Beruflich Dokumente
Kultur Dokumente
VOLUME 10
SERIES 12
DAILY NEWS
AUGUST 23, 2014
H.B.O. EXCLUSIVES
LEADERSHIP
JOAN ALDOVINO
ATHENA BAUTISTA
SHARLENE CORSAT
REENA RECEDE
VANESSA RULLAN
OBJECTIVES
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To define leadership
To delimitate leadership and management
To determine the kinds of leadership
To know the relationship between a leader and his
power
To trace the early approaches and theories about
leadership
TOPICS
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Definition of Leadership
Leadership VS Management
Kinds of Leadership
Power of a Leader
Different Theories about Leadership
DEFINITION
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DEFINITION
LEADERSHIP
LEADERSHIP VS
MANAGEMENT
LEADER
LEADERSHIP
MANAGER
RATIONAL PROBLEM
SOLVERS
KINDS
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1. Formal Leadership
2. Informal Leadership
TYPES OF POWER
1. Position Power
Legitimate Power
Reward Power
Coercive Power
2. Personal Power
Expert Power
Referent Power
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TYPES OF POWER
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Position Power
It is the power derived as a consequences of
the leaders position
TYPES OF POWER
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Legitimate Power
Known as AUTHORITY
This power emanates from
position in the organization
persons
TYPES OF POWER
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Legitimate Power
CHARACTERISTICS
1. It is invested in a persons position
2. It is accepted by subordinates
3. Authority is used vertically
TYPES OF POWER
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Reward Power
TYPES OF POWER
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Coercive Power
TYPES OF POWER
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Personal Power
The leaders personal power results from his
personal characteristics. It may be any or both of
the following:
1. Expert power
2. Referent power
1. Trait theories
2. Behavioral theories
3. Contingency theories
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Leadership
Theories
Continuum
of
Leadership
Behavior
Ohio
Muczyk-Reimann
Path
University
Managerial
Normative
Goal
StateModel
University
of
Decision
Grid
Michigan
of
studies
Blake
Model
studies
and
Mouton
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TRAIT THEORIES
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Trait Theories
Factors wherein leadership exceeds the average
TRAIT THEORIES
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TRAIT THEORIES
What good leaders have in common:
1. Extraversion
2. Conscientiousness
3. Openness
4. Emotional intelligence
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BEHAVIORAL THEORIES
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BEHAVIORAL THEORIES
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Costs
Scrap loss
Employee and managerial motivation
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Job-centered
Employee-centered
The researchers found out that the most productive work groups
tendered to have leaders who were employee-centered rather that jobcentered.
BEHAVIORAL THEORIES
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Yukl Studies
Others researchers like Gary M. Yukl made one step
further than the Michigan and Ohio State studies. He and his
colleagues tried to seek answers to specific behaviour of
leaders for varying situations.
YUKL STUDIES
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Performance emphasis
Consideration
Praise-Recognition
Decision-Participation
YUKL STUDIES
Training-Coaching
Problem Solving
Work Facilitaion
Inspiration
Structuring reward contingencies
Autonomy-Delegation
Role Classification
Goal Setting
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YUKL STUDIES
Information Dissemination
Planning
Coordinating
Representation
Interaction Facilitation
Conflict Management
Criticism-Discipline
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BEHAVIORAL THEORIES
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Managerial Grid
A graphic portrayal of a two dimensional view of leadership
developed by Robert Blake and Jane Mouton. It is an
approach to understanding a managers concern for
production and concern for people. The grid was structured to
contain two underlying dimension labelled Concern for
Production and Concern for People. These attitudinal
dimensions are coupled through an interaction process.
MANAGERIAL GRID
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MANAGERIAL GRID
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MANAGERIAL GRID
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MANAGERIAL GRID
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MANAGERIAL GRID
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MANAGERIAL GRID
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CONTINGENCY THEORIES
hbo- report.pptx
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Appropriat
e goals
are
establishe
d
Effective
performa
nce
occurs
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Leader
connects
rewards
with goals
Employee
become
satisfied and
motivated, and
they accept
the leader
Leader
provides
assistance
on employee
path toward
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Directive leader
leader who lets followers know what is expected
of them, schedules work to be done, and gives
specific guidance as to how to accomplish task
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Participative leader.
Leader who consults with followers and uses
their suggestions before making a decision.
Achievement- oriented leader.
Sets challenging goals and expects
followers to perform at their highest level.
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CLASSIFICATION OF SUBORDINATES
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4 Leadership Styles
(Hershey And Blanchard)
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Directing style
Defines roles for people who are unable and
unwilling to take responsibility themselves; it eliminates
any insecurity about the task that must be done.
Coaching style
Offers both task direction and support for people who
are unable but willing to take the task responsibility.
4 Leadership Styles
(Hershey And Blanchard)
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Supporting style.
By allowing followers to share in decisionmaking, this style help enhance desire to
perform a task.
Delegating style.
Provides little in terms of direction and
support for the task at hand.
In group members
Have attitude and values similar to those of
leader and interact frequently with the leader.
Out group members
Treated in accordance with a more formal
understanding
of
supervisor-subordinate
relations.
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Autocratic I
The leader individually solves the problem using the
information already available.
Autocratic II
The leader obtains data from subordinates and then
decides.
Consultative I
The leader explains the problem to individual subordinates
and obtains ideas from each before deciding.
Decision making
styles
(Normative Model)
5 DECISION
MAKING
STYLES
(NORMATIVE MODEL)
LEADERSHIP
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Consultative II
The leader meets with group of subordinates to
share the problem and obtain inputs, the decides
Group II
The leader shares problem with group and
facilitates a discussion of alternatives aiming to reach
a group agreement on a solution.
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4 Leadership Style
(Muczyk- Reimann Model)
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Directive autocrat
The leader makes decisions unilaterally and
closely supervises the activities of subordinates.
Permissive autocrat
This leader makes decision unilaterally but
allows subordinates a great deal of latitude.
4 Leadership Style
(Muczyk- Reimann Model)
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Directive democrat
This leader wants full participation but
closely supervises subordinate activity.
Permissive democrat
This leader allows high participation in
decision making and in execution.