LEADING

WHAT IS
LEADING?
 HOW
LEADERS
INFLUENCE
OTHERS?
 Maintain effective
work force

Perform leadership roles

Leaders influence others

because of the power they
possess
Bases of Power

1. Legitimate 2. Reward
power power

5. Expert
power

3. Coercive 4. Referent
power power
Legitimate Power

A person who occupies a higher position has

a legitimate power over persons in lower
positions within the organization.
Reward Power

A person has the ability to give reward to

anybody who follows orders or requests.

Material Psychic
reward reward
Reward Power

Material
reward
Reward Power

Psychic
reward
Coercive Power

A person compels another to comply with

orders through threats or punishment.
Referent Power

A person can get compliance from another

because the latter would want to be
identified with the former.
Expert Power

People with great skills in technology.

THE NATURE
OF
LEADERSHIP
Leadership

 the process of influencing and supporting others

to work enthusiastically toward achieving
objectives.
Expected of any manager in any unit or division

*if a leader is not functioning properly, no unit or

division objectives can be expected to achieve.
Traits of Effective Leadership

1. A high level of personal drive 6. Knowledge of the company ,

industry or technology
2. The desire to lead
7. charisma
3. Personal integrity
8. Creativity
4. self-confidence

5. Analytical ability or judgement 9. flexibilty

1. Personal drive

Persons with drive are those identified as

willing to accept responsibility, process
vigor, initiative, persistence, and health.
1. Personal drive

Drive is a very important leadership trait

because of the possibility of failure in
every attempt to achieve certain goals.
1. Personal drive

Paul Mediarito
 Plant director of Polo plant of San Miguel
Corporation (1992 – 1994)
 He was instrumental in radically changing
the problem-riddled Polo plant to a world-
class brewery with modern technology and
work force with a new attitude.
2. Desire to Lead

Leaders with a desire to lead will always

have a reservoir of extra efforts which can
be used whenever needed.
3. Personal Integrity

A person who is well-regarded by others as

one who has integrity possesses one trait of
a leader.
3. Personal Integrity

One who does not have personal integrity

will have a hard time convincing his
subordinates about the necessity of
completing various tasks.
3. Personal Integrity

Integrity means and includes “honesty,

honor, incorruptibility, rectitude,
righteousness, uprightness, and similar
virtues”.
- V.K. Saraf
4. Self-Confidence

Self-confidence is necessary for the moves

to be continuous and precise.
4. Self-Confidence

McKinsey and company found in a study

they conducted that leaders of mid-sized,
high growth companies were “almost
inevitably consummate salesmen who
radiate enormous contagious self-
confidence.”
4. Self-Confidence

“A chieftain cannot win if he loses his nerve.

He should be self-confident and self-reliant
and even if he does not win, he will know
he has done his best.”
5. Analytical Ability

The ability to analyze is one desirable trait

that a leader can use to tide him over many
challenging aspects of leadership.
6. Knowledge

Knowledge of the Company, Industry or Technology

Leaders should be well-informed about his

company, the industry it belongs, and the
technology utilized by the industry to provide
directions to his unit.
7. Charisma

 A person has sufficient personal

magnetism that leads people to follow
his directives.
 Charisma helps the leader in achieving
goals
7. Charisma

Some personalities that are said to have

charisma:
 Napoleon Bonaparte
 Julius Cesar
 Adolf Hitler
 George Washington
 Elvis Presley
8. Creativity

“The ability to combine existing data,

experience, and preconditions from various
sources in such a way that the results will
be subjectively regarded as new, valuable,
and innovative, and as a direct solution to
an identified problem situation.”
-Ronnie Millevo
8. Creativity

Creativity can be a useful trait in solving a

problem.
9. Flexibility

Adapting different method from another

person’s method
Leadership Skills

Technical Human Conceptual

Skills Skills Skills
Top
Management
CONCEPTUAL
SKILLS
HUMAN
SKILLS TECHNICAL
Middle SKILLS
Management

Lower
Management

DEGREE OF SKILLS NEEDED

Technical Skills

Skills that a leader must possess to enable

him to understand and make decisions about
work processes, activities, and technology
Specialized knowledge needed to perform a
job
*When a leader has a technical skill related to his area of
responsibility, he will be more confident in performing his
functions.
Human Skills

 The ability of a leader to deal with people,

both inside and outside the organization.
 Must know how to get along with people,
motivate them, and inspire them.
 Includes coaching, communicating, morale
building, training and development, help
and supportiveness, and delegating.
Conceptual Skills

 The ability to think in abstract terms to see

how parts fit together to form a whole.
 Should have a clear and well-expressed
presentation of what must be done.
 BEHAVIORAL
APPROACHES TO
LEADERSHIP
STYLES
Leadership Styles

Leadership style is a pattern of behavior of a

leader that is unique from others.
Approaches in classifying leadership styles:
 According to the ways leaders approach people to
motivate them
 According to the way the leader uses power.
 According to the leader’s orientation towards task
and people
 According to Positive
Behavioral ways leaders leadership
Approaches to approach
Leadership Styles people to Negative
motivate them leadership

autocratic
According to
BEHAVIORAL the way the
APPROACH participative
leader uses
power Free-rein

According to Employee
the leader’s orientation
orientation
toward tasks Task
and people orientation
Approach People

2 ways a leader may approach people:

Positive Negative
leadership leadership
Approach People

REWARDS PUNISHMENT

 Positive leadership  Negative leadership

 Rewards may be economic  Punishment may take the
(increase in salary), or form of reprimand,
non-economic suspension, or dismissal.
(membership in an
advisory committee)
Uses Power

autocratic participative free-rein

Autocratic

 Leaders who make decisions themselves, without

consulting subordinates
 Motivation takes form of threats, punishment, and
intimidation of all kinds.
 Effective in emergencies and when absolute
followership is needed

Disadvantages
 The leader receives a little, if any, information and
ideas from his people as inputs into his decision-
making.
Participative

 A leader openly invites his subordinates to participate

or share in decisions, policy-making and operations
methods.
Advantages Disadvantages
 Generates a lot of good  Time-consuming and
ideas. frustrating to people who
 Increased support for prefer to seek quick decision
decisions reached.
 Reduction of chance that
they will be unexpectedly
undermined.
Free-rein

 Leaders who set objectives and allow employees or

subordinates relative freedom to do whatever it takes
to accomplish these objectives. (laissez-faire leaders)
 Applicable to certain organizations manned by
professionals like doctors and engineers.

Disadvantages
 There is a little managerial control and a high degree
of risk. If a leader does not know well the competence
and integrity of his people and their ability to handle
this kind of freedom, the result could be disastrous.
Orientation towards Tasks
& People

EMPLOYEE ORIENTED TASK ORIENTED

 Leaders consider  Leaders place stress on

employees as human production and the
beings of “intrinsic technical aspects of the
importance and with job and the employees are
individual and personal viewed as the means of
need” to satisfy. getting the work done.
 CONTINGENCY
APPROACHES TO
LEADERSHIP
STYLES
Contingency Approach

 “An effort to determine through research which

managerial practices and techniques are appropriate in
specific situations.”

Hersey and
Vroom’s
Fiedler’s Blanchard’s Path-Goal
Decision
Contingency Situational Model of
Making
Model Leadership Leadership
Model
Model
Contingency Approach

Fiedler’s Contingency Model

“Leadership is effective when the leader’s style is
appropriate to the situation.”

Determining situational characteristics by 3 factors:

1. The relations between leaders and followers
2. The structure of the task
3. The power inherent in the leader’s position.
Contingency Approach

Fiedler’s Contingency Model

If not effective, then:
1. Change the leader’s trait or behavior
2. Select leaders who have traits or behaviors fitting
the situation
3. Move leaders around in the organization until
they are in positions that fit them
4. Change the situation
Contingency Approach

Hersey and Blanchard Situational Leadership Model

 The most important factor affecting the selection
of a leader’s style is the development (or maturity)
level of subordinate.

Maturity components:
 Job skills and knowledge
 Psychological maturity
Contingency Approach

Hersey and Blanchard Situational Leadership Model

Style 1: Directing – for the people who lack competence
but are enthusiastic and committed.
Style 2: Coaching – for the people who have some
competence but lack commitment.
Style 3: Supporting – for the people who have
competence but lack of confidence or motivation.
Style 4: Delegating – for the people who have both
competence and commitment.
Contingency Approach

DEVELOPMENT STAGE RECOMMENDED STYLE

Low ability + low willingness Style 1 – DIRECTING – structure,
control, and supervise

Low ability + high willingness Style 2 – COACHING – direct and

support

High ability + low willingness Style 3 – SUPPORTING – praise,

listen, and facilitate

High ability + high willingness Style 4 – DELEGATING – turn over

responsibility for day-to-day
decision-making
Contingency Approach

Path-Goal Model of Leadership

 Espoused by Robert J. House and Terence R. Mitchell
 Stipulates that a leadership can be made effective
because leaders can influence subordinate’s
perceptions of their work goals, personal goals, and
paths to goal attainment.
Contingency Approach

Path-Goal Model of Leadership

By using path-goal model, it is assumed that effective
leaders can enhance subordinate motivation by:
1. Clarifying the subordinate’s perception of work goals
2. Linking meaningful rewards with goal attainment
3. Explaining how goals and desired rewards can be
achieved
 Both employees
Contingency Approach
Leader identifies Effective
and organization
employee needs performance
better reach their
occurs
goals

Employee becomes
Appropriate goals satisfied and Path-Goal
are established motivated and they Model of
accept the leader Leadership

Leader provides
Leader connects assistance on
rewards with employee path
goals toward goals
Contingency Approach

Path-Goal Model of Leadership

Leadership Styles Description
Directive Leadership The leader focuses on clear task assignments,
standards of successful performance, and work
schedules

Supportive Leadership Subordinates are treated as equals in a friendly

manner while striving to improve their well-being
Participative Leadership The leader consults with subordinates to seek their
suggestions and then seriously considers those
suggestions when making decisions.

Achievement-oriented Leadership The leader set challenging goals, emphasize

excellence, and seek continuous improvement
while maintaining a high degree of confidence that
subordinates will meet difficult challenges in a
responsible manner.
Contingency Approach

Vroom’s Decision-Making Model

Prescribes the proper leadership style for various
situations, focusing on the appropriate degrees of
delegation of decision-making authority.
Contingency Approach

Vroom’s Decision-Making Model

Symbol Decision-Making Style Degree of Subordinate
Participation
AUTOCRATIC LEADER
A-1 Leader solves the problem or makes the decision None
himself using available information.
A-2 Leader obtains necessary information from Low
subordinates, then decides.
CONSULVATIVE LEADER
C-1 Leader approaches subordinates individually getting Moderate
their ideas then makes decision.
C-2 Leader shares the problem with subordinates as a Moderate
group, obtaining their collective ideas and
suggestions, then decides.
Contingency Approach

Vroom’s Decision-Making Model

Symbol Decision-Making Style Degree of Subordinate
Participation
GROUP DIRECTED
G-2 Leader shares the problem with subordinates as a High
group. Lets the group generate and evaluate
alternative solutions, and then collectively decides.
SUMMARY

 In developing effective leaders, certain leadership

traits have been identified by researchers.
 Leaders need technical, human and conceptual skills
to be effective.
 Leadership style may be classified in terms of
behavior:
 According to the way leaders approach people to
motivate them
 According to the way leader uses power
 According to the leader’s orientation towards task
and people.
SUMMARY

 Managers are expected to provide the required

outputs by utilizing the various inputs including labor.
 The management function which involves influencing
others to engage in the work behaviors necessary to
reach organizational goals is referred to as leading.
 Leaders influence others by the powers they possess:
 Legitimate power
 Reward power
 Coercive power
 Referent power
 Expert power
SUMMARY

 Leadership style classification in terms of contingency:

 Fiedler’s Contingency Model
 Hersey and Blanchard’s Situational Leadership
Model
 Path-Goal Model of Leadership
 Vroom’s Decision-Making Model