NUEVA ECIJA UNIVERSITY OF SCIENCE AND TECHNOLOGY

ORGANIZATION AND MANAGEMENT

JOANNA MARIE FRANCO

LEADERSHIP

 Leadership is the ability to influence people towards the attainment of organizational goals.

 Leadership is the relationship in which one person influences others to work together
willingly unrelated task to attain goals desired by the leader and/or group.

NATURE AND MEANING OF POWER AND AUTHORITY

• Power is the ability or capacity to influence others to do something they would not
otherwise do or to influence the behavior of others.
• Power is the ability to command or apply force.
• Power need not be accompanied by authority.
Power is the extent to which an individual is able to influence respond to orders.
• Authorities the right to perform a command or issue directives and expend resources.
• Authority exists in the formal organization because it stems from the position created by
the organization.
The amount of authority that a manager can exercise depends on the amount of coercive, reward,
and legitimate power that the manager can exert in a certain position.

French and Raven’s Five Sources of Power

1. Legitimate Power – based on an individual’s position in the organization and the

authority granted to it.

2. Reward Power - comes from the ability and authority of one individual to provide
rewards, either intrinsic or extrinsic, for compliance with these individuals wishes .

3. Coercive Power - comes from the authority to fun punish or recommend punishments.
Based on fear, the subordinate does what is required to avoid punishment, or some other negative
outcome. The disciplinary policies of organizations generally or based on this type of power.

4. Expert power – based in the special skill , expertise , or knowledge that a particular
individual possesses .
 5. Referent power results from the characteristics that , subordinates identification with ,
respect and admiration for , and desire to emulate the leader . It is exemplified by the charismatic
individual who has unusual traits that allows that person to control situation .

TWO CLASSES OF LEADERS

1. Formal leader holds a position in an organization created by election or by appointment.

Power comes from the organization.

2. Informal leader emerges in an informal group and the one seen by the group as most
capable of satisfying its needs. Power comes from the group.

LEADERSHIP VS MANAGEMENT

1. Warren Bennis , a leadership guru , differentiate slither from manager by saying a “leader
is one who do the right things” while the “manager do things right.”

2. Genevieve Capowski- “a leader embodies the soul characterized as visionary ,

passionate , flexible , creative , inspiring , innovative , courageous , imaginative ,
experimental , change initiator , with power based on personal trait; while a manager
embodies the mind , characterized as rational , consulting , persistent , problem solving ,
tough minded , analytical , structured , deliberate , authoritative, stabilizing, with power
based on position.

MANAGEMENT GURUS ON LEADERSHIP

1. Peter F. Drucker - Austrian-born American management consultant, educator, and author, whose
writings contributed to the philosophical and practical foundations of the modern business
corporation.

• Effective leadership is not about making speeches or being liked; leadership is defined by
results not attributes.

• The leaders who work most effectively, it seems to me, never say “I”. They think “we”; they
thin “them”.
 • Basic Competence of a Leader – the willingness, ability and self-discipline to listen; the
willingness to communicate, to make yourself understood ; the willingness realize how an
important you are compared to the task.

2. John P. Kotter - Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard

Business School, a New York Times best-selling author, and the founder of Kotter International.
He is a well-known thought leader in the fields of business, leadership, and change.

• Leadership within a complex organization achieves direction setting through three sub-
processes:
• Establishing direction - developing a vision of the future, along with the strategies for
producing the changes needed to achieve that vision.
• Aligning people – communicating the direction to those whose cooperation may be
needed to create coalitions that understand division and that are committed to its
achievement.
• Motivating and inspiring – keeping people moving in the right direction despite major
political , bureaucratic , and resource barriers to change by appealing to the very basic, but
often untapped, human needs , values , and emotions.
3. Douglas Mcgregor (1906 –1964) was a famous management professor in the field of personal
development and motivational theory. He is best known for his development of the Theory X and
Theory Y, a leadership theory on two different leadership styles.

 Four major variables now known to be involved in leadership.

 The characteristics of the leaders;
 The attitudes , needs , and other personal characteristics of the followers;
 Characteristics of the organizations , such as its purpose , its structure , the nature of task to
be performed;
 The social , economic , and political milieu.

4. Tom Peters and Robert Waterman Tom Peters and Robert Waterman wrote the mega hit In Search
of Excellence. Their aim was to identify the key features of excellent organisations. In later
books Peters expanded on these ideas.

5. Emmanuel T. Santos - also known as Noli Santos, is a lawyer, management practitioner, and
educator in the Philippines.

The Seven C’s of leadership

 1. Competence
2. Character
3. Commitment
4. Communication
5. Capacity for listening
6. Capability for leadership presence
7. Charisma and passion

6. John Harvey-Jones English businessman. He was the chairman of Imperial Chemical Industries
from 1982 to 1987. He was best known by the public for his BBC television show,
Troubleshooter, in which he advised struggling businesses.

7. Warren Bennis an American scholar, organizational consultant and author, widely regarded as a
pioneer of the contemporary field of Leadership studies.Bennis was University Professor and
Distinguished Professor of Business Administration and Founding Chairman of The Leadership
Institute at the University of Southern California.

8. John Adair List of leadership functions

• Planning
• Controlling
• Supporting
• Informing
• Evaluating

THEORIES OF LEADERSHIP

• Trait theory

• Behavioral theories (situational/ contingency theories)

Integrated model of leadership style

TRAIT THEORIES

• Traits are distinguishing personal characteristics such as intelligence , values , and

appearance .

• Trait theory holds that certain distinguishing physical , psychological , and intellectual
characteristics or traits differentiate leaders from their groups.
Starting with the great man theory that leaders are born not made , a belief dating back to the
ancient greeks and romans and popularized by Thomas Carlyle in modern times , Researchers
have tried to identify the physical , mental , and personality traits of various leaders.

Stogdill’s Trait Factor

Ralph Stogdill, surveyed more than 5,000 leadership and concluded that there are no consistent
pattern of traits characterize leaders in a situations. However , his research came up with some
general conclusions in the following five areas:

• intelligence and scholarship - a leader who is much smarter than group members may
have difficulty empathizing and communicating with followers , which results in impatience and
potential conflict from both parties.

Physical traits

• Personality – most of the finding suggests that leaders possess a distinguishable

personality that is influential and important in leadership capability.

• Social status and experience – studies have suggested that leaders are more educated
today and that higher socioeconomic status can be an advantage to leadership status

• Task orientation – leaders appear to be characterized by a high need of assuming

responsibility and achieving specific tasks; they’re highly motivated to set goals and reach them
consistently

Ghiselli’s Personal Traits

Edwin Ghiselli conducted extensive research on the relationship between personality and
motivational traits and leadership effectiveness. He studied over 300 managers from 90 different
companies and this findings suggests that the following personality traits range from being very
important to an important in relation to leadership success

A. IMPORTANT

• Decisiveness
• Intellectual capacity
 • Job achievement orientation
• Self-actualization feelings
• Management ability

B. MODERATELY IMPORTANT

• Affinity for working class

• Drive and initiative
• Need for a lot of money
• Need for job security
• Personal maturity

C. ALMOST NO IMPORTANCE

 masculinity vs femininity

12 Different Types of Leadership Styles

1. Autocratic Leadership

Autocratic leadership style is centered on the boss. In this leadership the leader holds all
authority and responsibility. In this leadership, leaders make decisions on their own without
consulting subordinates. They reach decisions, communicate them to subordinates and expect
prompt implementation. Autocratic work environment does normally have little or no flexibility.

2. Democratic Leadership

In this leadership style, subordinates are involved in making decisions. Unlike autocratic, this
headship is centered on subordinates’ contributions. The democratic leader holds final
responsibility, but he or she is known to delegate authority to other people, who determine work
projects.

3. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of an organization.
The strategic leader is not limited to those at the top of the organization. It is geared to a wider
audience at all levels who want to create a high performance life, team or organization.

4. Transformational Leadership
Unlike other leadership styles, transformational leadership is all about initiating change in
organizations, groups, oneself and others. Transformational leaders motivate others to do more
than they originally intended and often even more than they thought possible. They set more
challenging expectations and typically achieve higher performance.

5. Team Leadership

Team leadership involves the creation of a vivid picture of its future, where it is heading and
what it will stand for. The vision inspires and provides a strong sense of purpose and direction.

6. Cross-Cultural Leadership

This form of leadership normally exists where there are various cultures in the society. This
leadership has also industrialized as a way to recognize front runners who work in the
contemporary globalized market.

7. Facilitative Leadership

Facilitative leadership is too dependent on measurements and outcomes – not a skill, although it
takes much skill to master. The effectiveness of a group is directly related to the efficacy of its
process. If the group is high functioning, the facilitative leader uses a light hand on the process.

8. Laissez-faire Leadership

Laissez-faire leadership gives authority to employees. According to azcentral, departments or

subordinates are allowed to work as they choose with minimal or no interference. According to
research, this kind of leadership has been consistently found to be the least satisfying and least
effective management style.

9. Transactional Leadership

This is a leadership that maintains or continues the status quo. It is also the leadership that
involves an exchange process, whereby followers get immediate, tangible rewards for carrying
out the leader’s orders. Transactional leadership can sound rather basic, with its focus on
exchange.

10. Coaching Leadership

Coaching leadership involves teaching and supervising followers. A coaching leader is highly
operational in setting where results/ performance require improvement. Basically, in this kind of
leadership, followers are helped to improve their skills. Coaching leadership does the following:
motivates followers, inspires followers and encourages followers.

11. Charismatic Leadership

In this leadership, the charismatic leader manifests his or her revolutionary power. Charisma
does not mean sheer behavioral change. It actually involves a transformation of followers’ values
and beliefs.

12. Visionary Leadership

This form of leadership involves leaders who recognize that the methods, steps and processes of
leadership are all obtained with and through people. Most great and successful leaders have the
aspects of vision in them.