LEADING

ORGANIZATION AND MANAGEMENT

MRS. JOSETTE GIMENO-TAMAYO
Leading
is a management function,
which involves influencing others to
engage in the work behaviors necessary
to reach organizational goals.
Managing
the process of working with and
through others to achieve organizational
objectives efficiently and ethically amid
constant change.
 MANAGER vs. LEADER

have employees win followers

instructs employees encourages people
thinks short term thinks long term
approves motivates
does things right does the right thing
sees a problem sees an opportunity
take credit take responsibility
relies on control inspires trust
Power
refers to the ability of a
leader to exert force on
another
Bases of Power
1. Legitimate Power – a person who
occupies a higher position has legitimate
power over persons with lower positions in
the organization
2. Reward Power – the ability to give
rewards to anybody who follows orders or
requests
3. Coercive Power – a person compels
another to comply with order through
threats or punishments
Bases of Power
4. Referent Power - when a person can get
compliance from another because the latter
would want to be identified with the former
5. Expert Power – experts provides specialized
information regarding their specific lines of
expertise
Traits of Effective Leader
1. Personal Drive

2. Desire to Lead
3. Personal Integrity
4. Self Confidence
5. Analytical Ability
Traits of Effective Leader

6. Knowledge of the Company,

Industry, and Technology
7. Charisma

8. Creativity

9. Flexibility
 Behavioral Approaches to Leadership Styles

Ways leaders Positive Leadership

approach people
to motivate them Negative Leadership

Autocratic
Behavioral
Approaches to Way the leader Participative
Leadership Styles uses power

Free-rein

Leaders Employee orientation

orientation
towards tasks
and people Task orientation
1. Ways leaders approach people

a. Positive Leadership
- emphasizes rewards

b. Negative Leadership
- emphasizes punishment
2. Ways leaders use power
a. Autocratic Leaders – leaders who make
decisions without consulting subordinates
b. Participative Leaders – a leader openly
invites his subordinates to participate or
share in decision making, policy making,
and operation methods
c. Free-Rein Leaders – leaders who set
objective and allow employees’ relative
freedom to do whatever it takes to
accomplish those objectives
3. Leader’s orientation toward task and
people
a. Employee oriented – when a leader
considers employees as human beings of
intrinsic importance and with individuals
and personal needs to satisfy
b. Task oriented – when a leader places
stress on production and the technical
aspects of the job and the employees are
viewed as the means of getting the work
done
Contingency Approaches to
Leadership Styles
1. Fiedler’s Contingency Model
2. Hershey and Blanchard Situational
Leadership Model
3. Path-Goal Model of Leadership
4. Vroom’s Decision Making Model
1. Fiedler’s Contingency Model
 Fred Fiedler believes that leadership is effective
when the leader’s style is appropriate in specific
situations. The situational characteristic is
determined by three principal factors:
a. Relation between leader and follower
b. Structure of the task
c. Power inherent in the leader’s position
The following may be tried to fit the leader to the
situation:

1. Change the leader’s traits or behavior

2. Select leaders who have traits or behavior
fitting the situation
3. Move leaders around in the organization
until they are in the positions that fit them
4. Change the situation
2. Hershey and Blanchard Situational
Leadership Model
 the most important factor affecting the selection
of a leader’s style is the development (or
maturity) level of subordinate.

 Maturity has 2 components:

Job skill and knowledge and
Psychological Maturity
Leadership styles appropriate for the various
maturity levels of subordinates
a. Directing – for people who lack competence
but are enthusiastic and committed
b. Coaching - for people who have some
competence but lack of commitment
c. Supporting – for people who have competence
but lack of confidence or motivation
d. Delegating – for people who have both
competence and commitment
3. Path-Goal Model of Leadership
 Robert J. House and Terrence R. Mitchell

Leadership can be made effective because

leaders can influence subordinate’s perception of
their work goals, personal goals, and paths to
goal achievement
Effective leaders can enhance subordinate
motivation by:
1. Clarifying the subordinate’s perception of
work goals

2. Linking meaningful rewards with goal

attainment

3. Explaining how goals and desired rewards

can be achieved
Leadership styles which may be used by path-goal
proponents:
1. Directive Leadership – when the leader
focuses on clear task assignments, standards of
successful performance, and work schedule
2. Supportive Leadership – when subordinates
are treated as equals in a friendly manner while
striving to improve their well-being.
Leadership styles which may be used by path-goal
proponents:
3. Participative Leadership – when leader
consults with subordinates to seek their
suggestions
4. Achievement-Oriented Leadership – when
the leader sets challenging goals, emphasizes
excellence, and seeks continuous improvement
while maintaining a high degree of confidence
that subordinates will meet challenging in
responsible manner.
4. Vroom’s Decision Making Model
 prescribes the proper leadership style for
various situations, focusing on the
appropriate degrees of delegation of
decision making authority.
 Degree of
Symbol Decision Making Style Subordinate
Participation
Autocratic Leader
A-1 None
A-2 Low

Consultative Leader
C-1 Moderate
C-2 Moderate

Group Directed
G-2 High