Week 1

Concept of Leadership
 “Good leaders are made, not born. If you have the desire and willpower, you can
become an effective leader. Good leaders develop through a never-ending
process of self-study, education, training, and experience (Jago, 1982). “
 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 (Jago, 1982).

Some other popular definitions of leadership are:

 A process whereby an individual influence a group of individuals to achieve a

common goal (Northouse, 2007, p3).
 The U.S. military has studied leadership in depth. One of their definitions is
 a process by which a person influences other to accomplish a mission (U.S.
Army, 1983).
 Leadership is inspiring others to pursue your vision within the parameters you
set, to the extent that it becomes a shared effort, a shared vision, and a shared
success (Zeitchik, 2012).
 Leadership is a process of social influence, which maximizes the efforts of
others, towards the achievement of a goal (Kruse, 2013).

Peter Drucker: "The only definition of a leader is someone who has followers.”

 Peter Drucker was one of the most widely-known and influential thinkers on
management, whose work continues to be used by managers worldwide.

Bill Gates: “As we look ahead into the next century, leaders will be those who
empower others."

 Entrepreneur Bill Gates founded the world's largest software business,

Microsoft, with Paul Allen, and subsequently became one of the richest men
in the world.

John Maxwell: "Leadership is influence - nothing more, nothing less."

 John C Maxwell (1946) is a well-known author, speaker, leadership guru and

pastor. John C Maxwell is a leadership expert and is known by his books.
John C Maxwell has also developed the 5 levels of leadership, which
visualize at which level a leader performs and how she or he can be more
influential, respected and successful.
Philippine National Police (PNP) perspective of leadership. Under the PNP
fundamental doctrine manual (2013) pp34, the following are the definitions:

a. Leadership is a part of command functions, but not all of it. A commander is

required to discharge his functions like planning and deciding, but no less
important, he must also get others to follow. The fact that he can influence others
to follow him is no guarantee that he is going in the right direction.
b. Leadership is something an individual does, not something he has.
Leadership however should not be confused with mere activity as may be implied
herein. Dynamic interactions with people will not necessarily result in leadership.
What could be more appropriate as a leadership action is “to stay in the
background keeping pressures off the group, to keep quiet so that others may
talk, to be calm in times of uproar, to hesitate and delay decisions.
 The quality of a person’s leadership is appraised in practice by studying his
followers. The number and kind of followers and the strength and stability of
their commitment to organizational goals can define the quality of leadership
in a person.
 Leadership is situational. Different problems, different attitudes, different
groups within the same organization demand different leadership qualities
and styles.

Difference Between Leadership and Management

One of the common misconceptions surrounding leadership is to conflate it with
management. People who are simply managing can be considered leaders, while
leaders might not actually be leading but simply managing. But how can you tell the
difference?

 The difference is essentially about the direction or movement of the group. This
distinction is clear even from the words: leadership is about leading, or taking the
group towards something, while management is about managing, or controlling
the current situation and holding on to the status quo.
 leadership is always about a specific objective or goal, which is not yet achieved.
 On the other hand, management is about ensuring the achieved progress doesn’t
slip away.
  Although your position as a manager, supervisor, lead, etc. gives you the
authority to accomplish certain tasks and objectives in the organization (called
Assigned Leadership), this power does not make you a leader, it simply makes
you a boss. Leadership differs in that, it makes the followers want to achieve high
goals (called Emergent Leadership), rather than simply ordering people around
(Rowe, 2007).
 you get Assigned Leadership by your position and you display Emergent
Leadership by influencing people to do great things.

The role of management is about planning, organizing and monitoring. John

Kotter, Konosuke Matsushita professor of leadership at Harvard University, told
in a Guardian interview that:

“Management is a set of processes that keep an organization functioning. They

make it work today – they make it hit this quarter’s numbers. The processes are
about planning, budgeting, staffing, clarifying jobs, measuring performance, and
problem-solving when results did not go to plan (Kotter, 1990).”

“Professor Kotter identified leadership to be “about aligning people to the vision,

that means buy-in and communication, motivation and inspiration”.

Week 2
Main Theory of Leadership
There were two main leadership types are shown in the chart below (Northouse, 2007,
p5):
  A person who has empathy will make a better counselor than a person who
thinks the employees are simply there to accomplish her biddings. Skills,
knowledge, and attributes make the Leader, which is one of the Factors of
Leadership (Northouse, 2007, p10).
 The trait theory of leadership is a concept based on the practice of discovering
specific personality traits and characteristics proven to lead to successful
leadership in a wide variety of contexts. It is one of the oldest methods of
increasing the effectiveness of leadership and is based on the “great man
theory of leadership" that was first introduced by Thomas Carlyle in the 19th
century.
 The theory is based on the idea that certain natural abilities can help someone
become a leader more easily. It is sometimes used as an approach for identifying
potential leaders by using personality assessments meant to predict the
likelihood of success or failure of a potential leader. Once someone starts to
exhibit personality traits that could make them an effective leader, the theory
states that these individuals can be trained to maximize their leadership potential
(Northouse, 2007, p15).

Trait Leadership Characteristics

According to most studies, these are the main behavioral traits that indicates a
person's potential for being an effective leader:

 Emotional stability: Tense situations are virtually inevitable in one's

professional life. An effective leader must be able to find ways of overcoming
personal feelings when they need to make rational decisions. Emotional stability
also increases employee trust in their leader. (Harvey and Argodhe July 2020)
 Willingness to accept responsibility: Effective leaders take responsibility for
their own actions and for the actions of the people they supervise without
excuses.
 Action-oriented thinking: Leaders tend to make decisions and take action with
the aim of moving the entire group forward. They actively seek new ways of
bettering themselves, the people under their supervision and the entire
department or organization.( Harvey and Argodhe July 2020)
 Competence in completing tasks: Effective leaders have the ability to lead by
example. They are highly skilled and capable of doing what they are specialized
to do and constantly work to maintain their high level of competency. They serve
as a direct example to subordinates and benchmark processes within the
organization. Hughes, L (October 2008)
 Understanding the challenges that their subordinates are faced with: Being
an effective leader requires high levels of empathy for the needs and challenges
 of subordinates. Good leaders understand that the best way for the entire
organization to move forward is to help each member overcome the various
difficulties they are faced with and use the best of their concentration and abilities
to move the company forward. Hughes, L (October 2008)
 Communication and charisma: Effective leadership is based on the ability to
properly communicate all plans and ideas to other team members. The leader
must be highly articulate, convincing, and charismatic, therefore, able to
communicate complex ideas in ways that other team members understand and
adopt. Hughes, L (October 2008)
 Ambition and need for success: Successful leaders have a constant need for
achievement and success. They seek personal success but also understand that
their successes are derivative of the achievements and successes of their
employees and team.
 Motivational skills: A leader must not only be naturally motivated but also
equipped with the ability to inspire those around them to work to do their best.
 Courage and resilience: In addition to taking responsibility for both successes
and failures, leaders must embrace challenges and take on ambitious projects
with a strong belief that they can succeed.
 Perseverance: Setbacks will happen in the life of any organization, so the
leader's ability to persevere when faced with adversity is crucial to the overall
success of the group. Even when faced with especially big obstacles, strong
leaders still manage to perform to the best of their ability and inspire those
around to follow their lead. Hughes, L (October 2008)
 Moral standing: Team members must be certain that their leader's actions are
exclusively for the good of the organization and maintain high ethical standards.
 Confident decision-making: An effective leader will regularly face difficult
decisions and must have the self-belief and determination to make the right calls,
even in difficult situations. Subordinates will be inspired by the leader's self-
assurance and encouraged to be more confident in their own abilities.
 Adaptability: Effective leaders are able to change with the times and recognize
certain practices that need to be altered for the good of the organization. They
possess the open-mindedness required to constantly better themselves and
avoid repeating the same mistakes.
 The Process Theory of Leadership

The process of leadership is separate and distinct from the leader (the person who
occupies a central role in the group). The process is a complex, interactive, and
dynamic working relationship between leader and followers. This working relationship,
built over time, is directed toward fulfilling the group’s maintenance and task needs. Part
of the process consists of an exchange relationship between the leader and follower.

The leader provides a resource directed toward fulfilling the group’s needs, and the
group gives compliance, recognition, and esteem to the leader. To the extent that
leadership is the exercise of influence, part of the leadership process is captured by the
surrender of power by the followers and the exercise of influence over the followers by
the leader (Hollander & Julian, 1999).

Factors of Leadership
 Leader

You must have an honest understanding of who you are, what you know, and what you
can do. Also, note that it is the followers, not the leader or someone else who
determines if the leader is successful. If they do not trust or lack confidence in their
leader, then they will be uninspired. To be successful you have to convince your
followers, not yourself or your superiors, that you are worthy of being
followed( (Ivancevich, Konopaske & Matteson, M. 2007).

 Followers

Different people require different styles of leadership. For example, a new hire requires
more supervision than an experienced employee does. A person who lacks motivation
requires a different approach than one with a high degree of motivation. You must know
your people. The fundamental starting point is having a good understanding of human
nature, such as needs, emotions, and motivation. You must come to know your
employees' be, know, and do attributes. (Bennis, 2001)

 Communication

You lead through two-way communication. Much of it is nonverbal. For instance, when
you “set the example,” that communicates to your people that you would not ask them
to perform anything that you would not be willing to do. What and how you communicate
either builds or harms the relationship between you and your followers (Bennis 2001).

 Situation

All situations are different. What you do in one situation will not always work in another.
You must use your judgement to decide the best course of action and the leadership
style needed for each situation. For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late or too early, too harsh or too
weak, then the results may prove ineffective.
Also note that the situation normally has a greater effect on a leader's action than his
or her traits. This is because while traits may have an impressive stability over a period
of time, they have little consistency across situations (Mischel, 1968).

Various forces will affect these four factors. Examples

of forces are:
 your relationship with your seniors
 the skills of your followers
 the informal leaders within your organization
 how your organization is organized
Week 3
Leadership Styles
A leadership style refers to a leader's characteristic behaviors when directing,
motivating, guiding, and managing groups of people. Great leaders can inspire political
movements and social change. They can also motivate others to perform, create, and
innovate.

Lewin’s Leadership Styles

 In 1939, a group of researchers led by psychologist Kurt Lewin – now known as
the father of modern social psychology, set out to identify different styles of
leadership.
 In Lewin's study, schoolchildren were assigned to one of three groups with an
authoritarian, democratic, or laissez-faire leader.
 The researchers found that democratic leadership tended to be the most
effective at inspiring followers to perform well.
1. Authoritarian Leadership (Autocratic): Authoritarian leaders, also known as
autocratic leaders, provide clear expectations for what needs to be done, when it
should be done, and how it should be done. This style of leadership is strongly
focused on both command by the leader and control of the followers. There is
also a clear division between the leader and the members. Authoritarian leaders
make decisions independently, with little or no input from the rest of the group.

Key Characteristics, Strengths, and Weaknesses of Autocratic Leadership

 Allows little or no input from group members;

 Requires leaders to make almost all of the decisions;
 Provides leaders with the ability to dictate work methods and processes;
 Leaves group feeling like they aren't trusted with decisions or important tasks;
 Tends to create highly structured and very rigid environments;
 Discourages creativity and out-of-the box thinking;
 Establishes rules and tends to be clearly outlined and communicated;

Benefits

 Allows quick decision-making especially in stress-filled situations;

 Offers a clear chain of command or oversight;
 Works well where strong, directive leadership is needed.
Drawbacks

 Discourages group input;

 Hurts morale and leads to resentment;
 Ignores or impairs creative solutions and expertise from subordinates.

Benefits (Discussion)

The autocratic style tends to sound quite negative. It certainly can be when overused or
applied to the wrong groups or situations. However, autocratic leadership can be
beneficial in some instances, such as when decisions need to be made quickly without
consulting with a large group of people.

The autocratic leadership style can be useful in the following instances:

 Provides Direction. Autocratic leadership can be effective in small groups

where leadership is lacking. In such situations, a strong leader who utilizes an
autocratic style can take charge of the group, assign tasks to different members,
and establish solid deadlines for projects to be finished. By setting clear roles,
assigning tasks, and establishing deadlines, the group is more likely to finish the
project on time and with everyone providing equal contributions.
 Relieves Pressure. This leadership style can also be used well in cases where a
great deal of pressure is involved. In situations that are particularly stressful,
such as during military conflicts, law enforcement operations, group members
may prefer an autocratic style. This allows members of the group to focus on
performing specific tasks without worrying about making complex decisions. This
also allows group members to become highly skilled at performing certain duties,
which is ultimately beneficial to the success of the entire group.
 Offers Structure. Members in the law enforcement agency can also benefit from
the autocratic style. In these situations, it is essential that each person have a
clearly assigned task, a deadline, and rules to follow.
 Downsides (Weakness)
While autocratic leadership can be beneficial at times, there are also many
instances where this leadership style can be problematic. People who abuse an
autocratic leadership style are often viewed as bossy, controlling, and dictatorial.
This can sometimes result in resentment among group members.
 Discourages Group Input. Because autocratic leaders make decisions without
consulting the group, people in the group may dislike that they are unable to
contribute ideas. Researchers have also found that autocratic leadership often
results in a lack of creative solutions to problems, which can ultimately hurt the
group from performing.
  Hurts Morale. Autocratic leadership can also impair the morale of the group in
some cases. People tend to feel happier and perform better when they feel like
they are making contributions to the future of the group. Since autocratic leaders
typically do not allow input from team members, followers start to feel dissatisfied
and stifled.
2. Participative Leadership (Democratic): Lewin’s study found out that
participative leadership, also known as democratic leadership, is typically the
most effective leadership style. Democratic leaders offer guidance to group
members, but they also participate in the group and allow input from other group
members.
Participative leaders encourage group members to participate, but retain the
final say in the decision-making process. Group members feel engaged in the
process and are more motivated and creative. Democratic leaders tend to make
followers feel like they are an important part of the team, which helps foster
commitment to the goals of the group.
Characteristics
 Group members are encouraged to share ideas and opinions, even
though the leader retains the final say over decisions;
 Members of the group feel more engaged in the process;
 Creativity is encouraged and rewarded.

Researchers suggest that good democratic leaders possess specific traits that include
honesty, intelligence, courage, creativity, competence, and fairness. Strong democratic
leaders inspire trust and respect among followers.

Pros and Cons of Democratic Leadership

PROS

 More ideas and creative solutions

 Group member commitment
 High productivity

CONS

 Communication failures
 Poor decision-making by unskilled groups
 Minority or individual opinions overridden
3. Laissez-faire Leadership (Delegative Leadrship): Laissez-faire leadership,
also known as delegative leadership, is a leadership style in which leaders are
hands-off and allow group members to make the decisions. Researchers have
 found that this is generally the leadership style that leads to the lowest
productivity among group members.

Characteristics:

 Hands-off approach
 Leaders provide all training and support
 Decisions are left to employees
 Comfortable with mistakes
 Accountability falls to the leader

Advantages of Laissez-Faire Leadership

 It encourages personal growth. Because leaders are so hands-off in their

approach, employees have a chance to be hands-on. This leadership style
creates an environment that facilitates growth and development.
 It encourages innovation. The freedom given to employees can encourage
creativity and innovation.
 It allows for faster decision-making. Since there is no micromanagement,
employees under laissez-faire leadership have the autonomy to make their own
decisions. They are able to make quick decisions without waiting weeks for an
approval process.

Disadvantages of Laissez-Faire Leadership

Because the laissez-faire style depends so heavily on the abilities of the group, it is not
very effective in situations where team members lack the knowledge or experience they
need to complete tasks and make decisions. This can lead to poor job performance and
less job satisfaction. This leadership style is also not suitable for situations where
efficiency and high productivity are the main concerns.

 Lack of role clarity: In some situations, the laissez-faire style leads to poorly
defined roles within the group. Since team members receive little to no guidance,
they might not really be sure about their role within the group and what they are
supposed to be doing with their time.
 Poor involvement with the group: Laissez-faire leaders are often seen as
uninvolved and withdrawn, which can lead to a lack of cohesiveness within the
group. Since the leader seems unconcerned with what is happening, followers
sometimes pick up on this and express less care and concern for the project.
 Low accountability: Some leaders take advantage of this style as a way to
avoid responsibility for the group's failures. When goals are not met, the leader
can then blame members of the team for not completing tasks or living up to
expectations.
 Passivity: At its worst, laissez-faire leadership represents passivity or even an
outright avoidance of true leadership. In such cases, these leaders do nothing to
try to motivate followers, don't recognize the efforts of team members, and make
no attempts at involvement with the group.
4. Transformational Leadership: This leadership is often the best leadership style
to use in all situations. Transformational leaders are inspiring because they
expect the best from everyone on their team as well as themselves. This leads to
high productivity and engagement from everyone in their team. The downside of
transformational leadership is that while the leader's enthusiasm is passed onto
the team, he or she can need to be supported by "detail people."
5. Transactional Leadership: This leadership style starts with the idea that team
members agree to obey their leader when they accept a job. The "transaction"
usually involves the organization paying team members in return for their effort
and compliance. The leader has a right to "punish" team members if their work
doesn't meet an appropriate standard. Although this might sound controlling and
paternalistic, transactional leadership offers some benefits. For one, this
leadership style clarifies everyone's roles and responsibilities. The downside of
this leadership style is that team members can do little to improve their job
satisfaction. It can feel stifling, and it can lead to high staff turnover.
6. Bureaucratic Leadership: Bureaucratic leaders work "by the book." They follow
rules rigorously, and ensure that their people follow procedures precisely. This is
an appropriate leadership style for work involving serious safety risks (such as
working with machinery, with toxic substances, or at dangerous heights) or where
large sums of money are involved. Bureaucratic leadership is also useful in
organizations where employees do routine tasks (as in manufacturing). The
downside of this leadership style is that it's ineffective in teams and organizations
that rely on flexibility, creativity, or innovation.
7. Charismatic Leadership: A charismatic leadership style can resemble
transformational leadership because these leaders inspire enthusiasm in their
teams and are energetic in motivating others to move forward. This excitement
and commitment from teams has an enormous benefit. The difference between
charismatic leaders and transformational leaders lies in their intention.
Transformational leaders want to transform their teams and organizations.
Charismatic leaders are often focused on themselves, and may not want to
change anything. The downside to charismatic leaders is that they can believe
more in themselves than in their teams.
Week 4
Principles of Leadership
1. Know yourself and seek self-improvement. In order to know yourself, you
have to understand your be, know, and do, attributes. Seeking self- improvement
means continually strengthening your attributes. This can be accomplished
through self-study, formal classes, reflection, and interacting with others.
2. Be technically proficient. As a leader, you must know your job and have a solid
familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions. Search for ways
to guide your organization to new heights. And when things go wrong, as they
often tend to do sooner or later — do not blame others. Analyze the situation,
take corrective action, and move on to the next challenge.
4. Make sound and timely decisions. Use good problem solving, decision
making, and planning tools.
5. Set the example. Be a good role model for your employees. They must not only
hear what they are expected to do, but also see. “We must become the change
we want to see.” - Mahatma Gandhi
6. Know your people and look out for their well-being. Know human nature and
the importance of sincerely caring for your workers.
7. Keep your workers informed. Know how to communicate with not only them,
but also seniors and other key people.
8. Develop a sense of responsibility in your workers. Help to develop good
character traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished.
Communication is the key to this responsibility.
10. Train as a team. Although many so-called leaders call their organization,
department, section, etc. a team; they are not really teams... they are just a
group of people doing their jobs.
11. Use the full capabilities of your organization. By developing a team spirit, you
will be able to employ your organization, department, section, etc. to its fullest
capabilities.
 Attributes of Leadership:
BE, KNOW and DO
1. Who they are [be] (such as beliefs and character)
2. What they know (such as job, tasks, and human nature)
3. What they do (such as implementing, motivating, and providing
4. direction)
 BE a professional. Examples: Be loyal to the organization, perform selfless
service, take personal responsibility.
 BE a professional who possesses good character traits. Examples: honesty,
competence, candor, commitment, integrity, courage, straightforwardness,
Imagination.
 KNOW the four factors of leadership — follower, leader, communication,
situation.
 KNOW yourself. Examples: strengths and weakness of your character,
knowledge, and Skills.
 KNOW human nature. Examples: human needs, emotions, and how people
respond to Stress.
 KNOW your job. Examples: be proficient and be able to train others in their
tasks.
 KNOW your organization. Examples: where to go for help, its climate and culture,
who the unofficial leaders are.
 DO provide direction. Examples: goal setting, problem solving, decision making,
Planning.
 DO implement. Examples: communicating, coordinating, supervising, evaluating.
 DO motivate. Examples: develop morale and esprit de corps in the organization,
train, coach, counsel.

The Process of Great Leadership

The road to great leadership that is common to successful leaders include (Kouzes,
Posner, 1987):

 Challenge the process - First, find a process that you believe needs to be
improved the most.
 Inspire a shared vision - 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.
 Model the way - When the process gets tough, get your hands dirty. A boss tells
others what to do; a leader shows that it can be done.
  Encourage the heart - Share the glory with your followers' hearts, while keeping
the pains within your own.

Based on research, we’ve found that great leaders consistently possess these 10
core leadership skills(Center for Creative Leadership):

1. Integrity
The importance of integrity should be obvious. Though it may not necessarily
be a metric in employee evaluations, integrity is essential for the individual and
the organization. It’s especially important for top-level executives who are
charting the organization’s course and making countless other significant
decisions.
2. Ability to Delegate
Delegating is one of the core responsibilities of a leader, but it can be tricky to
delegate effectively.
3. Courage
It can be hard to speak up at work, whether you want to voice a new idea,
provide feedback to a direct report, or flag a concern for someone above you.
4. Gratitude
Giving thanks will actually make you a better leader. Gratitude can lead to
higher self-esteem, reduced depression and anxiety, and even better sleep.
5. Communication
Effective leadership and effective communication are intertwined.
6. Self-Awareness
While this is a more inwardly focused skill, self-awareness is paramount for
leadership. The better you understand yourself, the more effective you can be.
7. Leadership Wisdom.
The best leaders have a bank of lessons and anecdotes they can bring to bear
on new challenges. These insights don’t arise spontaneously, but are the result
of ongoing practice.
8. Leadership Reputation.
Leadership reputation is what others think of you as a leader. Understanding
your leadership reputation helps you comprehend how you may be perceived
Leadership identity, whether aware of it or not, influences how you lead.
9. Leadership Identity.
Pysical characteristics, and the like.The second ring is one’s chosen identity.
These traits describe status, characteristics you control, and skills.
10. Leadership Brand.
How do people know the leadership one’s capable of, and how do you
communicate it? That’s what your leadership brand is — an aspirational set of
leadership traits and behaviors.
WEEK 5

THEORIES OF LEADERSHIP

 Great man theory - great leaders are simply born with the necessary
internal characteristics such as charisma, confidence, intelligence, and
social skills that make them natural-born leaders.
 Great man theory assumes that the capacity for leadership is inherent
—that great leaders are born not made.
 The term "Great Man" was used because, at that time, leadership was
thought of primarily as a male quality, especially in terms of military
leadership.
 In Barbra Dozier’s blog, she explained that great leaders are born
with all the required internal features such as intelligence, confidence,
social skills and charisma and these features make them leaders who
are naturally born (Waldman 2009).
 Two examples of these leaders are Margaret Thatcher and Sir
Winston Churchill.
 Margaret Thatcher and Sir Winston Churchill are credited for being
the most outstanding British Prime ministers since World War II.
 Trait Theory - Similar in some ways to Great Man theories, this assumes
that people inherit certain qualities and traits that make them better suited
to leadership.
 Trait theories often identify a particular personality or behavioral
characteristics shared by leaders.
 traits like self-confidence and courage are all traits that could
potentially be linked to great leaders.
 Situational theories – propose that leaders choose the best course of
action based upon situational variables.
 Different styles of leadership may be more appropriate for certain types
of decision-making.
 Connecting the dot of this theory in the law enforcement organization,
police officers use “discretion” in their operations.
 Discretion means the wise use of one’s judgement. What is the best
move suitable for the scenario at hand.
 Blake Mouton Managerial Grid Theory - The treatment of task
orientation and people orientation as two independent dimensions was a
major step in this theory.
  Many of the leadership studies conducted in the 1950s at the
University of Michigan and the Ohio State University focused on these
two dimensions.
 Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal
of leadership styles through a managerial grid (sometimes called
leadership grid).
 The grid depicted two dimensions of leader behavior, concern for
people (accommodating people’s needs and giving them priority) on y-
axis and concern for production (keeping tight schedules) on x-axis,
with each dimension ranging from low (1) to high (9), thus creating 81
different positions in which the leader’s style may fall.

For us to understand, let’s examine the theory, the Blake Mouton Managerial Grid is
based on two behavioral dimensions:

Concern for People: this is the degree to which a leader considers team members'
needs, interests and areas of personal development when deciding how best to
accomplish a task.

Concern for Results: this is the degree to which a leader emphasizes concrete
objectives, organizational efficiency and high productivity when deciding how best to
accomplish a task.

It is also a point worthy to take a look on this following salient points:

a. Impoverished Management – Low Results

 The Impoverished or "indifferent" manager is mostly ineffective. With a
low regard for creating systems that gets the job done, and with little
interest in creating a satisfying or, his results are inevitably
disorganization, dissatisfaction and disharmony.
b. Produce-or-Perish Management – High Results/Low People
 Also known as "authoritarian" or "authority-compliance" managers,
people in this category believe that their team members are simply a
means to an end. The team's needs are always secondary to its
productivity. This type of manager is autocratic, has strict work rules,
policies and procedures, and can view punishment as an effective way
of motivating team members.
 This approach can drive impressive production results at first, but low
team morale and motivation will ultimately affect people's performance,
and this type of leader will struggle to retain high performers.
c. Middle-of-the-Road Management – Medium Results/Medium People
 A Middle-of-the-Road or "status quo" manager tries to balance results
and people, but this strategy is not as effective as it may sound.
 Through continual compromise, he fails to inspire high performance
and also fails to meet people's needs fully. The result is that his team
will likely deliver only mediocre performance.
d. Country Club Management – High People/Low Results
 The Country Club or "accommodating" style of manager is most
concerned about her team members' needs and feelings.
 This assumes that, as long as they are secure, they will work hard.
What tends to be the result is a work environment that is very relaxed
and fun, but where productivity suffers because there is a lack of
direction and control.
e. Team Management – High Production/High People
 According to the Blake Mouton model, Team management is the most
effective leadership style.
 It reflects a leader who is passionate about his work and who does the
best he can for the people he works with.
 Team or "sound" managers commit to their organization's goals and
mission, motivate the people who report to them, and work hard to get
people to stretch themselves to deliver great results.
 Team managers prioritize both the organization's production needs
and their people's needs.
 Behavioral theories - Behavioral theories of leadership are based upon
the belief that great leaders are made, not born.
 Consider it the flip-side of the Great Man theories.
 According to this theory, people can learn to become leaders through
teaching and observation.
 Participative theory - suggests that the ideal leadership style is one that
takes the input of others into account.
 These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed
to the decision-making process.
 In participative theories, however, the leader retains the right to allow
the input of others.
 Management theories - focus on the role of supervision, organization,
and group performance.
 These theories base leadership on a system of rewards and
punishments.
  Managerial theories are often used in business; when employees are
successful, they are rewarded and when they fail, they are
reprimanded or punished.
 Relationship Theory - Also known as transformational theories, focus
upon the connections formed between leaders and followers.
 Transformational leaders motivate and inspire people by helping group
members see the importance and higher good of the task.
 These leaders are focused on the performance of group members, but
also want every person to fulfill their potential.
 Leaders with this style often have high ethical and moral standards.
 House’s Path Goal Theory - The theory was developed by Robert
House and has its roots in the expectancy theory of motivation.
 The theory is based on the premise that an employee’s perception of
expectancies between his effort and performance is greatly affected by
a leader’s behavior.
 The leaders help group members in attaining rewards by clarifying the
paths to goals and removing obstacles to performance.
 House’s theory advocates servant leadership.
 As per servant leadership theory, leadership is not viewed as a
position of power.
 According to House’s path-goal theory, a leader’s effectiveness
depends on several employee and environmental contingent factors
and certain leadership styles.
 LMX Theory (Leadership-Member Exchange (LMX) Theory) -
According to the theory, leaders form different kinds of relationships with
various groups of subordinates.
 One group, referred to as the in-group, is favored by the leader.
 Members of in-groups receive considerably more attention from the
leader and have more access to the organizational resources.
 By contrast, other subordinates fall into the out-group.
 These individuals are disfavored by the leader. As such, they receive
fewer valued resources from their leaders.
 Leaders distinguish between the in-group and out-group members on
the basis of the perceived similarity with respect to personal
characteristics, such as age, gender, or personality.

The relationship between leaders and followers follows two stages:

 a. Role taking: When a new member joins the organization, the leader
assesses the talent and abilities of the member and offers them
opportunities to demonstrate their capabilities.
b. Role making: An informal and unstructured negotiation on work-
related factors takes place between the leader and the member. A
member who is similar to the leader is more likely to succeed. A
betrayal by the member at this stage may result in him being relegated
to the out-group.

Strengths of LMX Theory

a. LMX theory is an exceptional theory of leadership as unlike the other

theories. It concentrates and talks about specific relationships between
the leader and each subordinate.
b. LMX Theory focuses our attention to the significance of communication
in leadership. Communication is a medium through which leaders and
subordinates develop, grow and maintain beneficial exchanges. When
this communication is accompanied by features such as mutual trust,
respect and devotion, it leads to effective leadership.
c. LMX Theory is valid and practical in it’s approach.

Criticisms of LMX Theory

a. LMX Theory fails to explain the particulars of how high-quality
exchanges are created.
b. LMX Theory is objected to on grounds of fairness and justice as
some followers receive special attention from leaders at the
workplace while other followers do not.

WEEK 6
POLICE LEADERSHIP STYLES
 the study of police leadership has assumed critical importance because
the rapid growth in the size and complexity of police organizations renders
inadequate traditional police leader selection and training.
 the type of leader depends on how leaders are chosen. Three types of
leaders and the processes they come from are discussed: charismatic,
emergent, and elected.
 Characteristics of police leaders in particular fall into two categories:
moral qualities allowing them to establish proper relationships and
 emotional climate with their subordinates, and problem-solving
qualities.
 Police leadership style may be either autocratic or democratic; the
autocratic style results in more hostility and lower morale but also higher
quality work.
 Autocratic leadership is best in crises, while a democratic style is useful in
guiding a group toward commitment to their mission.

1. Situational Police Leadership

 This leadership style requires leaders to quickly assess a situation and
recognize the appropriate personnel and resources needed for a
specific mission.
 Because the nature of police work is both high-risk and dynamic, it is
important for a leader to navigate through evolving and often
dangerous circumstances.
 Situational leadership is often reactive and should be the primary style
of law enforcement leaders.
2. Transformational Police Leadership
 This focuses on encouraging the success of others.
 A transformational leader develops a vision of the future intended to
excite and inspire followers.
 Transformational leaders can foster a positive change in their agencies
and communities by addressing the low morale of officers who are
policing in an anti-police society.
 A transformational leader must foster collaboration by mending
wounds both internally and externally.
 Leaders can inspire officers by highlighting their achievements,
recognizing their strengths, providing opportunities for growth, and
honing their skills.
3. Authoritative Police Leadership
 Authoritative leadership is strictly rules-based with a preference for
order and a sometimes military-like approach.
 the leader exerts full control over the team and subordinates are
expected to simply follow and obey, not to offer feedback or contribute
ideas.
 Most military and police forces have “historically followed a very
authoritative model,” said former U.S. Marine Lt. Col. Ryan
Sheehy, an adjunct professor in University of San Diego’s online
master’s degree in Law Enforcement and Public Safety Leadership.
4. Transactional Police Leadership
  Transactional leadership is much like authoritative leadership except
that it relies on a rewards-based system to motivate subordinates.
 According to this system, rewards or punishments are handed out
based on a subordinate’s performance and adherence to the rules.
 The theory is that individual officers will conform to the rules and vision
of the leader — influenced by the fear of discipline for poor
performance versus the anticipation of positive reinforcement for a job
well done.
5. Transformational Police Leadership
 Transformational leadership focuses on a “people-centered
approach” that aims to inspire, empower and motivate one’s team.
 A leader following this approach works with subordinates to commit to
a shared vision and goals for the organization, encouraging innovation
and creativity in pursuit of those goals.
 Transformational leaders are inclusive, considering each individual’s
unique needs, skills and motivations. They often have an “open door”
policy to facilitate open communication.

The Chiefs of the Philippine National Police from 1991 t0 2020 (present)

NO NAME TERM
.
1 Cesar Nazareno March 31, 1991 – August 28, 1992
2 Raul Imperial August 28, 1992 – May 6, 1993
3 Umberto Rodriguez May 6, 1993 – July 8, 1994
4 Recaredo Sarmiento II July 8, 1994 – December 15, 1997
5 Santiago Alino December 15, 1997 – July 10, 1998
6 Roberto Lastimoso July 11, 1998 – June 15, 1999
- Edmundo Larroza (OIC) June 16, 1999 – November 16, 1999
7 Panfilo "Ping" Lacson November 16, 1999 – February 16,
2001
8 Leandro R. Mendoza March 16, 2001** - March 17, 2002
9 Hermogenes E. Ebdane Jr. March 17, 2002 – August 23, 2004
10 Edgar B. Aglipay August 23, 2004 – March 14, 2005
11 Arturo C. Lomibao March 14, 2005 – July 5, 2006
12 Oscar C. Calderon July 5, 2006 – October 1, 2007
13 Avelino I. Razon Jr. October 1, 2007 – September 27, 2008
14 Jesus A. Verzosa September 27, 2008 – September 14,
 2010
15 Atty. Raul M. Bacalzo, September 14, 2010 – September 9,
Ph.D. 2011
16 Nicanor A. Bartolome, September 9, 2011 – December 17,
Ph.D., CSEE 2012
17 Alan LM Purisima December 17, 2012 – February 5, 2015
- Leonardo A. Espina (OIC) February 5, 2015 – July 16, 2015
18 Ricardo C. Marquez July 16, 2015 – June 30, 2016

19 Ronald "Bato" Dela Rosa July 1, 2016 – April 19, 2018

20 Oscar David Albayalde April 19, 2018 – October 14, 2019
21 Atty. Archie Francisco F. October 14, 2019 – January 20, 2020
Gamboa (OIC)
January 20, 2020 – September 2, 2020
22 Camilo Pancratius P. March 5, 2020 – March 8, 2020 (OIC)
Cascolan September 2, 2020 – November 10,
2020
23 Debold M. Sinas November 10, 2020 – May 8, 2021

24 Guillermo Lorenzo T. May 8, 2021 – present

Eleazar

SOME OF THE CHIEFS OF THE PHILIPPINE NATIONAL POLICE: A GLIMPSE

 "Ping" Morena Lacson Sr.

 Headed the Philippine National Police from 1999 to 2001."

Highlights of PNP Programs

 Anti-Kidnap Achievements and No-Take Policy
 Anti-Jueteng Campaign

 Alan La Madrid Purisima

- is a former Filipino police officer. He served as Philippine National Police Chief
between December 17, 2012 and February 5, 2015.
Highlights of PNP Programs
 Unit Crime Periodic Report (UCPER)
 “Subukan N’yo Po Kami” SMS platform

 Arturo Carbonel Lomibao

  He served as Chief of the Philippine National Police (PNP) from March
14, 2005 to July 5, 2006, and retired with the rank of 4-star Police
Director General.

 Ronald Marapon dela Rosa

 also known as Bato, is a Filipino politician and retired Police
General who is currently serving as Senator of the Philippines since
2019. He was Philippine National Police Chief from July 1, 2016 to
April 19, 2018 and Director General of the Bureau of Corrections from
April 30 to October 12, 2018.

Highlights of PNP Programs

 Drug War (Operation Tokhang)

 Oscar David Albayalde

- is a retired Filipino police officer who served as the Chief of the Philippine
National Police from April 2018 to October 2019.
- He was also instrumental in the preparations for the 2017 ASEAN Summits
and was in command of the police response during the 2017 Resorts World
Manila attack.
 Archie Francisco Feranil Gamboa
- is a Filipino lawyer and retired police general who served as the 21 st Chief
of the Philippine National Police from October 2019 to September 2020.

Highlights of PNP Programs

 He was responsible for the overall police preparations during the
2019 Southeast Asian Games.
 Internal cleansing drive of the national police by implementing
preventive, punitive and restorative measures within the
organization amid criticisms of the Philippine Drug War.
WEEK 7
ORGANIZATION MANAGEMENT

What is Organization Management ?

 Organization management refers to the art of getting people together on a

common platform to make them work towards a common predefined goal.
 Organization management enables the optimum use of resources through
meticulous planning and control at the workplace.
 Organization management gives a sense of direction to the employees. The
individuals are well aware of their roles and responsibilities and know what they
are supposed to do in the organization.
 An effective management ensures profitability for the organization. In a layman’s
language organization management refers to efficient handling of the
organization as well as its employees.

Need for Organization Management

 Organization management gives a sense of security and oneness to the

employees.
 An effective management is required for better coordination among various
departments.
 Employees accomplish tasks within the stipulated time frame as a result of
effective organization management.
 Employees stay loyal towards their job and do not treat work as a burden.
 Effective organization management leads to a peaceful and positive ambience at
the workplace.

Essential Features of Organization Management

1. Planning
- Prepare an effective plan. It is essential to decide on the future course of
action to avoid confusions later on.
- Plan out how you intend to do things.
2. Organizing
- Organizing refers to the judicious use of resources to achieve the best out
of the employees.
 3. Staffing
- Poor organization management leads to unhappy employees who
eventually create problems for themselves as well as the organization.
- Recruit the right talent for the organization.
4. Leading
- The managers or superiors must set clear targets for the team members.
- A leader must make sure his team members work in unison towards a
common objective. He is the one who decides what would be right in a
particular situation.
5. Control
- The superiors must be aware of what is happening around them.
- Hierarchies should be well defined for an effective management.
- The reporting bosses must review the performance and progress of their
subordinates and guide them whenever required.
6. Time Management
- An effective time management helps the employees to do the right thing at
the right time.
- Managing time effectively always pays in the long run.
7. Motivation
- Motivation goes a long way in binding the employees together.
- Appreciating the employees for their good work or lucrative incentive
schemes go a long way in motivating the employees and make them work
for a longer span of time.

Management Styles

- The art of getting employees together on a common platform and extracting the
best out of them refers to effective organization management.
- Management plays an important role in strengthening the bond amongst the
employees and making them work together as a single unit.
- It is the management’s responsibility to ensure that employees are satisfied with
their job responsibilities and eventually deliver their best level.
- The management must understand its employees well and strive hard to fulfill
their expectations for a stress free ambience at the workplace.

What is Management Style?

- The various ways of dealing with the subordinates at the workplace is called
management style.
 - The superiors must decide on the future course of action as per the existing
culture and conditions at the workplace.
- The nature of employees and their mindsets also affect the management style of
working.

Different Management Styles

1. Autocratic Style of Working

 In such a style of working, the superiors do not take into consideration the
ideas and suggestions of the subordinates.
 The managers, leaders and superiors have the sole responsibility of taking
decisions without bothering much about the subordinates.
 The employees are totally dependent on their bosses and do not have the
liberty to make decisions on their own.
 The subordinates in such a style of working simply adhere to the
guidelines and policies formulated by their bosses. They do not have a
say in management’s decisions.
 Whatever the superiors feel is right for the organization eventually
becomes the company’s policies.
 Employees lack motivation in an autocratic style of working.
2. Paternalistic Style of Working
 In a paternalistic style of working, the leaders decide what is best for the
employees as well as the organization.
 Policies are devised to benefit the employees and the organization.
 The suggestions and feedback of the subordinates are taken into
consideration before deciding something.
 In such a style of working, employees feel attached and loyal towards their
organization.
 Employees stay motivated and enjoy their work rather than treating it as a
burden.
3. Democratic Style of Working
 In such a style of working, superiors welcome the feedback of the
subordinates.
 Employees are invited on an open forum to discuss the pros and cons of
plans and ideas.
 Democratic style of working ensures effective and healthy communication
between the management and the employees.
 The superiors listen to what the employees have to say before finalizing
on something.
 4. Laissez-Faire Style of Working
 In such a style of working, managers are employed just for the sake of it
and do not contribute much to the organization.
 The employees take decisions and manage work on their own.
 Individuals who have the dream of making it big in the organization and
desire to do something innovative every time outshine others who attend
office for fun.
 Employees are not dependent on the managers and know what is right or
wrong for them.
5. Management by Walking Around Style of Working
 In the above style of working, managers treat themselves as an essential
part of the team and are efficient listeners.
 The superiors interact with the employees more often to find out their
concerns and suggestions.
 In such a style of working, the leader is more of a mentor to its employees
and guides them whenever needed.
 The managers don’t lock themselves in cabins; instead walk around to find
out what is happening around them.

Management Skills

- The success and failure of an organization is directly proportional to the

effectiveness of the management.
- The superiors must share a healthy relationship with the employees for
them to deliver their level best.

Leaders need to acquire certain skill sets for an efficient functioning:

1. Management needs to be impartial towards its employees. Rules and policies

should be the same for everyone. Favouritism is a strict no-no at the
workplace. No employee should be granted special favours.
2. The leaders must promote healthy discussions at the workplace. Make the
employees work in teams for them to know each other well.
3. The superiors must ensure that employees do not fight amongst themselves.
Conflicts must be avoided at the workplace as nothing productive can be
gained out of it. Make sure individuals do not have problems with each other
and gel well.
4. Make sure employees adhere to the rules and regulations of the organization.
Set clear objectives for the employees. Targets must predefined and the
employees must know what they are supposed to do at the workplace.
 Discipline must be maintained at the workplace. The employees must come
to work on time and strict action must be taken against those who do not
follow company’s policies.
5. Be a good listener. The management must interact with the employees more
often. Such initiatives go a long way in motivating the employees and make
them stick to the organization for a longer span of time.
6. The “Hitler approach” does not work in the current scenario. Be a mentor to
your employees rather than being a strict boss. Guide them in their work. Try
to help them in their assignments. Help them come out with innovative
solutions.
7. Motivate the employees from time to time. Design lucrative incentive plans
and schemes to bring out the best in them. Appreciate each time they do
good work.
8. Encourage subordinates to celebrate birthday parties and important festivals
at the workplace. Let the employees enjoy together. The seniors must also
participate in such activities.
9. Review the performance of the employees on a regular basis. Make sure
employees are satisfied with their job responsibilities. The duties assigned to
them must be as per their interests and specialization. Employees not
performing up to the mark must be dealt with patience.
10. The leaders must promote necessary training programmes to upgrade the
skills of the existing employees. Team building activities also strengthen the
bond amongst the employees.
11. Make sure employees achieve their targets and organizations earn their
profits. Salaries must be distributed on time. The employees must be happy
with their job.
12. Encourage effective communication at the workplace. Communicate more
through emails.

WEEK 8
INTRODUCTION TO POLICE MANAGEMENT
Traditional Police Management

 The traditional police chief executive officer is authority oriented. Based on the
military structure, commands flow from top to bottom. Emphasis is placed on
discipline. Chain of command and the disciplinary process are punitive in nature.
Police Management

 Police management is defined as police organizational practice, including

individual, group, organizational and environmental processes undertaken for the
purpose of producing knowledge of that.

Operational Definition of Terms

Management

A process of deciding the best way to use an organization’s resources to produce goods
or provide services. An organization’s resources include its employees, equipment, and
money.

Principles of Police Organization and Management

(Operational Definition of Terms)

 Principle of Command Responsibility

- Dictates that immediate commanders shall be responsible for the effective
supervision and control of their personnel and unit.
- Police commanders or supervisors shall be held accountable for “Neglect
of Duty” under the doctrine of “command responsibility” if he has
knowledge that a crime or offense shall be committed, is being committed,
or has been committed by his subordinates, or by others within his area of
responsibility.
 Principle of Chain of Command.
- This is the unbroken line of authority between the lowest and highest
positions in the government. Chain-of-Command -Orders or
communication shall follow the established channels. A unit director
exercises his authority and responsibility through a “chain-of-command.”
 Principle of Specialization
- According to the principle, the whole work of a concern should be divided
amongst the subordinates on the basis of qualifications, abilities and skills.
- When an employee takes a special type of knowledge and skill in any
area, it is known as specialization.
- Specification of Job. Enumerates the qualification that an individual must
possess for an appointment to a particular job or position.
 Principle of Scalar Chain
- Scalar chain is a chain of command or authority which flows from top to
bottom. This principle requires a vertical hierarchy of an organization.
- This principle has three aspects – unity of command, span of control,
and delegation of authority.
 Unity of Command.
- Subordinates should receive orders from a single superior at a time and all
subordinates should be accountable to that superior. More superior leads
to confusion, delay and so on.
 Span of Control.
- Number of subordinates, one manager supervises.
 Delegation of Authority.
- The extent to which the work of the organization is separated into different
jobs to be done by different people. Allows complex organizations to
function by breaking tasks down into smaller segments that can be
handled by one person or by members of a single department.
Maintenance of the intended delegation requires that decisions within the
authority of individual commanders should be made by them and not be
referred upward in the organizational structure.
 Principle of Unity of Objectives
- Organizational goals, departmental goals, and individual goals must be
clearly defined. All goals and objectives must have uniformity. When there
is a contradiction among different levels of goals desired goals can’t be
achieved.
 Line and Staff Principle
- This principle states that operational (line) units are responsible for the
direct accomplishment of the objectives while the administrative (staff) are
responsible for support or advisory functions that facilitate the capacity of
the operational units.
 Principle of Authority
- Authority is the kind of right and power through which it guides and directs
the actions of others so that the organizational goals can be achieved. It is
also related to decision making. It is vested in a particular position, not to
the person because authority is given by an institution and therefore it is
legal.
 Principle of Responsibility
- This principle states that the subordinate’s responsibility to perform the
orders or instructions given by the superior officer is unconditional.
Conversely the superior officer cannot escape his accountability on the
actions performed by his subordinate.
 - An authentic body of an organization has a top level management. The
top level management directs the subordinates. Departmental managers
and other personnel take the direction from top level management to
perform the tasks. The principle of delegation which is a process of
transferring authority and creation of responsibilities between superiors
and subordinates to accomplish a certain task is called delegation of
authority.
- Authority is only delegated, not responsibilities in all levels of
management.
- This principle states that the subordinate’s responsibility to perform the
orders or instructions given by the superior officer is unconditional.
Conversely the superior officer cannot escape his accountability on the
actions performed by His subordinate.
 Functional Principle (Division of Labor/Homogeneous Assignment)
- For a police organization to be effective, work assignments must be
designed to ensure that similar tasks, functions and activities are given to
an individual or group for such accomplishment.
 Principle of Efficiency
- In an enterprise, different resources are used. These resources must be
used in an effective manner. When the organization fulfills the objectives
with minimum cost, it is effective. Organization must always concentrate
on efficiency.
 Principle of Flexibility
- This is the principle which states that there is a higher tendency that the
organization can fulfill its purpose if the organization receives more
provisions for adaptability.
- Organizational structure must be flexible considering the environmental
dynamism. Sometimes, dramatic change may occur in the organization
and in that condition, organizations should be ready to accept the change.
 Principle of Balance
- In every structure there is a need for balance. The application of principles
or techniques must be balanced to ensure the overall effectiveness of the
structure in meeting organization objectives.
 Theories of Management
1. Scientific Management
- This espouses careful specification and measurement of all organizational
tasks. Tasks were standardized as much as possible. Workers were
rewarded and punished.
- This approach appeared to work well for organizations with assembly lines
and other mechanistic, routinized activities. - Frederick Taylor
2. Bureaucratic Management Theory
- (1930-1950), Max Weber embellished the scientific management theory
with his bureaucratic theory. Weber focused on dividing organizations into
hierarchies, establishing strong lines of authority and control.
- He suggested organizations develop comprehensive and detailed
standard operating procedures for all routinized tasks.

Principles of management:

 Division of labor
 Authority
 Discipline
 Unity of command
 Unity of direction
 Subordination of the personal interest to the general interest
 Centralization- is the process by which the activities of an organization,
particularly those regarding planning and decision-making, become concentrated
within a particular location or group, keeping all of the important decision-making
powers within the head office or the center of the organization.

DECENTRALIZATION - is the process of distributing or dispersing functions, powers,

people or things away from a central location or authority.

 Scalar chain
 Order
 Equity
 Stability
 Initiative
 Stability of tenure personnel
 Esprit de corps
3. Human relations movement
3.1. Theory X - states that the controlling or authoritative manager believes
that most employees don’t like to work and will only work at the required
level of productivity if they are forced to do so under the threat of
punishment.
3.2. Theory Y - In this theory of management, the democratic or participative
manager believes that employees can be trusted to meet production
targets without being threatened and that they will often seek additional
responsibilities because they enjoy the satisfaction of being creative and
are increasing their own skills.
3.3. Theory Z of Ouchi - is Dr. William Ouchi's so-called "Japanese
Management" style popularized during the Asian economic boom of the
1980s. focused on increasing employee loyalty to the company by
providing a job for life with a strong focus on the well-being of the
employee, both on and off the job.

Levels of Management:

1. Senior Management - the highest level of an organization. Important

functions include: 1) establishes goals, or objectives of the organization; 2)
decides which actions are necessary to meet those goals; 3) decides how to
use the organization’s resources.
2. Middle Management - responsible for meeting the goals that senior
management sets. This level of management sets goals for specific areas of
the organization and decides what employees in each area must do to meet
those goals
3. Supervisory Management - the front-line level of the organization. In charge
of the people who physically produce the organization’s goods or provide its
services.