What is LEADERSHIP?

the process of influencing and supporting

others to work enthusiastically toward
achieving objectives.
the catalyst that transforms potential into
reality.
the primary role of a leader is to influence
others to voluntarily seek defined objectives
The activity of leading a group of people or an
organization or the ability to do this. Leadership
involves:
1. Establishing aclearvision
2. Sharing that vision with others sothat theywill
followwillingly
3. Providing theinformation, knowledge and
methodstorealize that vision,and
4. Coordinating and balancing the conflicting
interests of all membersand stakeholders.
LEADERSHIP
Traits of Effective Leaders
THE THREE BROAD TYPES OF SKILLS LEADERS
USE ARE:
1. Technical skill- refers to a person’s knowledge of and ability in
any type of process or technique. Examples are the skills
learned by accountants, engineers, word processing
operators, and toolmakers.

1. Humanskill- is the ability to work effectively with people and to

build teamwork. It involves energizing individuals, giving
feedback, coaching, care-giving, demonstrating empathy and
sensitivity, and showing compassion and support for people
who need it.

1. Conceptual skill- is the ability to think in terms of models,

frameworks, and broad relationships, such as long-range
plans.
 FOLLOWERSHIP
With few exceptions, leaders in organizations are also
followers. Ability to follow (dynamic subordinancy) is
one of the first requirements for good leadership.

FOLLOWERSHIPBEHAVIOR
• Not competing with the leader to be in the limelight
• Being loyal and supportive, a team player
• Not being a “yes person” who automatically agrees
• Acting as a devil’s advocate by raising penetrating
questions
• Constructively confronting the leader’s ideas, values,
and actions
• Anticipating potential problems and preventing them
 COACHING
means that the leader prepares, guides, and
directs a “player” but does not play the game.

the leader’s role is to select the right

players, to teach and develop subordinates,
to be available for problem oriented
consultation, to review resource needs, to
ask questions, and to listen to inputs from
employees.
A leadership Chronology
 LEADERSHIP THEORIES

① Trait theory
②Behavioral theories
③Contingency theories
④ Power and Influence
theory
 Leadership Traits:
Argue that effective
leaders share a number • Ambition and energy
of common personality
characteristics, or
“traits”. Early theories The desire to lead
stated that leadership • Honest and integrity
was innate.
Self-confidence
• Intelligence
TRAIT
Job-relevant knowledge
THEORIES
 TRAIT THEORIES
0Limitations:
No universal traits found that predict
leadership in all situations.
Unclear evidence of the cause and
effect of relationship of leadership
and traits.

Trait theory
“Leaders are born, not made.”
 BEHAVIORAL THEORIES
Theories
proposing that
specific behaviors
differentiate
Leadership traits can be
leaders from non taught.
leaders.
Three types: (Autocratic,
Focus on what
Democratic and Laissez-
leaders do.
faire leaders)
Focus on the situational influence. They try to
predict which style is best in which
circumstance.

Fiedler’s Contingency Model

Blake and Mouton’s Managerial Grid
Hersey-Blanchard Situational Leadership
Theory

Contingency Theories
FIEDLER’S CONTINGECY
MODEL
Leadership style, described in terms of task
motivation, and relationship motivation.
Situational favorableness, determined by three
factors:
1. Leader-member relations – degree to which a
leader is accepted and supported by the
group members.
2. Task structure – extent to which the task is
structured and defined, with clear goals and
procedures.
3. Positional power – the ability of a leader to
control subordinates through reward and
punishment.
 BLAKE AND MOUTON’S
MANAGERIAL GRID
0a toolforidentifyingamanager’sown style

0this gridis basedontheleadershipstyle dimensions

of concernforpeopleand concernforproduction
 HERSEYANDBLANCHARD’S
SITUATIONAL LEADERSHIPTHEORY
(SLT)
A contingency theory that focuses on
followers’ readiness.
Suggests that the most important factors
affecting the selection of a leader’s style is the
development (maturity) level of a subordinate.
Development level- is the task-specific
combination of an employee’s task competence
and motivation to perform (commitment).
Situational leadership model recommendations for
appropriate leadership styles to be used for each of four
combinations of employee ability (competence) and
employee willingness (commitment)
Key:

 Telling- high directiveness and low

supportiveness

 Selling- high directiveness and high

supportiveness

 Participating- low directiveness

and high supportiveness

 Delegating- low directiveness and

low supportiveness
 POWERANDINFLUENCE
THEORIES
Are basedon thedifferent waystheleaders usepower
andinfluence togetthingsdone.
Bestknowntheories:
① French &Raven’sPower Bases
② Maxwell’s Ladder of Leadership Power
③ 5 Formsof Power
④ Transactional Leadership (reward’s
influence)
⑤ LEADERSHIPSTYLESTHEORIES
 FRENCH & RAVEN’S POWER
BASES
Power bases are divided into two (2):
(1) Positional Powers
0Legitimate Power – derives from the
authority associated to the place in
hierarchy
0Reward Power – stems from the
inducements or rewards that can be
offered.
0Coercive Power - is based on fear, the
ability to impose one’s will be threat of
sanction.
 (2) Personal Powers
 Referent Power – corresponds to the
influence exerted through personal
relationships, charisma, and likeability.
 Expert Power – is gained through skills
and knowledge. It gives authority that
commands great respect.
 Information Power – derives from one’s
access to valuable information.
 Connection Power – comes through
networking, being able to use links to other
influential people to support one’s own
 5 POWERBEHAVIOR
Charity begins at home, and
management begins with self-
management. So individual
leadership has a lot to gain from self-
management and self-awareness,
and especially POWER behavior.
• POWER – approaches to everything can help
increase your power position. Avoiding rumors,
gossip, and other negative behaviors can gain the
trust of others.
• OPEN – being open to others, new ideas, and
people can help increase your power position.
• WILLINGNESS – the willingness to do things
different, try something new, and take risks can
increase your power position.
• EMPLOYING – employing things like tact,
common humor, patience, and emotional
intelligence skills can increase your position
power.
• REMEMBERING – know your purpose, set goals,
and always do your best.
 TRANSACTIONALLEADERS
Transactional leaders:
Leaders who guide or motivate their
followers in the direction of established
goals by clarifying role and task
requirements.
Emphasizes getting things done within the
umbrella of the status quo.
In opposition to transformational leadership
“By the books” approach – the person
works within the rules.
Commonly seen in large, bureaucratic
 LEADERSHIP STYLES

①Autocratic or directive style

②Democratic or participative
style
③ Laissez Faire or delegative
style
④Transformational style
 AUTOCARTIC
LEADERSHIP STYLE
An autocratic manager dictates orders to
their staff and makes decisions without
any consultation.
The leader likes to control the situation they
are in.
Decision are quick.
This type of management style can
decrease motivation and increase staff
turnover.
 DEMOCRATIC OR
PARTICIPATIVE STYLE
 A democratic leader delegates authority
to the employees, giving them
responsibility to complete the task.
Staff will complete the tasks using their own
work methods on time.
Employees are involved in decision making
giving them a sense of motivating
individuals.
Increase job satisfacio
tn by involving
employees or team members.
 LAISSEZ FAIRE
LEADERSHIP STYLE
0 A laissez faire manager sets the task and gives
staff complete freedom to complete the task as
they see fit “leave it be”.
0 It works for teams in which the individuals are
very experienced and skilled self-starters.
0There is minimal involvement from the manager.
0 The manager coaches or supply information if
required.
0Benefits staff are developed to take responsibility.
0Staff feel lost and not reach the goals set within
the time frame.
 TRANSFORMATIONAL
LEADERSHIP
Transformational leaders:
0Leaders who provide individualized
consideration and intellectual
stimulation, and who possess charisma.
0Make change in: Self others, groups and
organizations.
0Charisma a special leadership style
commonly associated with this type of
leadership.
 Characteristics of
TransformationalLeaders

0IDEALIZED INFLUENCE: Provides vision and sense

of mission, instills pride, gains respect and trust.
0INSPIRATION: communicates high expectations,
uses symbols to focus efforts, expresses important
purposes in simple ways.
0INTELLECTUAL STIMULATION: promotes
intelligence, rationality, and careful problem solving.
0INDIVIDUALIZED CONSIDERATION: gives personal
attention, treats each employee individually,
coaches, advises.
Effective leadership is not simple based on a
set of attributes, behavior, and influences.
A wide range of abilities an approaches is
actually needed.
This is why transformational leadership is
mostly accurate.
Transformational leaders show integrity, and
they know how to develop a robust and
inspiring vision of the future.
They motivate people to achieve this vision,
they manage its delivery, and they build even
stronger and more successful teams.