LEADERSHIP

And
EMPOWERMENT
By: Beatriz Cruz
MAPsy - CGPY 153
 Learning Objectives
● Learn what types of people become good
leaders
● Understand the importance of leaders adapting
their behavior to each situation
● Know what skills are essential for effective
leadership
● Understand the theories of leadership
● Learn how leaders use power and influence
● Understand the importance of employee
empowerment
LEADERSHIP DEFINED
●
○ leader

●
LEADERSHIP DEFINED
“Management is efficienct in
climbing the ladder of success;
leadership determines whether
the ladder is leaning against
the right wall.”
 MANAGEMENT LEADERSHIP
- carefully plans the - goes beyond
goal of an organization, management of plans
recruits the necessary and tasks and it
staff, organizes them, envisions the future
and closely supervises and sets a new
them to make sure that direction for the
the initial plan is organization
executed properly
THEORIES ON
LEADERSHIP
TRAIT THEORY
● Describes the types of
behavior and personality
tendencies associated with
effective leadership

● Argue that "key leader

traits include: drive,
leadership motivation,
honesty, integrity, self-
confidence, cognitive
ability, and knowledge of
the business
 Personal characteristics
associated with leadership
What makes a good leader?
 LEADER EMERGENCE LEADER PERFORMANCE

The idea that people The idea that

who become leaders leaders who perform
possess traits or well possess certain
characteristics characteristics that
different from people poorly performing
who do not become leaders do not.
leaders.
BEHAVIORAL & STYLE THEORY
● Theorists began to research
leadership as a set of behaviors,
evaluating the behavior of
'successful' leaders, determining
a behavior taxonomy and
identifying broad leadership
styles.
 SPECIFIC LEADER SKILLS
1. Initiate ideas
2. Informally interact with subordinates
3. Stand up for and support subordinates
4. Take responsibility
5. Develop a group atmosphere
6. Organize and structure work
7. Communicate formally with subordinates
8. Reward and punish subordinates
9. Set goals
10. Make decisions
11. Train and develop employee skills
12. Solve problems
13. Generate enthusiasm
 ESSENTIAL SKILLS
1. Organizing
2. Analysis and decision making
3. Planning
4. Communication (oral and written)
5. Delegation
6. Work habits (high-quality work)
7. Carefulness
8. Interpersonal skill
9. Job knowledge
10. Organizational knowledge
11. Toughness
12. Integrity
13. Development of others
14. Listening
MANAGERIAL GRID MODEL THEORY
● This is also based on a
behavioral theory. The model
was developed by Blake and
Mouton in 1964 and it is a
measure of leadership that
classifies a leader into one of
five leadership styles.

● Impoverished Management,
Produce-or-Perish Management,
Middle-of-the-Road Management,
Country Club Management,
Team Management
SITUATIONAL &
Contingency THEORY
● This theory assumes that
different situations call for
different characteristics;
according to this group of
theories, no single optimal
psychographic profile of a
leader exists.
 FUNCTIONAL THEORY
● A particularly useful theory for
addressing specific leader behaviors
expected to contribute to
organizational or unit effectiveness.2

● Argues that the leader’s main job is

to see that whatever is necessary
the group needs is taken care of;
thus, a leader can be said to have
done their job well when they have
contributed to group effectiveness
and cohesion.3

2
(Hackman & Walton, 1986; McGrath, 1962)
3
(
TRAnsactional &
Transformational
theory
The transactional leader is
given power to perform certain
tasks and reward or punish for
the team’s performance.

The transformational leader

motivates its team to be
effective and efficient.
LEADERSHIP
STYLES
 AUTHORITATIVE

Characterized by leaders
who make decisions
alone, demand strict
compliance to his orders,
and dictate each step
taken
 DEMOCRATIC

Characterized by collective
decision processes, assisted
by the leader
 LAISSEZ FAIRE

Gives freedom to the group

for policy determination
without any participation
from the leader
EMPOWERMENT DEFINED
● Refers to the delegation of
some authority and
responsibility to employees
and involving them in the
decision-making process, not
in mere job activities, but
rather at all the levels of
management.
Factors in making the
Decision to empower
Why and when employees
should be involved in
decision making?
Making the decision to empower
● Importance of Decision Quality
● Leader Knowledge of the
Problem Area
● Structure of the Problem
● Importance of Decision
Acceptance
● Probability of Decision
Acceptance
● Subordinate Trust and
Motivation
● Probability of Subordinate
Conflict
BENEFITS OF EMPLOYEE EMPOWERMENT
Empowered employees are more likely to:

● Go the extra mile

● Follow best practices
● Be more productive
● Have good communication
● Embrace change
● Have a “can do” attitude
● Provide better customer service
HOW TO EMPOWER EMPLOYEES TODAY
1. Offer authority and ownership by
handing out responsibility
2. Make guidelines and best
practices clear
3. Encourage communication
4. Offer individual or team coaching
5. Allow opportunities for growth
6. Provide organizational support for
employees
PARTICIPATION DEFINED
● It is the mental and emotional
involvement of people in group
situations that encourages
them to contribute to group
goals and share responsibility
for them.

● Involvement, Contribution,
Responsibility
PREREQUISITES FOR PARTICIPATION
● Adequate time to participate
● Potential benefits greater than
cost
● Relevance to employee interests
● Adequate employee abilities to
deal with the subject
● Mutual ability to communicate
● No feeling of threat to either
party
● Restriction to the area of a job
problem
BENEFITS OF PARTICIPATION
● Improve motivation

● The system as a whole

becomes more effective
THANK YOU!

Slidesgo
Flaticon
Freepik
 REFERENCES
● Aamodt, M. (2010) Industrial/Organizational Psychology:
An Applied Approach, 6th Ed.
● Chapter 3 - Leadership
● Lotich, P. (2019) 13 Examples of Empowered Employees