Unit 1 Leadership: Introduction

Leadership and Management

Leadership/Management Skills

 Technical Skill
 Human Skill
 Conceptual Skill
 Decision-making Skill

Developing Managers

Corporate Leadership and Managerial Problem Solving and Decision-making

Leadership

 Process of social influence that enables a person to encourage others and enlist their aid and
support in the performance of task and in achieving a particular goal.

LEADERSHIP
 Theories of Motivation
 Leadership Styles
 The Role of Communication
 Management of Change and Diversity in Organizations
 Filipino and Foreign Cultures

MOTIVATION

 the answer the question:

“Why we do what we do?”
 psychological process of directing behavior

Motivational Process

BEHAVIOR

  Searches for ways to

Identifies the  Achieves goal
fulfill needs
needs  Receives
 Either primary or  Selects a way to
Feedback
fulfill needs.
secondary needs
 Performs to satisfy
MOTIVE GOAL

Maslow’s Hierarchy of Needs

 Father of Humanistic Psychology

 Hierarchy of needs
o Human needs as ordered in hierarchy

Abraham Harold Maslow

 American Psychologist
 Born: April 1, 1908
 Died: June 8, 1970

Corporate Leadership and Managerial Problem Solving and Decision-making

Alderfer’s ERG Theory

CLAYTON ALDERFER

 American Psychologist
 Born: September 1, 1940
 Died: October 30, 2015

Corporate Leadership and Managerial Problem Solving and Decision-making

 Frederick Irving Herzberg
 Two Factor Theory
 Motivator-Hygiene Theory
Give rise to
dissatisfaction
Corporate Leadership and Managerial Problem Solving and Decision-making
Hygiene Factor
 Cannot motivate but
the absence of it can
lower motivation
 American Psychologist
 Born: April 18, 1923
 Died: January 19, 2000
Motivation factor
 will not necessarily
lower motivation, but
can be responsible for
increasing motivation
Give rise to
satisfaction
McClelland’s Learned Needs Theory

nACH nAFF nPOW

(Need for Achievement) (Need for Affiliation) (Need for Power)

HIGH HIGH HIGH

Must win at any cost Demands blind loyalty & Desires control of
Must be on top and harmony everyone & everything
receive credit Does not tolerate Exaggerates own
disagreement position & resources
LOW
Fears failure LOW LOW
Avoids responsibility Remains aloof Dependent/Subordinate
Maintains social distance Minimizes own position
& resources

Incentive Theory

 Suggests that an employee will increase his/her effort to obtain a desired reward based on the
general principle of reinforcement

Goal Theory

 Proposes that motivation & performance will be high if individuals have set specific goals

Corporate Leadership and Managerial Problem Solving and Decision-making

Vroom’s Expectancy Theory

Victor Harold Vroom

 Canadian Professor
 Born: August 9, 1932

Effort Performance Outcome

Adam’s Equity Theory

 If the individual perceives that the rewards received are equitable, that is, fair or just in
comparison with those received by others in similar positions in or outside the organization,
then the individual feels satisfied.

John Stacey Adams

 Workplace and behavioral

psychologist

Corporate Leadership and Managerial Problem Solving and Decision-making

 INPUT OUTPUT

Employee Employee

Relevant Relevant
Others Others

LEADERSHIP

 Guiding a group of people toward a common goal

 An effective, successful leadership is one who has the ability to inspire

Corporate Leadership and Managerial Problem Solving and Decision-making

Communication in Leadership & Management

Communication

 Plays a key role in the success of any

workplace program or policy
 Serves as the foundation for all
types of psychologically healthy
workplace practices
o Bottom – up
o Top – down

Corporate Leadership and Managerial Problem Solving and Decision-making

Importance of Communication

 Effective Communication is significant for managers in the organizations so as to perform the

basic functions of management
 It helps managers to perform their jobs and responsibilities

Barriers to Communications

 Physical Barriers
 Perceptual Barriers
 Emotional Barriers
 Cultural Barriers
 Language Barriers
 Gender Barriers
 Interpersonal Barriers

How are “Management Change” and “Organizational Diversity” related to one another?

Types of Changes

 Changes in people
 Changes in structure
 Changes in Technology

People’s mindset affected by “change”

 Shock
 Denial
 Realization
 Acceptance
 Rebuilding
 Understanding
 Recovery

Corporate Leadership and Managerial Problem Solving and Decision-making

Managing Resistance to Change

 Education
 Participation
 Facilitation and Support
 Manipulation of Information
 Coercion

Issues in Change Management

 Understanding Situational Factors

 Making Changes in Organizational Culture
 Managing Workplace Diversity

Values of Filipino that affects an Organization

 Social Acceptance
 Economic Security
 Social Mobility

Beliefs / Practices of Filipinos that Affects an Organization

 Mañana Habit
 Ningas Kugon
 Filipino Time
 Padrino System
 Amor Propio

Corporate Leadership and Managerial Problem Solving and Decision-making