Leadership and

Management
Presented by:
Joan Mendiola
Michelle Ann Pring
Leadership
• Is creating a vision for others to follow, establishing
corporate values, and transforming the way an
organization does business.
Leadership involves:
1. Establishing a clear vision,
2. Sharing that vision with others so that they will
follow willingly,
3. Providing the information, knowledge and methods
to realize that vision, and coordinating and balancing
the conflicting interests of all members and
stakeholders.
The essence of leadership
• Leadership refers to ability of one individual
to influence others.
• The influence is exercised to change
behaviour of others.
• Change of behaviour is caused with an
objective of achieving a shared goal.
• The person influencing others (leader)
possesses a set of qualities or characteristics
with which he or she to influence others.
 POSDCORB
Organizing

Planning
Staffing

POSDCORB
Budgeting

Directing

Co-
Reporting
ordinating
Management
• A manager is a person who’s activity involves
planning, organizing, integrating and measuring.
• Is the carrying out of the leader’s vision through
“POSDCORB”
• Management is often included as a factor of
production along with machines, materials, and
money. 
 Basis for Comparison Leadership Management

1. Meaning Leadership is a skill of leading Management is an art of

others by examples. systematically organizing and
coordinating things in an
efficient way.

2. Basis Trust Control

3. Emphasis on Inspiring people Managing activities
4. Power Influence Rule
5. Focus on Encouraging change Bringing stability
6. Strategy Proactive Reactive

7. Formulation of Principles and guidelines Policies and procedures

8. Prospective Leadership requires good Management has a short range
foresightedness. prospective.
The difference:
Manager
• Focuses on the present
• Prefer stability
• Orients toward the short term
• Focuses on procedure
• Ask “what” and “how”
• Prefer to control
• Is happy in complexity
• Uses the rational mind
• Work within the context of the
organization and the business
Leader
• Looks toward the future
• Appreciates change
• Orients toward the long term
• Engages in a Vision
• Ask “why” and “what”
• Know how to delegate
• Prefers to simplify
• Trust intuition
• Takes social and environmental
contexts into consideration
The Difference: John Kotter on
Managers
Roles & Responsibilities Objectives

Planning Guiding Predictability

Order
Budgeting Reassuring
Consistency

Zero Deviations
Organizing Monitoring
Stable Performance
Staffing Controlling
Short- Term Results
The Difference: John Kotter on
Leaders
Roles & Responsibilities Objectives

Seeing Enrolling Vision

Strategies
Challenge
Visioning Inspiring Risk
Action
Leaders
Strategizing Performing Movement
Energy
Passion
Risking Delegating Change
Formal & Informal Leadership
Formal Leadership
• Occurs when a manager leads • Arises when a person
by exercising formal authority.
• The exercise of formal
authority through assigning
duties derives, from the
managers official position
within the organization’s
hierarchy of authority.
• Any employee who is
assigned a managerial
position has the opportunity
and responsibility to exercise
formal leadership
Informal Leadership
without formal authority is
influential in directing the
behaviors of others.
• Although not formally
appointed or elected he
becomes a leaders
through his actions or
personal attractions.
 Basic Leadership Styles

Democratic
(Participative)
Laissez-
Bureaucratic Faire
(Delegative)

BASIC
Autocratic LEADERSHIP Charismatic
(Authoritarian) STYLES
Autocratic (Authoritarian)
• Leader retains as much power and
decision making authority as possible.
• Don’t consult staff, nor allowed to give
input.
• Staff expected to obey orders
• Most likely to be used when
subordinates are unskilled, not trusted
and their ideas are not valued leader
decides what is best for employee.
When to use “Autocratic” ?
• New, untrained employees
• High volume output is required
• Limited time for decision making
Bureaucratic
• Manages “the books”
• Kind of police officer more than a
leader
• Enforces the rule
• Very effective where serious safety
risks are involved (work on heights,
machines etc.)
When effective
“Bureaucratic” ?
• Staff performing routing tasks
• Staff follow the rules
• Use of critical equipment
• Staff need to understand certain
rules
Laissez-Faire (Delegative)
• Laissez-faire is a French phrase meaning
“Let Do”
• Allows people to make their own
decision.
• Leader is still responsible for the
decisions that are made.
• This style allows greater freedom and
responsibility for people.
When effective “Laissez-
faire”?
Effective on people who:

• Well educated
• Highly skilled
• Motivated
 Democratic (Participative)
• Includes one or more people in the decision making
process of determining what to do and how to do it.
• They can win the cooperation of their group and can
motivate them effectively and positively.
• The decisions of the democratic leader are not
unilateral as with autocrat because they arise from
consultation with the group members and
participation by them.
Consultative – Process of consultation before
decisions are taken
Persuasive – Leader takes decision and seeks
to persuade others that the decision is correct.
When effective “Democratic” ?
• To keep employees informed
• To encourage employees to share in
decision making and problem-solving.
• To provide opportunities for
employees to develop a high sense of
personal growth and job satisfaction.
• To encourage team building and
participation.
Charismatic
• Leads by creating energy and
eagerness in people.
• Leader is well liked and inspired
people.
• Appeals to people’s emotional side.
 Theories of Leadership
EARLY LEADERSHIP CONTIGENCY CONTEMPORARY
THEORIES THEORIES VIEWS ON
LEADERSHIP
• Traits Theory • Fiedler Model • Transformational
• Behavioural • Hersey and – Transactional
Theory Blanchard’s Leadership
Situational • Charismatic –
Theory Visionary
• Leader Leadership
Participation • Team Leadership
Model
• Path Goal Model
 Early Leadership Theories
TRAITS THEORY
Assumptions:
• “Leaders are born, not made”. • People are born with
• The trait approach to leadership was one inherited traits.
of the earliest theories of leadership. • Some traits are
particularly suited to
• This approach on the personal attributes
leadership.
(or traits) of leaders, such as physical and • People who make
personality characteristics, good leaders have the
competencies, and values. right (or sufficient)
• Leadership traits are considered to be combination of traits.
enduring characteristics that people are
born with and that remain relatively
stable over time.
• Trait theory – assumes the leader is
different from the average person in
terms of personality traits such as
intelligence, perseverance, and ambition.
Trait Theory of Leadership
Limitations:
• No universal trait found that
predict leadership in all Leadership Traits:
• Drive
situations. • Desire to lead
• Honesty and integrity
• Unclear evidence of the cause • Self-confidence
and effect of relationship and • Intelligence
• Job relevant
traits. knowledge
• Exrtaversion
• Better predictor of the
appearance of leadership that
distinguishing effective and
ineffective leaders.
 Early Leadership Theories
Behavioural Theories

• Leaders can be made, rather than are born.

• Successful leadership is based on definable,
learnable, behaviour.
Description
• Behavioural theories do not seek inborn traits –
they look at what leaders actually do.
• Success can be defined in terms of describable
actions.
Implication:
• Leadership capability can be learned.
Behavioural Theories
According to University Of Lowa Studies
• The study was conducted by Kurt
Lewin and his associates
The three leadership styles which are:
1. AUTOCRATIC
2. DEMOCRATIC
3. LAISSEZ-FAIRE
Contingency Theories of Leadership
• Leadership as being more flexible
• Different leadership styles being used
at different times depending upon the
circumstances.
• Suggested leadership is not a fixed
series of characteristics that can be
proposed into different contexts. May
depend on:
 Type of staff
 History of business
 Quality of relationship
 Nature of the change needed
 Accepted norms within institution.
 Fiedler ‘s Contingency Model
• The model was based on the premise that a certain leadership style
would be most effective in different types of leadership.
• To measure a leader’s style Fiedler developed LPC (Least Preferred Co –
worker) questionnaire.
• LPC measured whether leader was task oriented or relationship
oriented. Based om this Fiedler gave three contingency dimensions:
1. Leader- member relations
• The degree of confidence, trust, and respect subordinates have
in their leader.
2. Task structure
• The degree to which the job assignments are procedurized.
3. Position power
• Influence derived from one’s formal structural position in the
organizations; includes power to hire, fire discipline,
promote, and give salary increases.
HERSEY AND BLANCHARD’S
SITUATIONAL LEADERSHIP THEORY
• This model also called as situational leadership
theory(SLT).
This theory focuses main attention on follower
readiness and situation behavior of leader.
• Readiness is defined as extent to which people
have the ability and willingness to accomplish a
specific task.
• SLT uses the same two leadership dimensions
that fielder identified- task and relationship
behavior.
• They go a step further by considering each as
either high or low and then combining them
into four specific leadership styles.