Chapter 8 LEADING PSYCHIC REWARD – consists of recognition, 6.
Knowledge of the company, industry or
praises, etc. technology WHAT IS LEADING? 7. Charisma * Leading is that management function which 3. COERCIVE POWER – when a person compels 8. Creativity another to comply with orders through threats 9. Flexibility “Involves influencing others to engage in the work behaviors necessary to reach or punishments. 1. A HIGH LEVEL OF PERSONAL DRIVE -Persons organizational goals”. Punishment may take the form of demotion, with drive are those identified to accept dismissal, withholding of promotion, etc. * LEADING refers to the function while, responsibility, possess vigor, initiative, LEADERSHIP refers to the process. persistence, and health. 4. REFERENT POWER – when a person can get HOW LEADERS INFLUENCES OTHERS compliance from another because the latter 2. THE DESIRE TO LEAD – Leaders with a desire would want to be identified with the former. Engineer Manager are expected to maintain to lead will always have a reservoir of extra effective workforces. To be able to do so, efforts which can be used whenever needed. 5. EXPERT POWER – provides specialized they are required to perform leadership information regarding their specific lines of roles. Leaders are said to be able to influence 3. PERSONAL INTEGRITY- One who does not expertise. It is possessed by people with great others because of the power they possess. have personal integrity will have a hard time skills in technology. Power refers to the ability of a leader to convincing his subordinates about the exert force on another. necessity of completing various task. THE NATURE OF LEADERSHIP BASES OF POWER 4. SELF CONFIDENCE – the step of Leadership may be referred to as “the process 1. LEGITIMATE POWER 4. REFERENT POWER of influencing and supporting others to work conceptualizing, organizing, and 2. REWARD POWER 5. EXPERT POWER enthusiastically toward achieving objectives’’. implementing will be completed if sustained 3. COERCIVE POWER Leadership is expected of any manager in effort are made. For the moves to be charge of any unit or division. continuous and precise, self-confidence is 1. LEGITIMATE POWER - a person who occupies One cannot expect a unit or division to necessary. a higher position has legitimate power over a achieve objectives in the absence of effective persons in lower positions within the leadership. Even if a leader is present, but if he 5. ANALYTICAL ABILITY – the ability to analyze is not functioning properly, no unit or division is one desirable trait that a leader can use to organization. objectives can be expected to be achieved. tide him over many challenging aspects of 2. REWARD POWER – When a person has the leadership. TRAITS OF EFFECTIVE LEADERS ability to give rewards to anybody who follows 1. A high level of personal drive 6. KNOWLEDGE OF THE COMPANY, INDUSTRY orders or requests. Rewards may be classified 2. The desire to lead into two forms: Material and Psychic. OR TECHNOLOGY – a leader who is well- 3. Personal integrity MATERIAL REWARD – refers to money or informed about his company, the industry 4. Self confidence other tangible benefits. 5. Analytical ability or judgment where the company belongs, and the technology utilized by industry, will be in a better position to provide directions to his consulting subordinates. Motivation unit. HUMAN SKILLS - these skills refer to the ability of takes the form of threats, punishments, a leader to deal with people, both inside and and intimidation of all tasks. 7. CHARISMA – when a person has sufficient outside the organization. Good Leader s must 2. PARTICIPATIVE LEADERS– when a leader personal magnetism that leads people to know how to get along with people, motivate openly invites his subordinates to follow his directives, this person is said to them and inspire them. participate or share in decisions, have charisma. policymaking and operation methods, CONCEPTUAL SKILLS – this skills refer to “the he is said to be a participative leader 8. CREATIVITY – Ronnie Millevo defines ability to think in abstract terms, to see how 3. FREE-REIN LEADERS– leaders who set creativity as “the ability to combine existing parts fit together to form the whole. A leader objectives and allow employees or data, experience and preconditions from without sufficient conceptual skills will fail to subordinates relative freedom to do various sources in such a way that the results achieve this whatever it takes to accomplish these will be subjectively regarded as new, objectives, are called free-rein leaders. valuable, and innovative, and as a direct solution to an identified problem situation. BEHAVIORAL APPROACHES TO LEADERSHIP LEADERS ORIENTATION TOWARD TASKS AND STYLES PEOPLE 9. FLEXIBILITY – people differ in the way they Those in positions of leadership exhibit a do their work. One will adapt a different pattern of behavior that is unique and different 1. EMPLOYEE ORIENTATION – a leaders is method from another person’s method. A from other patterns. This total pattern of said to be employee-oriented when he leader who allows this situation as long as behavior is called Leadership Style. considers employees as human beings of the required outputs are produced, are said Several approaches used in classifying leadership styles: “intrinsic importance and with individual to be flexible. and personal need to satisfy. 1. According to the ways leaders approach people to motivate them. 2. TASK ORIENTATION – a leader is said to LEADERSHIP SKILLS 2. According to the way the leader uses power. be task-oriented if he places stress on 3. According to the leader’s orientation towards Leaders need to have various skills to be production and the technical aspects of task and people. effective. the job and the employees are viewed as WAYS LEADERS APPROACH PEOPLE the means of getting the work done. 1. Technical Skills 2. Human Skills, and * POSITIVE LEADERSHIP – when the leader’s approach emphasizes rewards. CONTINGENCY APPROACHES TO LEADERSHIP 3. Conceptual Skills STYLE * NEGATIVE LEADERSHIP – when punishment is emphasizes by the leader. The contingency approach is an effort to TECHNICAL SKILLS - these are skills a leader must determine through research which managerial possess to enable him to understand and make practices and techniques are appropriate in decisions about work processes, activities, and WAYS LEADERS USES POWERS 1. AUTOCRATIC LEADERS– leaders who specific situations. technology. Technical skill is a specialized knowledge needed to perform a job. make decisions themselves, without 1. Fiedler’s Contingency Model 2. Hersey and Blanchard’s Situational Leadership LEADERSHIP STYLES APPROPRIATE FOR VARIOUS 2. SUPPORTIVE LEADERSHIP – where the Model. MATURITY LEVEL subordinates are treated as equals in a friendly 3. Path-Goal Model of Leadership 1. DIRECTING – is for people who lack manner while striving to improve their well- 4. Vroom’s Decision-Making Model competence but are enthusiastic and being. committed. 3. PARTICIPATIVE LEADERSHIP – where the 2. COACHING – is for people who have leader consults with the subordinates to seek FIEDLER’S CONTINGENCY MODEL competence but lack commitment. their suggestions and then seriously considers “Leadership is effective when the leader’s style is 3. SUPPORTING – is for people who have those suggestions when making decisions. appropriate to the situation”. competence but lack of competence or The situational characteristics is determined by motivation. 4. ACHIEVEMENT ORIENTED LEADERSHIP – three principal factors. 4. DELEGATING – is for people who have both where the leader set challenging goals, 1. The relations between leaders and followers. competence and commitment. emphasize excellence, and seek continuous 2. The structure of the task. improvement while maintaining a high degree of 3. The power inherent in the leader’s position. PATH-GOAL MODEL OF LEADERSHIP confidence that subordinates will meet difficult Espoused by Robert J. House and challenges in a responsible manner. The situational characteristics vary from Terence R. Mitchelle, stipulates that leadership organization to organization. To be effective, the can be made effective because leaders can situation must fit the leader. If this is not so, the influence subordinate’s perceptions of their following may be tried. work goals, personal goals and paths to goal 1. Change the leader’s trait or behaviors. attainment. 2. Select leaders who have traits or behaviors By using the path-goal model, it fitting the situations. assumed that effective leaders can enhance 3. Move leaders around in the organization until subordinate motivation by: they are in positions that fit them. 1. Clarifying the subordinate’s perception of 4. Change the situation. work goals. 2. Linking meaningful rewards with goal HERSEY AND BLANCHARD SITUATIONAL attainment, and LEADERSHIP MODEL 3. Explaining how goals and desired rewards can Suggests that the most important factor be achieved. affecting the selection of a leader’s style is the development (or maturity) level of subordinate. LEADERSHIP STYLES. THE LEADERSHIP STYLES The leader should match his or her style to this WHICH MAY BE USED BY PATH-GOAL maturity level. PROPONENTS ARE AS FOLLOWS. 1. Job Skills and Knowledge, and 1. DIRECTIVE LEADERSHIP – where the leader 2. Psychological Maturity focuses in clear task assignments, standards of successful performance, and work schedules.