LEADERSHIP

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LEADERSHIP
•The process of influencing others to achieve designated organizational goals.
• Uses motivational principles in an effort to achieve organizational goals.

• Tied to the personality and persuasive talents of the person.
• Situation or special circumstances enable a person to rise to the occasion.
• It is the power either the formal authority or money, that makes the leader.
• Leaders are made, not born.
FOUR KEY LEADERSHIP STYLES:
1. Supportive leader – provides physical and personal
resources
2. Directive leader- presents rules or orders
3. Coaching leader- provides high support and direction
4. Delegating leader- provides low support and direction

ORGANIZATIONAL FACTORS THAT INFLUENCE
LEADERSHIP SUCCESS
A. Corporate Culture and Delegation of Authority
Corporate culture: The way things are done in an organization: the habits,
traditions, customs, processes, and social mores of the institution.
ORGANIZATIONAL FACTORS THAT INFLUENCE
LEADERSHIP SUCCESS
B. Management Styles
Management style: The general behavior and philosophy of a manager or

an organization toward the employees, particularly the degree of
participation allowed in the decision-making process.
Management
and
Leadership
Styles
4 Management Styles:
According to Rensis Likert
1. Exploitive-authoritative: Decision making is done in the upper echelons of
organization :manager has no confidence
or trust in subordinates : uses fear & threats
2. Benevolent-authoritative: Master-servant relationship :Flow

of info is restricted to “what superiors want to hear : employees are
motivated through rewards.
3. Consultative: Allows employees to have a view and they are allowed to voice their
opinion
4. Participative: There’s a collaborative teamwork and an open communication

between the manager and the subordinates.
1. Autocratic leadership: Self centered
Leadership Styles:
2. Democratic leadership: Shared authority
3. Bureaucratic leadership: Exercise of control on the basis of

knowledge
4. Laissez faire style of leadership: (a.k.a delegating leadership)

poor type of leadership style
5. Charismatic leadership: leaders encourage certain behaviors in

others by force personality, persuasion, and eloquent
communication.
LEADERSHIP
MODELS
PERSONAL TRAITS OF LEADERS
•Some managers excel in leadership, others fail miserably.
•Detailed analyses on the intellectual, physical, social and
psychological qualities of “successful leaders” in both formal and
informal setting.
•Traits of effective leaders found in one survey differed from those

another.
•Pay attention on how leaders treat their coworkers.

LEADERSHIP BEHAVIOR
•Provides better analyses compared to personal traits of a leader.
•Includes several widely accepted leadership models:
•the employee-oriented versus production-oriented leadership styles;
•the structure-consideration leadership styles;
•the Managerial-grid;
•Theory-X theory-Y model
EMPLOYEE-ORIENTED VERSUS
PRODUCTION-ORIENTED LEADERSHIP
STYLES
•Employee oriented: leaders spend more of their time in actual
supervision rather than in production work, supervised less closely
while allowing workers more latitude in performing their duties.
•Production oriented: leaders tend to emphasize high productivity

at the expense of all other factors. They view their workers as only
tools for use by the company in the manufacturing process.
STRUCTURE VERSUS CONSIDERATION
LEADERSHIP STYLES
•Initiating structure: actively directing the staff towards getting
the work done.
•Consideration: treat workers as equals, listen to subordinates’

concerns, look for their personal welfare, give
advance notice of changes and be generally friendly
and approachable.
OHIO STATE LEADERSHIP STUDIES
THE MANAGERIAL-GRID
The managerial grid model is a self-assessment tool by which
individuals and organizations can help identify a manager's or
leader's style.
The grid was originally developed by Robert R. Blake and Jane S. Mouton
in the 1960s and has evolved in subsequent decades.
THE MANAGERIAL-GRID
In developing the Managerial Grid, Blake and Mouton
proposed that management style is influenced by five
factors:
1. The attitudes and assumptions of the manager
2. The policies and procedures of the organization
3. The day-to-day operational situation
4. The social and personal values of the manager
5. Chance
THE MANAGERIAL-GRID
1.1 Impoverished management. Leaders in this position have little
concern for people or productivity, avoid taking sides, and stay out of
conflicts. They do just enough to get by. Often referred to as laissez
faire leadership.
1.9 Country club management Managers in this position have great
concern for people and little concern for production. They try to
avoid conflicts and concentrate on being well-liked. To them the task
is less important than good interpersonal relations. Their goal is to
keep people happy.
9.1 Authority-obedience management Managers in this position have
great concern for production and little concern for people. They
desire tight control in order to get tasks done efficiently. They
consider creativity and human relations to be unnecessary.
5.5 Organization man management. Often termed middle- of-the-road
leadership. Leaders in this position have medium concern for people
and production. They attempt to balance their concern for both
people and production but are not committed to either.
THE MANAGERIAL-GRID
9+9 Paternalistic, "father knows best" management. In this style,
reward is promised for compliance and punishment threatened
for noncompliance.
Opp Opportunistic, "what's in it for me?" management. This style
depends on which style the leader feels will bring the greatest
self-benefit.
9.9 Team management. This style of leadership is considered to be

ideal. Such managers have great concern for both people and
production. They work to motivate employees to reach their
highest levels of accomplishment. They are flexible and
responsive to change, and they understand the need to change.
THE MANAGERIAL-GRID
Theory-X theory-Y model
-based on how employees view work
X-theory: tight control, strict policies, punishment
: workers don’t like to work, and have to be controlled
Y-theory: workers are hard working and self motivated
SITUATIONAL LEADERSHIP MODELS
❑Contingency theory
❑Continuum of leadership
❑Normative theory
Contingency Theory
Indicates that the style used by the leader may vary
according to the situation.
Very favorable or very unfavorable situation requiring a

TASK-ORIENTED leader.
Moderately favorable or moderately unfavorable situation

requiring a RELATIONSHIP-ORIENTED leader.
Contingency Theory
Favorableness is defined by Fielder as the amount of power, control, and influence wielded
by a manager in a particular set of circumstances. Three components establish the
favorableness dimensions of a situation:
1. Leader-member relations: the level of confidence and trust between the leader and
members of the staff. This is the most important factor, according to the contingency
-
model.
2. Task structure: the amount of formal structure imposed on work assignments. Assembly
line jobs, which are highly structured, present the manager with the most control over
the action of workers. Unstructured task settings, such as in work in the medical
laboratory and other technical positions in which the employees may be as
knowledgeable as the supervisor, provide the leader with considerably less control.
3. Position power: the degree of influence that the manager exerts on the reward and
punishment system of the institution.
Continuum of Leadership
Styles can be plotted on a continuum from authoritive to democratic
The continuum of leadership recognizes seven degrees of freedom.

Boss-centered leadership falls in the 1 to 3 range:
1. Total use of authority by the supervisor: supervisor makes all decisions and merely
announces the decision to the workers.
2. The manager makes all decisions but attempts to sell and persuade the staff of the
validity of his or her viewpoint.
3. The boss makes all decisions but invites input, suggestions, and questions from the staff.
Equilibrium-shared boss-subordinate leadership- is at the midpoint in the scale:
4. Manager makes the decisions but seeks support and approval from the subordinates.
Continuum of Leadership
Subordinate-centered leadership falls in the 5 to 7 range:
5. Supervisor gathers the data and defines the problems, then seeks suggestions and
recommendations for solutions before making a decision.
6. Manager provides information, supervision, and guidance but requests that the staff
make the decisions.
7. Manager focuses on setting general policies and procedures for the department but
allows total freedom and responsibility to the employees to function and make
decisions with these broadly defined boundaries.
Normative Theory
Depicts the extent of participation allowed in the decision making
The five possible behavior styles identified by Vroom and Yetton are as follows:
A-I: Manager makes decision based on the current information available.

A-II: Manager seeks necessary information from subordinates before making a
decision.
C-I: Manager shares the problem with selected individuals before making a
decision.
C-II: Manager shares the problem with all the members of the group but makes
the final decision.
G: Manager shares the problem with the group and a decision is reached by
consensus.
In summary, leadership is dependent not only on the personal talents
of managers but also on the characteristics of their followers and the
circumstances of the situation.
Leadership is the process of bringing together the goals and

objectives of both the organization and its members.
“In a world where you can be
anything, be kind.” — Jennifer
Dukes Lee
THANK YOU FOR LISTENING!

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⑦>

• Uses motivational principles in an effort to achieve organizational goals.

2. Directive leader- presents rules or orders

3. Coaching leader- provides high support and direction

4. Delegating leader- provides low support and direction

Management style: The general behavior and philosophy of a manager or

2. Benevolent-authoritative: Master-servant relationship :Flow

4. Participative: There’s a collaborative teamwork and an open communication

3. Bureaucratic leadership: Exercise of control on the basis of

4. Laissez faire style of leadership: (a.k.a delegating leadership)

5. Charismatic leadership: leaders encourage certain behaviors in

•Traits of effective leaders found in one survey differed from those

•Pay attention on how leaders treat their coworkers.

•Production oriented: leaders tend to emphasize high productivity

•Consideration: treat workers as equals, listen to subordinates’

9.9 Team management. This style of leadership is considered to be

Very favorable or very unfavorable situation requiring a

Moderately favorable or moderately unfavorable situation

The continuum of leadership recognizes seven degrees of freedom.

A-I: Manager makes decision based on the current information available.

Leadership is the process of bringing together the goals and

THANK YOU FOR LISTENING!

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