$\backslash$table$[[\backslash$table$[[$Personality$],[$Dimension$]],$Manager,Leader$],[\backslash$table$[[$Attitude towards$],[$goals$]],\backslash$table$[[$Has an impersonal, passive,$],[$functional attitude; believes$],[$goals rise out of necessity$],[$and reality$]],\backslash$table$[[$Has a personal and active$],[$attitude; believes goals arise$],[$from desire and imagination$]]],[\backslash$table$[[$Conceptions$],[$of work$]],\backslash$table$[[$Views work as an enabling$],[$process that combines people,$],[$ideas$,$ and things; seeks$],[$moderate risk through$],[$coordination and balance$]],\backslash$table$[[$Looks for fresh approaches$],[$to old problems; seeks high$-],[$risk positions, especially$],[$with high payoffs$]]],[\backslash$table$[[$Relationships$],[$with others$]],\backslash$table$[[$Avoids solitary work activity,$],[$preferring to work with$],[$others; avoids close, intense$],[$relationships; avoids conflict$]],\backslash$table$[[$Is comfortable in solitary work$],[$activity; encourages close,$],[$intensive working relationships;$],[$is not conflict averse$]]],[$Sense of self,A$,$B$]]$

Source: Reprinted by permission of Harvard Business Review. From "Managers and Leaders: Are Thev Different?"$\text{'}$ by A$.$ Zaleznik $($lanuary $2004).$