LEADIN

G ANNE P.
GROUP 6
CONCON, ALYSSA
AL-GHAZALI, AHMED QASEM OMAR
MELBERT MABINGNAY
C O N T E N T 2

01 WHAT IS LEADING? AND

HOW LEADERS
INFLUENCE OTHERS?
O F

THE NATURE OF LEADERSHIP

AND TRAITS OF EFFECTIVE 02
T A B L E

LEADERS
03 LEADERSHIP
SKILLS
BEHAVIORAL APPROACHES TO
LEADERSHIP STYLES 04
05 WAYS LEADERS USES POWERS AND
LEADERS ORIENTATION TOWARD TASKS
AND PEOPLE
CONTINGENCY APPROACHES
TO LEADERSHIP STYLE 06
07 LEADERSHIP
STYLE
 3

What is Leading?

Is that management function which “involves

influencing others to engage in the work
behaviors necessary to reach organizational
goals.”
L E A D I N G ?
W H A T I S
 4

HOW LEADERS INFLUENCE

OTHERS?

Leaders are said to be

able to influence others
because of the power
they possess. Power
refers to the ability of a
leader to exert force on
another.
 5

BASES OF POWER
03

1. Legitimate Power 02 04
2.Reward Power
3.Coercive Power 01 05
4.Referent Power
5.Expert Power
 6

LEGITIMATE POWER

A person who occupies a

higher position legitimate
power over persons in
lower positions within the
organization.
 7

REWARD POWER

When a person has the ability

to give rewards to anybody who
follows orders or requests, he
is said to have reward power.
 8

COERCIVE POWER

When a person
compels another to
comply with orders
through threats or
punishment, he is
said to possess
coercive power.
 9

REFERENT POWE
When a person can get a
compliance from another
because the latter would
want to be identified with
the former, that person is
said to have referent
power.
 10

EXPERT POWER

Experts provide specialized

information regarding their specific
line of expertise. This influence, called
expert power is possessed by people
with great skills in technology.
 11

THE NATURE OF
LEADERSHIP

Leadership may be
referred to as “the
process of influencing
and supporting others
to work
enthusiastically
toward achieving
objectives.” It is
expected of any
manager in charge of
any unit or division.
 12

TRAITS OF EFFECTIVE
LEADERS
1. A high level of personal 5. Analytical ability 9. Flexibility
drive. or judgment
3. Personal integrity 7. Charisma

4. Self-confidence 8. Creativity

2. The desire to 6. Knowledge of the company,

lead industry or technology
LEADERSHIP SKILLS

Leaders need to have

various skills to be
effective. They are:
1. Technical Skills
2. Human Skills,
and
3. Conceptual
Skills
LEADERSHIP SKILLS AND
THEIR USE AT VARIOUS
MANAGEMENT LEVELS
DEGREE OF SKILLS NEEDED

70% 30% Average

60%

50%

40%

30% 60% Average

20%

10%

0%

Series 1
Category 1
23%
Category 2
45%
Category 3
38% 90%
Series 2 17% 62% 28%
Series 3 20% 54% 21% Average
 15
BEHAVIORAL
APPROACHES TO
LEADERSHIP STYLES

There are several approaches used in classifying

leadership styles. They are as follows:
1. According to the ways leaders approach people to
motivate them.
2. According to the way leader uses power.
3. According to the leader’s orientation towards task and
 16

BEHAVIORAL
APPROACHES TO
LEADERSHIP STYLES
According to ways
leaders approach
Positive Leadership

people to motivate
Negative leadership
them.

Autocratic

Behavioral According to the

Participative
Approach way the leader
uses power.
Free-rein

Employee orientation
According to the
leader’s orientation
toward tasks and
people Task orientation
 17

WAYS LEADERS USES

POWERS

Leadership styles also

vary according to how
power is used. They
are as follows:
1. autocratic,
2. participative, and
3. free-rein.
 18

AUTOCRATIC LEADERS

Leaders who make

decisions themselves,
without consulting
subordinates are called
autocratic leaders.
 19

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.
 20

FREE-REIN LEADERS

Leaders who set

objectives and allow
employees or
subordinates relative
freedom to do whatever it
takes to accomplish there
objectives, are called free-
rein leaders.
 21
LEADERS ORIENTATION
TOWARD TASKS AND
PEOPLE
Employee
Orientation
A leader is said to be
employee-oriented when he
considers employees as Task Orientation
human beings of “intrinsic
important and with
individual and personal A leader is said to be task-
need” to satisfy. oriented if he places stress
on production and the
technical aspects of the job
and the employees are
viewed as the means of
getting the work done
 22
CONTINGENCY
APPROACHES TO
LEADERSHIP STYLE
The contingency approach is an effort to determine
through research which managerial practices and
techniques are appropriate in specific situations.

1. Fiedler’s Contingency 2. Hersey and Blanchard’s

Model Situational Leadership Model

3. Path-Goal Model of 4. Vroom’s Decision

Leadership Making Model
 23

FIEDLER’S
CONTINGENCY
MODEL
“Leadership is effective when the
leader’s style is appropriate to the
situation”. The situational
characteristics is determined by three
principal factors.
1. The relations between leaders and
followers.
2. The structure of the task.
3. The power inherent in the leader’s
position.
 24

FIEDLER’S
CONTINGENCY
MODEL
The situational characteristics vary from
organization to organization. To be
effective, the situation must fit the
leader. If this is not so, the following may
be tried.
1. Change the leader’s trait or behaviors.
2. Select leaders who have traits or behaviors
fitting the situations.
3. Move leaders around in the organization
until they are in positions that fit them.
5. Change the situation.
HERSEY AND BLANCHARD 25

SITUATIONAL LEADERSHIP
MODEL
Suggests that the most
important factor affecting the
selection of a leader’s style is
the development (or maturity)
level of subordinate. The
leader should match his or
her style to this maturity
level.
1. Job Skills and Knowledge,
and

2. Psychological
Maturity
HERSEY AND BLANCHARD 26

SITUATIONAL LEADERSHIP
MODEL

1. 3.
is for people who lack is for people who have
DIRECTING
competence but
SUPPORTING
competence but lack of
are enthusiastic competence or motivation.
and committed.

4.
2.
is for people who DELEGATING
is for people who have both
COACHING
have competence but competence and commitment.
lack commitment.
 27

PATH-GOAL MODEL OF
LEADERSHIP
Espoused by Robert J. House and Terence R. Mitchelle,
stipulates that leadership can be made effective because
leaders can influence subordinate’s perceptions of their
work goals, personal goals and path’s to goal attainment.

By using the path-

goal model, it 1. Clarifying the subordinate’s perception of work
assumed that goals.
effective leaders 2. Linking meaningful rewards with goal attainment, and
3. Explaining how goals and desired rewards can be
can enhance achieved.
subordinate
 28

PATH-GOAL MODEL OF
LEADERSHIP
The Path-Goal
Process

Leader appropriate Leader

identifies goals connects
employee are established rewards with
needs goals Leader employee effective
provides becomes performance both
assistance on satisfied and occurs employees
employee path motivated and
and
toward goals they accept
organization
the
better reach
leader
 29
VROOM’S DECISION MAKING
MODEL
Symbol Decision-Making style Decision-Making style
Leader solve the problem or makes the
A-I decision himself using available None
information.
Leader obtains necessary information
A-II Low
from subordinates, then decides.
Leader approaches subordinates
C-I individually getting their ideas then Moderate
make decision.
Leader shares the problem with
subordinates as a group, obtaining their
C-II Moderate
collective ideas and suggestions, then
decides.
Leader shares the problem with
subordinates as a group, Lets the group
G-II High
generate and evaluate alternative
solutions, and then collectively decides.

A = Autocratic Leader C = Consultative Leader G = Group Directed

LEADERSHIP STYLES
THE LEADERSHIP STYLES WHICH MAY BE USED BY PATH-GOAL
PROPONENTS ARE AS FOLLOWS.

1. DIRECTIVE LEADERSHIP – where the leader focuses in clear

task assignments, standards of successful performance, and
work schedules.
2. SUPPORTIVE LEADERSHIP – where the subordinates are
treated as equals in a friendly manner while striving to
improve their well-being.
3. PARTICIPATIVE LEADERSHIP – where the leader consults
with the subordinates to seek their suggestions and then
seriously considers those suggestions when making
decisions.
4. ACHIEVEMENT ORIENTED LEADERSHIP – where the leader
set challenging goals, emphasize excellence, and seek
continuous improvement while maintaining a high degree of
 Thanks For Your
attention
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