DIRECTING
Directing
 Refers to the task of working with and through
people to accomplish organizational goals.
 The use of influence to motivate employees to
achieve organizational goals
LEADERSHIP
I. Definition
 The process of directing and influencing
the task-related activities of group
members.
II. Theories of Leadership
A. Trait Theory of Leadership
 The “great man”
 Frederick Taylor identified ten (100 desirable
qualities o a leader (in his search for a well-
rounded foreman): Brain, Education, Special
or Technical knowledge, Manual dexterity or
strength, Tact,Energy, Grit,Honesty, Judgment
or common sense, and Good health
 Henri Fayol came up with the traits that a
manager should possess: physical qualities,
vigor and health, mental qualities, ability to
understand and learn, judgment, mental vigor
and adaptability, moral qualities, energy,
firmness, willingness to accept responsibility,
initiative, loyalty, tact and dignity.
 “Leaders were born not made.”
B. Behavioral Theory of Leadership
 “Leaders need not be born but could be
trained to do the required task.”
 Ohio State University Studies
 Two-Dimensional view of leadership:
1. Initiating Structure Dimension in which
the leader acted to further the work
objectives of the group.
2. Consideration Dimension in which
emphasis was on the needs of the
followers and upon interpersonal
relationship.
 Findings: a mix initiating structure and
consideration leader behavior which achieved
the highest effectiveness depends largely on
situational factors.
 University of Michigan Studies
 Two dimension of leadership behavior:
1. Employee-oriented
2. Production-oriented
 findings: employee centered and job-
Reference:
centered styles result in productivity;
Alminar-Mutya, R. F. (2009). Business management and
job-centered behavior created
tension and pressure that resulted to
lower satisfaction and increased
turnover and absenteeism; employee
centered is the best leadership style.
 Mangement Grid by Blake and Mouton,
identifies a range of management behavior as
“concern for people” and “concern for
production” (y and x axis, with nine-point scale).
Style 1,1 indicates impoverished management;
low concern for both people and production;
sometimes called laissez-faire management.
Style 1,9, country club management; high
concern for employees but low concern for
production. Style 9,1, task or authoritarian
management; high concern for production and
efficiency but low concern for employees. Style
5,5, middle-of-the-road management;
intermediate concern for both the employee
and production. Style 9,9, team or democratic
management; high concern for both production
and employee morale and satisfaction.
 System 4 Management of Likert. System 1,
managers make all the work related decisions
and orders their subordinates to carry them out.
System 2, managers issue orders but
subordinates have some freedom to comment
on these orders. System 3, managers recognize
substantial confidence on subordinates. System
4, managers set goals and work-related
decisions are made by the group.
C. Situational Theory of Leadership. Robert
Tannenbaum and Warren H. Schmidth popularize
the view about situational theory of leadership.
They believe that managers had a choice of
leadership (dependent on three forces; forces in
the managers, forces in the subordinates and
forces in the situation).
D. Contingency Theory of leadership. This leadership
approach attempts to identify which of these
factors is important under given set of
circumstances; and to predict the leadership style
that will be most effective under those
circumstances.
 Fred Fiedler contingency model of leadership
(Least Preferred Co-Worker Scale). Measures
the leader’s motivation whether he/she is
relationship-oriented or task-oriented.
(Alminar-Mutya, 2009, pp 121-132)
organization: Functions and principles. Mandaluyong City,
Philippines: National Book Store.