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MAKING A DIFFERENCE THROUGH LEADERSHIP

COVERAGE:
1. Leadership And Management: Paradigm And Purpose
2. Power: The Foundation of Leadership
3. Leadership Styles
4. Situational Leadership
5. The 21 Indispensable Qualities of a Leader

Leadership And Management: Paradigm And Purpose

ORGANIZATION
 SOCIAL ENTITY THAT IS GOAL DIRECTED AND DELIBERATELY STRUCTURED
1. Social entity means being made up of two or more people.
2. Goal directed means designed to achieve some outcome.
3. Deliberately structured means that tasks are divided and responsibility for their performance
assigned to organization members.

Organizations need Management?

When a variety of tasks all have to be performed in cooperation, synchronization, and communication,
an organization needs managers and management.

“Management” denotes both a function and the people who discharge it.

It denotes a social position and authority, but also a discipline and a field of study.

Source: Drucker, Peter F. (2008). Management (Revised Edition). HarperCollins Publishers, New York,
NY.

 A MANAGER is someone in a role (a managerial role) that carries the following three critical
accountabilities:
1. for the outputs of others (subordinates).
2. for maintaining a team of subordinates who are capable of producing the outputs required.
3. for the leadership of subordinates so that they collaborate competently and with full
commitment with the manager and with each other in pursuing the goals set

General Principles of Management by Henri Fayol

1. Division of work.
The object of division of work is to produce more and better work with the same effort. It is
accomplished through reduction in the number of tasks to which attention and effort must be directed.

2. Authority and responsibility.

Authority is the right to give orders, and responsibility is its essential counterpart.
Whenever authority is exercised, responsibility arises.

3. Discipline.
Discipline obedience and respect for the agreements between the organization and its members.
Discipline also involves sanction judiciously applied.

4. Unity of command.
A member should receive orders from one superior only.

5. Unity of direction.
Each group of activities having one objective should be unified by having one plan and one head.
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6. Subordination of individual interest to general interest.

The interest of a member or group of employees should not prevail over that of the broader
organization.
7. Remuneration of personnel.
To maintain their loyalty and support, employees must receive a fair wage for service rendered.

8. Centralization.
Like division of work, centralization belongs to the natural order of things. The appropriate degree of
centralization, however, will vary with a particular concern, so it becomes a question of the proper
proportion. It is a problem of finding the measure that will give the best overall yield.

9. Order.
A place for everything, and everything in its place.

10. Equity.
Is a combination of kindness and justice.

11. Initiative.
Involves thinking out a plan and ensuring its success. This gives zeal and energy to an organization.

12. Esprit de corps.

Union is strength, and it comes from the harmony of the personnel.

BUT…ORGANIZATIONS NEED LEADERS NOT JUST MANAGERS

LEADERSHIP IS…
Leadership is that process in which one person sets the purpose or direction for one or more other
persons, and gets them to move along together with him or her and with each other in that direction
with competence and full commitment.

 The process of influencing others to understand and agree about what needs to be done and how
it can be done effectively (Yukl, 2005

LEADERSHIP MUST HAVE A VISION

 The first job of a leader is to define a vision for the organization.... Leadership is the capacity to
translate vision into reality.
- Warren Bennis, President, University of Cincinnati, University of Maryland symposium, January 21, 1988

3 E’s of Leadership
Envision
Energize
Enable
Vision – ability to perceive that which is not actually visible.
Mission – special task duty or purpose.

A GOOD VISION IS
 usually the result of a leader who has a picture of where he wants to bring an organization.
 for a vision statement to be good it should be bigger than any one person.

Leadership is influence

My definition of a leader . . . is a man who can persuade people to do what they don't want to do, or do
what they're too lazy to do, and like it.

- Harry S. Truman, 1884-1972, Thirty-third President of the United States, Miller, More Plan Speaking
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LEADERSHIP INSPIRES
Managers have subordinates —leaders have followers.
- Murray Johannsen

You cannot manage men into battle. You manage things; you lead people.
- Grace Hopper, Admiral, U. S. Navy (retired), Nova ( PBS TV), 1986

LEADERS ARE NOT JUST MANAGERS

1. Over-managed but under-led”
2. Manager and leader metaphors at two ends of continuum
3. Manager signifies the more analytical, structured, controlled, deliberate and orderly end of
spectrum
4. Leader occupies the more experimental visionary, creative, passionate and flexible

Managers Leaders
Do things right Do the right thing
Are interested in effeciency Are interested in effectiveness
Administer Innovate
Maintain Develop
Focus on systems and structures Focus on people
Rely on control Rely on trust
Organize and staff Allign people with a direction
Emphasize tactics, structure, and Emphasize philosophy, core values, and shared goals
systems
Have a shor term view Have a long term view
Ask how and when Ask what and why
Accept status qou Challenge the status qou

LEADERS ARE NOT JUST MANAGERS

 Management- accomplishing goals by, with and thru others
 Leadership an important aspect of managing
 Leadership earns willingness, respect, loyalty and cooperation
 BE BOTH A MANAGER AND A LEADER!

THEREFORE…
ANG ISANG LEADER AY MAY…
Alam
BAlak
KAkayahan
DAting

LEADER’S EFFECTIVE USE OF POWER

KINDS OF POWER

Position Power Personal Power

Legitimate Power Referent Power
Coercive Power Information Power
Reward Power Expert Power
Connection Power

An effective leader must have power and know how to use it wisely. The bases of a leader’s power tell us
a great deal about why other follow him or her.

 Power The ability to make things happen the way one wants them to happen.
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 Legitimate Power The type of power based on a leader’s formal position in the organization’s
hierarchy.
 Reward Power A type of power based on a leader’s ability to reward followers.
 Coercive Power A type of power based on follower’s fear of punishment by the leader.
 Connection Power Ability to network and use them effectively
 Referent Power A type of power based on follower’s personal identification with the leader.
 Information Power A type of power based on a leader’s access to information
 Expert Power A type of power based on a leader’s specialized knowledge

Power: The Foundation of Leadership

CONSIDER…

 Consistent choice on the type of power base

 Leaders are leaders only as long as they have the respect and loyalty of their people
 Real power empowers others
1. Mutual trust, respect, communication and shared values
2. Commitment to achieve the organization’s objectives

LEADERSHIP STYLES

1. DEMOCRATIC STYLE
The leader’s modus operandi is forging consensus through participation; valuing people’s input and
getting commitment through participation.

The style in a phrase: “What do you think?”

Style’s impact on the organizational climate: Positive

To build buy-in or consensus, or to get valuable input from employees use this style.

2. COMMANDING STYLE
The leader’s modus operandi is that he demands immediate compliance; soothes fears by giving clear
direction in an emergency.

The style in a phrase: “Do what I tell you.”

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Style’s impact on the organizational climate:

Because so often misused, highly negative

In a crisis, to kick-start a turnaround, or with problem employees use this style.

3. VISIONARY STYLE
The leader’s modus operandi is that he mobilizes people towards a vision; moves people toward shared
dreams.
The style in a phrase: “Come with me.”

Style’s impact on the organizational climate: Most strongly positive

When changes require a new vision, or when a clear direction is needed use this style.

4. AFFILIATIVE STYLE

The leader’s modus operandi is creating harmony by connecting people to each other and building
emotional bonds.

The style in a phrase: “People come first.”

Style’s impact on the organizational climate: Positive

To heal rifts in a team, motivate during stressful time, or strengthen connections use this style.

SITUATIONAL LEADERSHIP

THE NEED FOR SITUATIONAL LEADERSHIP

 Maturity Level of employees:
 Competence or ability and willingness
 Motivation to take responsibility for directing their own behavior
 Be a situational leader – sensitive and flexible
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Situational Leadership
 Directing style
 Tell what to do, show what to do, inform of standards, let them try, assess performance and
praise progress
 Help develop competence until no longer needed

 Coaching or Selling Style

 Continues to direct, closely supervises, explains decisions, solicits suggestions and supports
process
 Involves giving specific instructions, giving support and answering questions and getting ideas
and reactions
 Use with people who have some competence but lacks commitment

THE 21 INDISPENSABLE QUALITIES OF A LEADER

1. Character. Be a Piece of the Rock

2. Charisma. The First Impression Can Seal the Deal
3. Commitment. It Separates Doers from Dreamers
4. Communication. Without It You Travel Alone
5. Competence: If you build it, they will come
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Servanthood: To Get Ahead, Put Others First

Teachability: To Keep Leading, Keeping Learning
Vision: You Can Seize Only What You Can See

LEADERSHIP

The ultimate test of practical leadership is the realization of intended, real change that meets people’s
enduring needs.
- James MacGregor Burns