LEADERSHIP AND DECISION-MAKING MIDTERMS REVIEWER

LESSON 1: INTRODUCTION ▪ THE LEADER BEHAVIOR APPROACH

- Considerable behavior indicate that a
leader trusts, respects, and values good
LEADERSHIP relationships with his or her followers.
- The exercise of influence by one member of a - Initiating behavior that a leader engages
group or organization over other members to help the in to make sure that work get done and
group or organization achieve its goals. subordinates perform their jobs
acceptably.
LEADER
- An individual who is able to influence group or
organizational members to help the group or FRED FIELDER’S CONTINGENCY THEORY OF
organization achieve its goal. LEADERSHIP

➢ FORMAL LEADER - Leader effectiveness is determined by both the

- A member of an organization who is given personal characteristics of leaders and by situations
authority by the organization to influence in which leaders find themselves.
other member to achieve organizational - Sheds light on two (2) important leadership issues:
goals ➢ Why some leaders will be more effective than
- These managers are leaders because other leaders even though they have equally
they have subordinates who report for good credentials.
them. ➢ Why a particular leader may be effective in
- Example: marketing managers, director one situation but not in another.
prime minister, etc.
FIELDER’S LEADER STYLES
➢ INFORMAL LEADER ▪ RELATIONSHIP-ORIENTED LEADERS
- An organizational member with no formal - Think positively about others because
authority to influence others positive outlook fosters good relationships.
nevertheless is able to exert
considerable influence because of their ▪ TASK ORIENTED LEADERS
special skills or talents - Think negatively about others who are difficult
- Example: accounting managers has no to work with because their undesired
subordinates to report to him or her, behavior might hinder task achievement.
waiter who was the most experienced
and has the best interpersonal skills
became the informal leader of the group. CONTEMPORARY PERSPECTIVES ON LEADERSHIP

▪ PATH-GOAL THEORY
EARLY APPROACH TO LEADERSHIP - How leaders motivate followers to achieve
▪ THE TRAIT APPROACH goals and kinds of behaviors they can engage
- Enduring personal trait that distinguish in to accomplish that. It also suggests that
leader from followers and effective from effective leaders follow three (3) guidelines
ineffective leader as traits are a person’s to motivate their followers:
particular tendencies to feel, think, and
act in certain ways. o Determined what outcomes
- Several traits that showed strongest subordinates are trying to obtain in
relationship to effective leadership: their workplace – salary raises and
o Intelligence helps a leader solve the opportunity to work.
complex problems. o Reward subordinates for performing
o Task relevant knowledge at a high level or achieving their work
ensures leader knows what has goals by giving them desired
to be done, how it should be outcomes – receive not only the
done, and what resources are biggest raise but also the choicest
required for a group and assignments.
organization to achieve its goals o Make sure subordinates believe that
o Dominance they can obtain their work goals and
perform at a high level – remove any
 LEADERSHIP AND DECISION-MAKING MIDTERMS REVIEWER

obstacles that might come up along - Women however appear to be more

the way and express confidence in democratic or participative than men as
their subordinates’ capacities. leaders.

- Robert House, a widely-respected LESSON 2: LEADERSHIP AND MANAGEMENT

leadership researcher identified four (4) types
of behavior to motivate subordinates:
o Directive Behavior
o Supportive Behavior
o Participative Behavior
o Achievement-oriented behavior

▪ THE VROOM AND YETTOM MODEL:

PARTICIPATION IN DECISION-MAKING
- Developed in the 1970s, it describes the
different ways in which leaders can make
decisions: LEADERSHIP – ability to influence others to achieve a
goal
o Aristocratic – decision made
without input from subordinates. ▪ FIVE RULES OF LEADERSHIP
o Consultative – subordinates have o Shape the future
some input; the leader makes o Make things happen
decision. o Engage today talent
o Group – the group makes the o Build the next generation
decision; the leader is just another o Invest in yourself
group member.
o Delegated – the leader gives ▪ LEARN FROM
responsibility to subordinates. o Success
o Failure
o Assignments
NEW TOPICS IN LEADERSHIP RESEARCH o Books
o Classes
▪ TRANSFORMATIONAL AND CHARISMATIC o People
- In transformational leadership, it inspires o Life
followers to trust the leader perform
behaviors that contribute to the achievement ▪ PRINCIPLES OF LEADERSHIP
of the organizational goals and perform at the o Know yourself and seek self-improvement
high level. o Be technically proficient
- A charismatic leader, is a self-confident o Seek responsibility
enthusiastic leader able to win the followers’ o Take responsibility for yourself
respect and support for his or her vision of o Make sound and timely decisions
how good things could be. o Set the example
o Know your people and look out for their well-
▪ THE EFFECT OF LEADER MOOD being
- The leader mood at work and levels of o Keep your workers informed
emotional intelligence has the potential to o Develop a sense of responsibility in your
influence leader effectiveness. workers
- Preliminary research suggests that when o Ensure that tasks are understood, supervised
leader tend to be in a good mood at work, their and accomplished
subordinates may perform at a higher level
and be less likely to resign. ▪ TRAITS OF AN EFFECTIVE LEADER
o Inspire action
▪ GENDER AND LEADERSHIP o Optimistic
- Women and men do not appear to differ in the o Has integrity
leadership behavior that they perform in the o Supports and facilitates the team
organization. o Confidence
 LEADERSHIP AND DECISION-MAKING MIDTERMS REVIEWER

o Uses effective communication

o Decisive

▪ THE PROCESS OF GREAT LEADERSHIP

o Challenge the process
o Inspire a shared vision
o Enable others to act
o Encourage the heart

CULTURE AND CLIMATE

▪ EACH ORGANIZATION HAS ITS OWN CULTURE
- Long-term roots ▪ LOVE AND SPIRITUALITY IN MANAGEMENT
- Values and beliefs AND BUSINESS
- History - Incorporates the quality of human existence,
- Past and present leadership personal values and beliefs, our relationships
- “The way we do things” with others, our connection to the natural
world and beyond.
▪ CLIMATE IS THE FEEL OF THE ORGANIZATION
- Short term leaves
- Industrial and shared perspectives
- Happy, contented and fearful mood
MANAGEMENT AND LEADERSHIP THEORIES,
MODELS AND GURUS

▪ CORPORATE GOVERNANCE
- System of rules, practices and processes by
which company is directed and controlled
- Essentially involves balancing the interests of
a company’s many stakeholders such as the
shareholders, management, customers, ▪ CHANGE AGENT
suppliers, financiers, government and the - Anyone who helps an organization transform
community. by improving business processes and
interpersonal interactions.
▪ THE SOCIAL CONTRACT
- People follow leaders because they want to
follow. MANAGEMENT - controlling things and people

▪ CONCERNS OF MANAGERS
o Human productivity
o Budget
o Legal issues
o Work environment (risk management)
o Customer service
o Quality control

▪ TYPES OF MANAGERS
▪ MASLOW’S HIERARCHY OF NEEDS o Evaluation Style
- A psychological theory of motivation based - Controlling teams
on an ascending scale of needs. - Top-down leadership
- Higher needs cannot be met unless lower - Failure = embarrassment
ones are met. - Blames team
o Coaching Style
- Trust teams
- Servant leadership
- Failure = learning experience
- Advocates for team
 LEADERSHIP AND DECISION-MAKING MIDTERMS REVIEWER

o Similarities of the two ➢ FIVE FACTORS

Access training and development o The Moral Law/ Concept of
needs operations and corporate culture
- Feels responsible for team o Heaven/Timing
performance o Earth/ Competitive, Industrial and
- Reports obstacles and progress to Market Environment
upper management o The Commander/Leader or CEO
o Method and Discipline/Enterprise
Org. and Management, Regulations
MOTIVATION – the desire to continue with an activity and Financial System

▪ IMPORTANCE OF MOTIVATION ➢ FIVE MORALITY

o Essential in both leaders and managers o Wisdom
o The manager or leader’s style will affect o Faith
others’ motivation o Benevolence
o Courage
▪ TWO (2) TYPES OF MOTIVATORS o Strict
o Intrinsic
- Autonomy, belonging, curiosity, love, ▪ CHAPTER 2: WAGING WAR/THE CHALLENGE
learning, mastery, and meaning - How to understand the economy of warfare
o Extrinsic and how success requires winning decisive
- Badges, competition, fear of failure, engagements quickly – advises that
fear of punishment, gold stars, successful military campaigns require
money, points, and rewards limiting the cost of competition and conflict.

▪ COST BENEFIT ▪ CHAPTER 3: ATTACK BY STRATEGEM/THE

o Relationship of the effort required for the PLAN OF ATTACK
benefit received - Source of strength as unity not size and
o If costs outweigh benefits, motivation suffers. discusses the five factors needed to succeed
in any war: attack, strategy, alliances, army
and cities.
LESSON 3: SUN TZU’S ART OF WAR
▪ CHAPTER 4: TACTICAL DISPOSITIONS
SUN TZU OR SUNZI - Importance of defending existing positions
- Born 544 BC to 496 BC until a commander is capable of advancing
- Was an ancient Chinese military general, strategist from those positions in safety – teaches the
and philosopher importance of recognizing strategic
- Wrote the Art of War, a 13-chapter and a 390-item opportunities and teaches not to create
first known treatise on warfare strategy in history. opportunities for the enemy.
- Said that the Art of War is of vital importance to the
state, a matter of life and death and a road either to ▪ CHAPTER 5: ENERGY/ DIRECTING
safety or to ruin hence it is a subject of inquiry which - Use of creativity and timing in building an
can on no account be neglected. (War as business, army’s momentum.
state as company)
▪ CHAPTER 6: ILLUSION AND REALITY
- Weak and strong points: how an army’s
THIRTEEN CHAPTERS OF ART OF WAR opportunities come from the openings in the
environment caused by the relative weakness
▪ CHAPTER 1: LAYING PLANS/THE of the enemy in a given area.
CALCULATIONS
- By thinking, assessing and comparing these ▪ CHAPTER 7: MANUEVERING
points, a commander can calculate his chances - Engaging the force: explains the dangers of
of victory and habitual deviation from these direct conflict and how to win those
calculations will ensure failure via improper confrontations when they are forced upon the
action. commander.
 LEADERSHIP AND DECISION-MAKING MIDTERMS REVIEWER

▪ CHAPTER 8: VARIATION IN TACTICS 4. Burn arsenals and magazines

- Focuses on the need for flexibility in an army’s 5. Hurl dropping fire amongst the
responses and explains how to respond to enemy
shifting circumstances successfully.
▪ CHAPTER 13: THE USE OF SPIES
▪ CHAPTER 9: THE ARMY ON THE MARCH - Use of intelligence: importance of developing
- Moving the force: describes the different good information sources and specifies the
situations in which an army finds itself as it five (5) types of intelligence sources and how
moves through new enemy territories and to best manage each of them.
how to respond to these situations – also
focuses on evaluating the intentions of 1. Local spies
others. 2. Inward spies
3. Converted spies
▪ CHAPTER 10: TERRAIN 4. Doomed spies
- Situational Positioning: looks at the three (3) 5. Surviving spies
general areas of resistance (distance,
dangers, and barriers) and the six (6) types of
ground positions that arise from them

o Accessible G. – large market share,

easy access
o Entangling G. – big investment and
uneasy retreat
o Temporizing G. – adverse market for
each side
o Narrow Passes – small market,
certain space
o Precipitous Heights – high
consumer brand loyalty
o Positions at great distance

▪ CHAPTER 11: THE NINE SITUATIONS

- Nine common situations or stages in a
campaign, from scattering to deadly and the
specific focus that a commander will need in
order to successfully navigate them:
1. Dispersive ground
2. Facile ground
3. Contentious ground
4. Open ground
5. Ground of intersecting highways
6. Serious ground
7. Difficult ground
8. Hemmed-in ground
9. Desperate ground

▪ CHAPTER 12: THE ATTACK BY FIRE/FIERY

ATTACK
- General use of weapons and the specific use
of the environment as a weapon – examines
the five (5) types of environmental attack and
the appropriate responses to such attacks.

1. Burn the soldiers in their camp

2. Burn stores
3. Burn the baggage trains