Leadership

Theory

Leadership

Reported
by: Mrs
Elnora
Argota

The meaning of a message is the change

which it produces in the image. Kenneth
Boulding in The Image: Knowledge in Life
Society
Leadership is a process by which a
person influences others to accomplish
an objective and directs the organization in
a way that makes it more cohesive and
coherent.

 Leaders carry out this process by applying

their leadership knowledge and skills. This
is called Process Leadership(Jago, 1982).

 The Two Most Important Keys

to Effective Leadership
Trust and confidence in top
leadership was the single
most reliable predictor of
employee satisfaction in an
organization.

Principles of Leadership
Know yourself and seek self-improvement
Be technically proficient
Seek responsibility and take responsibility
for your actions
Make sound and timely decisions
Set the example
Know your people and look out for their
well-being
Keep your workers informed

 Develop a sense of responsibility in your

workers
Ensure that tasks are understood,
supervised, and accomplished
Use the full capabilities of your
organization

Environment
Every organization has a particular work
environment, which dictates to a
considerable degree how its leaders
respond to problems and opportunities.
This is brought about by its heritage of
past leaders and its present leaders.

Four Factors of Leadership

Followers - Different people require
different styles of leadership.
Communication - You lead through twoway communication. Much of it is
nonverbal.
Situation - All situations are different
Boss or Leader?

 Effective communication by leadership in

three critical areas was the key to winning
organizational trust and confidence:
Helping employees understand the company's
overall business strategy.
Helping employees understand how they
contribute to achieving key business objectives.
Sharing information with employees on both how
the company is doing and how an employee's
own division is doing relative to strategic
business objectives.

The Process of Great Leadership

The road to great leadership (Kouzes &
Posner, 1987) that is common to successful
leaders:
Challenge the process - First, find a process
that you believe needs to be improved the
most.
Inspire a shared vision - Next, share your
vision in words that can be understood by
your followers.

 Enable others to act - Give

them the tools and methods to
solve the problem.
Encourage the heart - Share
the glory with your followers'

Reported by: Marissa Go,

Leadership Theories

1. Behavioral theories What does

a good leader do?
Behavioral theories focus on how
leaders behave. Do they dictate what
needs to be done and expect
cooperation? Or do they involve the
team in decisions to encourage
acceptance and support?

 Blake Mouton Managerial Grid

Balancing Task- and People-Oriented
Leadership
The Managerial Grid is based on two
behavioral dimensions:
Concern for People This is the degree to
which a leader considers the needs of team
members, their interests, and areas of
personal development when deciding how
best to accomplish a task.

 Concern for Production This is the

degree to which a leader emphasizes
concrete objectives, organizational
efficiency and high productivity when
deciding how best to accomplish a task.

The goal is to be at
least in the Middle of
the Road but
preferably a Team
Leader that is, to
score at least between
a 5,5 to 9,9. In
addition, a good leader
operates at the
extreme ends of the
two scales, depending
upon the situation.

 four types of leaders:

Authoritarian strong on tasks, weak on
people skills
Country Club strong on people skills,
weak on tasks
Impoverished weak on tasks, weak on
people skills
Team Leader strong on tasks, strong on
people skills

 2. Contingency theories How does the

situation influence good leadership?
The realization that there isn't one correct
type of leader led to theories that the best
leadership style is contingent on, or
depends on, the situation. These theories
try to predict which leadership style is best
in which circumstance.

 3. Trait theories What type of person

makes a good leader?
Trait theories argue that leaders share a
number of common personality traits and
characteristics, and that leadership
emerges from these traits. Early trait
theories promoted the idea that leadership
is an innate, instinctive quality that you
either have or don't have..

 4. Power and influence theories What

is the source of the leader's power?
The model suggests that using personal
power is the better alternative and,
because Expert Power (the power that
comes with being a real expert in the job)
is the most legitimate of these, that you
should actively work on building this.
Similarly, leading by example is another
highly effective way to establish and
sustain a positive influence with your team.

Leadership Myths

Reported by:
Eulogia
Marcellones,

Myth 1 Leadership is innate

Myth 2 Leadership is possessing power
over others
Myth 3 Leaders are positively influential
Myth 4 Leaders entirely control group
outcomes
Myth 5 All groups have a designated
leader
Myth 6 Group members resist leaders

 Transactional Leadership. This approach

assumes that work is done only because it is
rewarded, and for no other reason, and it
therefore focuses on designing tasks and
reward structures. While it may not be the
most appealing leadership strategy in terms
of building relationships and developing a
long-term motivating work environment, it
does work, and it's used in most
organizations on a daily basis to get things
done.

 People-oriented leadership or relationsoriented leadership

This is the opposite of task-oriented
leadership. With people-oriented
leadership, leaders are totally focused on
organizing, supporting, and developing the
people in their teams. It's a participative
style, and it tends to encourage good
teamwork and creative collaboration

 Servant leadership
This term, created by Robert Greenleaf in
the 1970s, describes a leader who is often
not formally recognized as such. When
someone, at any level within an
organization, leads simply by meeting the
needs of the team, he or she is described
as a "servant leader."
In many ways, servant leadership is a form
of democratic leadership, because the
whole team tends to be involved in decision
making.
Reported by:Joseph
Almazan

 Task-Oriented leadership
Highly task-oriented leaders focus only on
getting the job done, and they can be quite
autocratic. They actively define the work
and the roles required, put structures in
place, plan, organize, and monitor

 Transactional leadership
This style of leadership starts with the idea
that team members agree to obey their
leader totally when they accept a job.
Transformational leadership
people with this leadership style are true
leaders who inspire their teams constantly
with a shared vision of the future

Leadership Styles

Leadership Styles

Authoritarian (autocratic)
This style is used when leaders tell their
employees what they want done and how
they want it accomplished, without getting the
advice of their followers.

 Strengths:
Can increase efficiency -"tighten up"
operations.
Valuable time saved by commands and no
discussion.
Quick results, especially in emergency
situations

 Weakness:
The efficiency of one-way communication
(orders) is often only apparent
An autocrat must be an expert on every
job under his control since he receives
little or no advice or information from his
people.

 People usually resent an autocratic leader

and his authoritarian rule, feel excluded
and unimportant like machine parts, and
often express their feelings by
subconscious or quire intentional re
sistance.
Poor or no development of people's
potential talent.

Participative (democratic)
This style involves the leader
including one or more employees
in the decision making process
(determining what to do and how
to do it). However, the leader
maintains the final decision
making authority.

Strengths:
People are more cooperative and motivated
when given reasons and explanations for
work they do.
People can ask questions and this two-way
communication reduces errors through
misunderstanding.

 People feel respected and important when

a boss takes time to explain and discuss;
morale is good.
This style of leadership is indispensable
for any of the many "staff" managers who
get their work done through others over
whom they have no direct authority or
control.

Weakness:
Some people interpret efforts to persuade
them as a sign of weakness or indecision
in a manager.
Unless the "salesman" (diplomatic
manager) is very skilled and convincing,
people may sense a "con" job, insincere
flattery or that they are being merely
manipulated and treated hypocritically.

Consultative Management style

A consultative management style can be
viewed as a combination of the above two.
The manager will ask views and opinions
from their staff, allowing them to feel
involved but will ultimately make the final
decision.

Strengths
Many ideas may bring creative change.
Weakness
Many ideas could bring stalemate if no one
can bring the ideas together or if no one
can choose the best ones.

 Delegative (free reign)

In this style, the leader allows the
employees to make the decisions.
However, the leader is still responsible for
the decisions that are made. This is used
when employees are able to analyze the
situation and determine what needs to be
done and how to do it. You cannot do
everything! You must set priorities and
delegate certain tasks.

 Strengths:
This style, when it works, enables a
manager to handle the maximum number
of projects, delegated almost completely to
others and thus using up very little of his
own managerial time -but he is always
ultimately accountable for each project.

Weakness:
little or no control is exercised over
subordinates and thus the risk of errors,
even catastrophic ones, is greater than with
any other leadership style;
delegations of responsibility for projects and
great freedom can end with deadlines
missed or reached but with a series of
disasters regarding specifications of pro
jects, budget overruns, safety or legal
violations etc.;

Types

of organizational
power

Legitimate Power
Reward Power
Coercive Power
Expert Power
Charisma Power
Referent Power
Information Power

Reported by Teofilo Campo

Models
Bureaucratic Management
Max Weber embellished the scientific
management theory with his bureaucratic
management theory which is mainly
focused on dividing organizations into
hierarchies, establishing strong lines of
authority and control. Weber suggested
organizations develop comprehensive and
detailed standard operating procedures for
all routinized tasks.

Human Relations
Father of the "human relations" movement
as Elton Mayo (1880-1949), a Harvard
professor trained in psychopathology who
is most famous for the well-known
"Hawthorne Studies" -- a series of 20-year
experiments at a Western Electric plant in
Cicero, Illinois which began in 1927.

 THEORY X AND THEORY Y

Doug McGregor (1960) founded Theory

X and Theory Y management theory which
was inspired by Abraham Maslow's
hierarchy of needs. Theory X, which
McGregor called traditional management
is based on the idea employees are lazy
and need to be motivated by crass,
material rewards.

 Theory Y, which McGregor favored, is

based on the idea that employees are
creative and need to have their potential
unleashed. He believed, in other words,
that employee needs and organizational
needs could be successfully merged.
Managers should not use threats or
coercion in order to gain employee
compliance. .

 THEORY Z
William Ouchi came up with a variant
called "Theory Z" which combined
American and Japanese management
styles to emphasize collective
decisionmaking, long-term employment
prospects, low-key evaluations, informal
controls, moderately specialized career
paths, and a holistic concern for the
employee, including their family.