ideas instead of responding to them. Leaders have a personal orientation towards the goals. They provide a vision that alters, the way people think about what is desirable, possible and necessary.
             Managers view work as an enabling process. They establish strategies and make decisions by combining people and ideas. Managers continually coordinate and balance opposing view and are good at reaching compromises and mediating conflicts between opposing values and perspectives. They act to limit choices, tolerate practical, routine work because of strong survival instinct that makes them risk-averse.
             Leaders develop new approaches to long-standing problems and open
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