Austria, Carol Davadilla, Garzon, Jesame Lalim, Leah Ramones, Jade Robledo, Ma.

Jasmin HBO / Fri - 2:30-5:30 WEEK 14

LEADERSHIP
THE NATURE OF LEADERSHIP Leadership is the process or influencing and supporting others to work enthusiastically toward achieving objectives. - It is the critical factor that helps an individual or a group identify its goals and then motivates and assists in achieving the stated goals. 3 important elements Influence/ Support Voluntary Effort Goal Achievement

Leadership then, is the catalyst that transforms potential into reality. Behavioral approaches descriptive, offering a variety of ways in which the actions of leaders often differ (e.g. leaders can be positive or negative, autocratic or participative, employee oriented or task-oriented) Contingency approaches are more analytical, encouraging managers to examine their situation and select a style which best fits it. MANAGEMENT AND LEADERSHIP Leadership is an important part of the management, but it is not the whole story. The primary role of a leader is to influence others to voluntarily seek defined objectives Managers also plan activities, organize appropriate structures, and control resources. hold formal positions, whereas anyone can use his or her informal influence while acting as a leader. achieve results by directing the activities of others, whereas leaders create a vision and inspire others to achieve this vision and to stretch themselves beyond their normal capabilities. Leadership ability can be acquired through, observation of effective role models, participation in management training, and learning from work experiences.

 TRAITS OF EFFECTIVE LEADERS

Primary Traits: Personal drive and energy Desire to lead Honestly and integrity Self-confidence __ _ ___ ___ _ ____ __ __ ___ ___ _ _____ _ _ __ _ Secondary Traits: Knowledge of business Cognitive ability Charisma Flexibility and adaptiveness Creativity and originality Positive affectivity (warmth)

Narcissism which leaders become filled with their own importance, exaggerate their own achievements, seek out special favors , and exploit others for their personal gain. LEADERSHIP BEHAVIOR Much research has focused on identifying the Leadership. Successful leadership depends more on appropriate behaviour, skills, and actions, and less on personal traits. The difference is similar to that between latent energy and kinetic energy in physics: one type (the traits) provides the latent potential, and the other (the behaviors, skills, and actions) is the successful release and expression of those traits, much like kinetic energy. The three broad types of skills leaders use are Technical, Human, and Conceptual. Technical Skill refers to a persons knowledge of and ability in any type of process or technique. (Ex. Skills learned by accountant, engineers, word processing operators, and toolmakers.) Human Skills is the ability to work effectively with people and to build teamwork. No leader at any organizational level escapes the requirement for effective human skill. It is a major part of leadership behavior and is discussed throughout this book. Lack of human skills has been the downfall of many managers. Conceptual skill Is the ability to think in terms of models, frameworks, and broad relationships, such as long range plans. It becomes increasingly important in higher

managerial jobs. Conceptual skill deals with ideas, whereas human skill concerns people and technical skill involves things. Variation in the use of leadership skills at different organizational level

SITUATIONAL ASPECTS Successful leadership requires behavior that unites and stimulates followers toward defined objectives in specific situations. All three elements Leader, Followers, and Situationare variables that affect one another in determining appropriate leadership behavior.

FOLLOWERSHIP With few exceptions, leaders in organizations are also followers. They nearly always report to someone else. Even the president of a public firm or nonprofit organization report to a board of directors. Leaders must be able to wear both hats, relating effectively both upward and downward. Followership behavior includes: 1. 2. 3. 4. 5. 6. Not competing with the leader to be in the limelight. Being loyal and supportive, a team player. Not being a yes person who automatically agree. Acting as a devils advocated by raising penetrating question. Constructively confronting the leaders ideas, values, and actions. Anticipating potential problems and preventing them.

 BEHAVIORAL APPROCHES TO LEADERSHIP STYLE The total pattern of Explicit and Implicit leaders action as seen by employees is called Leadership style. It represents a consistent combination of philosophy. Each style also reflects, implicitly or explicitly, a managers beliefs about a subordinates capabilities.

POSITIVE AND NEGATIVE LEADERS There are differences in the ways leaders approach people to motivate them. If the approach emphasizes rewardseconomic or otherwise the leader uses positive leadership. Better employee education, greater demands for independence, and other factors have made satisfactory employee motivation more dependent on positive leadership. If emphasis is placed on penalties, the leader is applying negative relationship. This approach can get acceptable performance in many situations, but it has high human costs. Negative leaders act domineering and superior with people. A continuum of leadership styles exist, ranging from strongly positive to strongly negative. Style is related to ones model of organizational behavior. The autocratic model tends to produce a negative style; the custodial model is somewhat positive; and the supportive, collegial, and system models are clearly positive. Positive leadership generally results in higher job satisfaction and performance.

AUTOCRATIC, CONSULTATIVE, AND PARTICIPATIVE LEADERS Autocratic Leaders: Centralize power and decision making in themselves. Advantages: Satisfying for the leaders Permits quick decision Allows the use of less components subordinates

Consultative leaders: approach one or more employees and ask them for inputs prior to making a decision. Participative leaders: Clearly decentralize authority. The leader and the group are acting as a social unit. Employees are informed about conditions affecting their job and encourage expressing their ideas make suggestions, and taking action. LEADER USE OF CONSIDERATION AND STRUCTURE Two different leadership styles used with employees are consideration and structure also known as employee orientation and task orientation. Considerate leaders are concerned about the human needs of their employees.

Structured, task-oriented leaders, on the other hand believe that they get results by keeping people constantly busy, ignoring personal issues and emotions and urging them to produce. The most successful managers are those who combine relatively high consideration and structure, giving somewhat more emphasis to consideration.

CONTINGENCY APPROACHES TO LEADERSHIP STYLE The positive, participative, considerate leadership style is not always the best style to use. At times there are exceptions, and the prime need for leaders is to identify when to use a different style. A number of models have been developed that explained these exceptions, and they are called contingency approaches. These models states that the most appropriate style of leadership depends on an analysis of nature of situation facing the leader. FIEDLERS CONTINGENCY MODEL Fiedler shows that a leaders effectiveness is determined by the interaction of employee orientation with three additional variables that relate to the followers, the task, and the organization. They are leader-member relations, task structure and leader position power. Leader-member relations are determined by the manner in which the leader is accepted by the group. Task structure reflects the degree to which one specific way is required to do the job. Leader position power describes the organizational power that goes with the position the leader occupies.

HERSEY & BLANCHARTS SITUATIONAL LEADERSHIP MODEL Another contingency approach, the situational leadership(or life-cycle) model developed by Paul Hersey and Kenneth Blanchart, suggest that the most important factor affecting the selection of the leaders style is the development level of the subordinate. Development level is the task specific combination of an employee's task competence and motivation to perform. Employees typically become better developed on a task as they reside appropriate guidance, gain job experience, and see the reward for cooperative behavior both the competence to perform a given task and the commitment to do so can vary among employees, therefore development levels demand different response from leaders. PATH-GOLD MODEL OF THE LEADERSHIP Robert halls and others have further developed a Path-Gold view of leadership initially presented by Martin G. Evans, which is derive from the expectancy model of motivation. Path-Gold leadership states that the leaders job is to use structure, support, and rewards to create a work environment that helps employees reach the organizations goal. The two major rules involved are to create a goal-orientation and to improve the path toward the goals so that they will be attained.

 VROOMS DECISION-MAKING MODEL The useful decision-making model for selecting among various degrees of leadership style developed by V.H. Vroom and others they recognize the problem-solving situation differ, so they developed the structure approach for managers to examine the nature of those differences and to respond appropriately. Guiding questions in the Vrooms Decision-making Model: 1. How important is technical quality with regard to the decision being made? 2. How important is subordinate commitment to the decision? 3. Do you already have sufficient information to make high-quality decision? 4. Is the problem well structured? 5. If you made the decision, would the subordinate be likely to accept it? 6. Do subordinate share the goals to be attained in solving the problem? 7. Is there likely to be conflict among subordinate over alternative solutions? 8. Do subordinate have sufficient information to allow them to reach a high-quality solution? EMERGING APPROACHES TO LEADERSHIP Substitutes and Enhancers for leadership a totally different approach to leadership that still has a modest contingency flavor has been proposed by Steven Kerr and others.

Substitutes for leadership are factors that make leadership roles unnecessary through replacing them with other sources. Enhancers for leadership are elements that amplify a leaders impact on the employees.

SELF-LEADERSHIP AND SUPERLEADERSHIP The substitute for leadership provides partial compensation for a leaders weakness and the enhancers build on a leaders strengths. In another emerging approach to leadership, a dramatic substitute for leadership is the idea of selfleadership, which has been advocated by Charles Mans and Henry Sims. This process has to thrusts: leading one to perform naturally motivating tasks and managing oneself to do work that is required but not naturally rewarding. Selfleadership requires employees to apply the behavior of skills of self-observation, self-set goals, self-criticism. It also involves the mental activities of building natural rewards into tasks, focusing thinking on natural rewards, and establishing effective thought patterns such as mental imagery and self-talk. The net result is employees who influence themselves to use their self-motivation and self-direction to perform well.

Superleadership begins with a set of positive beliefs about workers. it requires practicing selfleadership oneself and modeling it for others to see. Superleaders also communicate positive self-expectation to employees, reward their progress toward self-leadership, and make self-leadership and essential part of the units desired culture. COACHING A rapidly emerging metaphor for the leader is that of a coach. Borrowed and adapted from the sports domain, coaching means that the leader prepares, guides, and directs a player but does not play the game. These leaders recognize that they are on the sidelines, not on the playing field. Their role is to select the right players, to teach and develop subordinates, to be available for problem-oriented consultation, review resource needs, to ask question, and to listen to input from employees. Coaches see themselves as cheerleaders and facilitators while also recognizing the occasional need to be tough and demanding. Coaching can be a powerful leadership tool, if handled correctly. Good coaching focuses mostly on enhanced performance as supported by high expectation and timely feed-back while building on the tools of trust, mutual respect, integrity, openness, and common purpose. The specific areas that most managers admit needing coaching in are: Improving their interaction style Dealing more effectively with change Developing their listening and speaking skills

OTHER APPROACHES Two other perspectives on leadership deserve mention. Visionary leadersthose who can paint a portrait of what the organization needs to become and then use the communication skills to motivate others to achieve the visionplay specially important rules during times of transition. A second approach looks at the reciprocal nature of influence between managers and their employees and studies the exchanges that take place between them. SUMMARY

Leadership is the process of influencing and supporting others to work enthusiastically toward achieving objectives. It is determined partially by traits, which provide the potential for leadership, and also by rule behavior. Leaders roles combine technical, human, and conceptual skills, which leaders apply in different degrees at various organizational levels. Their behavior as followers is also important to the organization.