Leading G5

LEADERSHIP
Prepared by Group 5
What is
LEADING
What is Leading
Leading is that management
function which involves
influencing others to engage in
the work behaviors necessary to
reach organizational.
Table Of Contents
01 How Leaders Influence Others?
02 The nature of leadership
03 Leadership skills
04 Behavioural approach to leadership styles
05 Contigency approaches to leadership styles

HOW LEADERS INFLUENCE OTHERS?
Maintain effective
work force
Perform leadership
roles
Leaders influence others

because of the power
they possess
Bases of Power
Legitimate power
Reward power
Coercive power
Referent power
Expert power
Legitimate power
A person who occupies a higher position has

a legitimate power over persons in lower
positions within the organization.
Reward Power
A person has the ability to give reward to

anybody who follows orders or requests.
Material Reward
Psychic Reward
Coercive power
A person compels another to comply with

orders through threats or punishment.
Referent Power
A person can get compliance from another

because the latter would want to be
identified with the former.
Expert power
People with great skills in technology.

THE NATURE OF LEADERSHIP
the process of influencing and supporting
others to work enthusiastically toward
achieving objectives.
Expected of any manager in any unit or
division
*if a leader is not functioning properly, no

unit or division objectives can be expected to
achieve.
Traits of Effective Leadership
A high level of self-confidence Charisma

personal drive
Analytical ability
The desire to lead or judgment Creativity
Knowledge of the
Personal integrity company, industry or Flexibility
technology
Personal Drive
Persons with drive are those identified as willing to accept

responsibility, process vigor, initiative, persistence, and health.
Example:
Paul Mediarito
Plant director of Polo plant of San Miguel Corporation (1992 – 1994)
He was instrumental in radically changing the problem-riddled Polo

plant to a world-class brewery with modern technology and work
force with a new attitude.
Desire to Lead
Leaders with a desire to lead will always have a reservoir of extra

efforts which can be used whenever needed.
Personal Integrity
A person who is well-regarded by others as one who has integrity

possesses one trait of a leader.
One who does not have personal integrity will have a hard time
convincing his subordinates about the necessity of completing various
tasks.
Integrity means and includes “honesty, honor, incorruptibility, rectitude

righteousness, uprightness, and similar virtues”.
- V.K. Saraf
Self-Confidence
Self-confidence is necessary for the moves to be continuous and

precise.
Example
McKinsey and company found in a study they conducted that
leaders of mid-sized, high growth companies were “almost
inevitably consummate salesmen who radiate enormous contagious
self-confidence.”
Analytical Ability
The ability to analyze is one desirable trait that a leader can use to
tide him over many challenging aspects of leadership.
Knowledge
Knowledge of the Company, Industry or Technology
Leaders should be well-informed about his company, the industry

it belongs, and the technology utilized by the industry to provide
directions to his unit.
Charisma
A person has sufficient personal magnetism that leads people to

follow his directives.
Charisma helps the leader in achieving goals
Some personalities that are said to have charisma:

Napoleon Bonaparte George Washington
Julius Cesar Elvis Presley
Adolf Hitler
Creativity
“The ability to combine existing data, experience, and

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

Flexibility
Adapting different method from another person’s method

Leadership Skills
Technical Skills
Human Skills
Conceptual Skills
Technical Skills
Skills that a leader must possess to enable him to

understand and make decisions about work processes,
activities, and technology
Specialized knowledge needed to perform a job

Human Skills
The ability of a leader to deal with people, both inside

and outside the organization.
Must know how to get along with people, motivate them,

and inspire them.
Includes coaching, communicating, morale building,

training and development, help and supportiveness, and
delegating.
Conceptual Skills
The ability to think in abstract terms to see how parts fit

together to form a whole.
Should have a clear and well-expressed presentation of

what must be done.
BEHAVIORAL APPROACHES TO LEADERSHIP
According to ways According to the way the According to the

leaders how approach leader uses power. leader's orientation
people towards task
to motivate them. and people.
WAYS LEADERS APPROACH PEOPLE
POSITIVE NEGATIVE
LEADERSHIP LEADERSHIP
when the leader's when punishment is

approach emphasizes by the
emphasizes leader.
rewards.
WAYS LEADERS USES POWERS
Autocratic Leaders
Participative Leaders
Free-rein Leaders
Referent power
Expert power
1 Autocratic Leaders
leaders who make decisions themselves,

without consulting subordinates. Motivation
takes the form of threats, punishments, and
intimidation of all
tasks.
2 Participative Leaders
when a leader openly invites his subordinates to

participate or share in decisions, policy- making
and operation methods, he is said to
be a participative leader..
3 Free-rein Leaders
leaders who set objectives and allow employees

or subordinates relative freedom to do
whatever it takes to accomplish these
objectives, are called free-rein leaders.
LEADERS ORIENTATION TOWARD TASKS AND
PEOPLE
EMPLOYEE ORIENTATION
TASK ORIENTATION
- a leader is said to be task-oriented

- a leaders is said to be employee-oriented
if he places stress on production and
when he considers employees as human beings
the technical aspects of the job and
of "intrinsic importance and with individual and
the employees are viewed as the
personal
means of getting the work done.
need to satisty.
CONTINGENCY APPROACHES
TO LEADERSHIP STYLES
01 02 03 04
Hersey and
Blanchard’s Vroom’s
Fiedler’s Situational Path-Goal Decision
Contingenc Leadership Model of Making
y Model Model Leadership Model
FIEDLER’S CONTINGENCY
MODEL
“Leadership is effective when the leader’s style is appropriate to
the situation.”
Determining situational characteristics by 3 factors:

1. The relations between leaders and followers
2. The structure of the task
3. The power inherent in the leader’s position.
HERSEY AND BLANCHARD SITUATIONAL
LEADERSHIP MODEL
The most important factor affecting the selection of a leader’s

style is the development (or maturity) level of subordinate.
HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP MODEL
Style 1: Directing Style 2: Coaching Style 3: Supporting Style 4: Delegating
for the people who lack for the people who have for the people who have for the people who have
competence but are some competence but competence but lack of both competence and
enthusiastic and lack commitment. confidence or motivation. commitment.
committed.
✔ Espoused by Robert J. House and Terence R.
Mitchell
PATH-GOAL ✔ Stipulates that a leadership can be made effective

because leaders can influence subordinate’s perceptions
MODEL OF of their work goals, personal goals, and paths to goal
attainment.
LEADERSHIP By using path-goal model, it is assumed that
effective
leaders can enhance subordinate motivation by:
1. Clarifying the subordinate’s perception of

work goals
2. Linking meaningful rewards with goal
attainment
3. Explaining how goals and desired rewards
can be
achieved
LEADERSHIP STYLES. THE LEADERSHIP STYLES WHICH MAY BE USED BY
PATH-GOAL PROPONENTS ARE AS FOLLOWS.
Directive Leadership Supportive Leadership
Participative Achievement-oriented
Leadership Leadership
DIRECTIVE SUPPORTIVE
LEADERSHIP LEADERSHIP
The leader focuses on clear task Subordinates are treated as equals in a

assignments, standards of successful friendly manner while striving to
performance, and work schedules improve their well-being
PARTICIPATIVE ACHIEVEMENT-
LEADERSHIP ORIENTED
LEADERSHIP
The leader consults with subordinates to The leader set challenging goals,
seek their suggestions and then seriously emphasize excellence, and seek
considers those suggestions when continuous improvement while
making decisions. maintaining a high degree of
confidence that subordinates will meet
difficult challenges in a responsible
manner.
VROOM’S
DECISION-
MAKING
MODEL
Prescribes the proper leadership style
for various situations, focusing on the
appropriate degrees of delegation of
decision-making authority.
VROOM’S DECISION-MAKING MODEL
AUTOCRATIC LEADER
A-1
Leader solves the problem or makes the decision himself using available information.
None
A-2
Leader obtains necessary information from subordinates, then decides.
Low
CONSULVATIVE LEADER
C-1
Leader approaches subordinates individually getting their ideas then makes decision.
Moderate
C-2
Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then
decides.
Moderate
GROUP DIRECTED
G-2
Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative
solutions, and then collectively decides.
High
BRAIN
TEASER
TEST YOUR TECHNICAL AND
CONCEPTUAL ABILITY IF YOUR
CAPABLE TO BECOME A
LEADER
ESGG SGEG
GEGS GSGE
ANSWER:
SCRAMBLE EGGS
E
T
A
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ANSWER:
UPDATED
O TWONE
ANSWER:
TWO IN ONE
YYURYYUBICURYY4ME
ANSWER:
TOO WISE YOU ARE, TOO WISE YOU

BE, I SEE YOU ARE TOO WISE FOR ME.
THANK
YOU

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LEADERSHIP

02 The nature of leadership

04 Behavioural approach to leadership styles

05 Contigency approaches to leadership styles

Leaders influence others

A person who occupies a higher position has

A person has the ability to give reward to

A person compels another to comply with

A person can get compliance from another

People with great skills in technology.

*if a leader is not functioning properly, no

A high level of self-confidence Charisma

Persons with drive are those identified as willing to accept

He was instrumental in radically changing the problem-riddled Polo

Leaders with a desire to lead will always have a reservoir of extra

A person who is well-regarded by others as one who has integrity

Integrity means and includes “honesty, honor, incorruptibility, rectitude

Self-confidence is necessary for the moves to be continuous and

Leaders should be well-informed about his company, the industry

A person has sufficient personal magnetism that leads people to

Charisma helps the leader in achieving goals

Some personalities that are said to have charisma:

“The ability to combine existing data, experience, and

Creativity can be a useful trait in solving a problem.

Adapting different method from another person’s method

Skills that a leader must possess to enable him to

Specialized knowledge needed to perform a job

The ability of a leader to deal with people, both inside

Must know how to get along with people, motivate them,

Includes coaching, communicating, morale building,

The ability to think in abstract terms to see how parts fit

Should have a clear and well-expressed presentation of

According to ways According to the way the According to the

when the leader's when punishment is

leaders who make decisions themselves,

when a leader openly invites his subordinates to

leaders who set objectives and allow employees

- a leader is said to be task-oriented

Determining situational characteristics by 3 factors:

The most important factor affecting the selection of a leader’s

Style 1: Directing Style 2: Coaching Style 3: Supporting Style 4: Delegating

PATH-GOAL ✔ Stipulates that a leadership can be made effective

1. Clarifying the subordinate’s perception of

Directive Leadership Supportive Leadership

The leader focuses on clear task Subordinates are treated as equals in a

TOO WISE YOU ARE, TOO WISE YOU

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