CHAPTER 8: LEADING
There are times when in spite of great
difficulties, jobs are needed to be done,
projects are needed to be finished on time,
and services are needed to be provided.
 Employees in the production line
complaining about delayed resources.
 Workers complain about hard jobs and
tasks.
 Wage hike for workers needed in response
of a calamity.
These are scenarios that require effective
leadership.
Companies that have leadership skill
requirements are:
 Warner-Lambert Philippines
 Shell
 Fuji-Xerox
 Daewoo
What is Leading?
Leading is that management function which
involves influencing others to engage in the
work behaviors necessary to reach
organizational goals.
How Leaders Influence Others?
Engineer Managers are required to perform
leadership roles. Leaders are said to be able
to influence others because of the power
they possess
Power refers to the ability of a leader to
exert force on another.
ENGINEERING MANAGEMENT – CHAPTER 8: LEADING
Bases of Power:
 Legitimate Power
A person who occupies a higher position
has legitimate power over persons in
lower positions within the organization.
 Reward Power
When a person can give rewards to
anybody who follows orders or requests,
he is said to have reward power.
a. Material Rewards- tangible
materials
b. Psychic Rewards- recognition,
praises
 Coercive Power
When a person compels another to
comply with orders through threats or
punishment, he is said to possess
coercive power.
Punishment – demotion, dismissal,
withholding of promotion etc.
 Referent Power
When a person can get compliance from
another because the latter would want to
be identified with the former, that person
is said to have referent power
 Expert Power
Experts provide specialized information
regarding their specific lines of
expertise. This influence, called expert
power, is possessed by people with great
skills in technology.
Nature of Leadership
Leadership may be referred to as:
“The process of influencing and supporting
others to work enthusiastically toward
achieving objectives”
One cannot expect a unit or division to
achieve objectives in the absence of
effective leadership.
Even if a leader Is present, but if he is not
functioning properly, no unit or division
objectives can be expected to be achieved.
Traits of Effective Leaders
1. Personal Drive
Persons with drive are those identified as
willing to accept responsibility, possess
vigor, initiative, persistence, and health.
If a chosen way to reach a goal is not
successful, a leader finds another way to
reach it, even if it precedes a succession
of failed attempts.
Polo Medriatico
Plant director of Polo plant of San Miguel
Corporation between 1992 and 1994.
He was instrumental in radically
changing the problem-riddled Polo plant
to a world-class brewery with modern
technology and a work force with a new
attitude.
2. Desire to Lead
Leaders with a desire to lead will always
have a reservoir of extra efforts which
can be used whenever needed.
ENGINEERING MANAGEMENT – CHAPTER 8: LEADING
3. Personal Integrity
Integrity means and includes honesty,
honor, incorruptibility, rectitude,
righteousness, uprightness, and similar
virtues.
4. Self-Confidence
The activities of leaders require moves
that will produce the needed outputs.
The steps of conceptualizing, organizing,
and implementing will be completed if
sustained efforts are made. For the
moves to be continuous and precise, self-
confidence is necessary.
According to Wess Roberts:
“A chieftain cannot win if he loses his
nerve. He should be self-confident and
self-reliant and even if he does not win,
he will know he has done his best.”
5. Analytical Ability
The ability to analyze is one desirable
trait that a leader can use to tide him over
many challenging aspects of leadership.
A leader with sufficient skill to determine
the root cause of the problem may be able
to help the subordinate to improve his
production.
6. Knowledge of the Company, Industry
or Technology
A leader who is well-informed about his
company, the industry where the
company belongs, and the technology
utilized by the industry, will be in a
better position to provide directions to
his unit.
7. Charisma
When a person has a sufficient personal
magnetism that leads people to follow
his directives, this person is said to have
charisma.
When used properly, charisma will help
the leader in achieving his goals.
Persons who Possess Charisma:
 Napoleon Bonaparte
 Julius Caesar
 Adolf Hitler
 George Washington
 Elvis Presley
8. Creativity
Creativity is the ability to combine
existing data, experience, and
preconditions from various sources in
such a way that the results will be
subjectively regarded as new, valuable,
and innovative, and as a direct solution
to an identified problem situation.
2. Human Skills
 Ability of a leader to deal with
people, both inside and outside the
organization.
 Good leaders must know how to get
along with people, motivate them,
and inspire them.
 Human skills also include coaching,
communicating, morale building,
training and development, help and
supportiveness, and delegating.
3. Conceptual Skills
 Ability to think in abstract terms, to
see how parts fit together to form the
whole.
 A clear and well-expressed
presentation of what must be done.
Leadership Skills and Their Use at
Various Management Levels

9. Flexibility
People differ in the way they do their
work. One will adapt a different method
from another person's method. A leader
who allows this situation as long as the
required outputs are produced, is said to
be flexible.
Leadership Skills
1. Technical Skills
 To understand and make decisions
about work processes, activities, and Behavioral Approaches to Leadership
technology Styles
 Specialized knowledge needed to
Leadership Style - a pattern of behavior
perform a job
exhibit by leaders that is unique and
 Leader can be more confident in
different from other patterns
performing his functions
 To maintain a motivated work force

ENGINEERING MANAGEMENT – CHAPTER 8: LEADING

Approaches used in classifying leadership
styles: Advantages:
 This leadership is effective in
 According to the ways leaders
emergencies.
approach people to motivate them.
 Some workers need strong directions.
 According to the way the leader uses
power. Disadvantages:
 According to the leader's orientation
 Subordinates may feel demotivated.
towards task and people.
 The leader receives minimal ideas
from their subordinates.
Ways Leaders Approach Members to
Motivate Them 2. Participative
This leadership happens when the leader
1. Positive Leadership
openly encourage their people to
Leadership approach emphasizes
cooperate in the decision-making.
rewards.
Advantages:
Rewards may be:
 Collects huge sum of good ideas.
 Economic like an increase in monthly
 Subordinates perform well even when
salary
the leader is absent.
 Noneconomic like membership in an
 Team feels engaged in the process of
advisory community
making the decision
2. Negative Leadership Disadvantages:
Leader’s approach emphasizes
 Time consuming.
punishment. The punishment may take
the form of:

 Reprimand, suspension, or dismissal 3. Free-Rein

In this type of leadership, the leader set a
Leaders, sometimes, alternately use positive certain objective and lets it subordinate
and negative leadership depending on the do whatever they see fit to do the job
characteristics of the individual efficiently.
subordinates.
Advantages:
Ways Leaders Using Power
 Results in optimum utilization of time
1. Autocratic and resources.
This leadership occurs when only the  High level motivation
leader makes all the decisions by
Disadvantages:
themselves, without consulting their
subordinates.  Lacks managerial control.
 Difficulty in cooperation.
 High degree of risk.

ENGINEERING MANAGEMENT – CHAPTER 8: LEADING

  Change the situation.
Leader’s Orientation Toward Tasks and
2. Hersey And Blanchard Situational
People
Leadership Model
1. Employee Oriented
When the leader considers employees as Maturity has two Components:
human being of “Intrinsic importance  Job skills and knowledge
and with individual and personal needs”  Psychological Maturity
to satisfy.
Development Stage of Subordinates and
Recommended Leadership Style
2. Task Oriented
When the leader places stress on DEVELOPMENT RECOMMENDED
STAGE STYLE
production and the technical aspects of
the job, and the employees are viewed as 1. Low ability + low Style 1 – DIRECTING –
means of getting the work done. willingness Structure, Control, and
supervise.

Contingency Approach to Leadership 2. Low ability + high Style 2 – COACHING –

Style willingness Direct and Support

An effort to determine through research 3. High ability + low Style 3 – SUPPORTING –

which managerial practices and techniques willingness Praise, Listen, and Facilitate
are appropriate in specific situations.
4. High ability + High Style 4 – DELEGATING –
1. Fiedler Contingency Model willingness Turn over responsibility for
day-to-day decision-making
Leadership is effective when the leader
style is appropriate to the situation

Three Principal Factors:

3. Path-Goal Model of Leadership
 The relations between leaders and
Leadership can be made effective
followers.
because leaders can influence
 The structure of the task
subordinate’s perceptions of their work
 The power inherent in the leader’s
goals, personal goals and paths to goals
position.
attainment.
If the leader is not fit on the situation,
Effective leaders can enhance
the following may be tried:
subordinate motivation by:
 Change the leader’s trait or
 Clarifying the subordinate’s
behavior.
perception of work goals.
 Select leaders who have traits or
 Linking meaningful rewards with
behaviors fitting the situation.
goal attainment.
 More leaders around in the
 Explaining how goals and desired
organization until they are in
rewards can be achieved.
position that fit them.

ENGINEERING MANAGEMENT – CHAPTER 8: LEADING

Path-Goal Process 3. Participative Leadership
Leader consults with subordinates to
Leader identifies seek their suggestions and then considers
employee needs those suggestions when making
decisions.

Appropriate goals are 4. Achievement-Oriented Leadership

estabished
Leaders set challenging goals, emphasize
excellence, and seek continuous
improvement while maintaining a high
Leader connects rewards degree of confidence that subordinates
with goals
will meet difficult challenges in a
responsible manner.
Leader provides assistance Vroom’s Decision Making Model
on employee path towards
goal One that prescribes the proper leadership
style for various situations, focusing on the
appropriate degrees of delegation of
Employee becomes
satisfied and motivated decision-making authority.
and they accept the leader
Alternative Decision Making Styles in the
Vroom Model
Effective performance SYMBOL DECISION-MAKING DEGREE OF
occurs STYLE SUBORDINATE
PARTICIPATION
AUTHOCRATIC LEADER
Leader solves the problem
Both employment and
or makes the decision
organization better reach A-1 himself using available None
their goals.
information
Leader obtains necessary
Leadership Styles: information from
A-2 subordinates, then Low
1. Directive Leadership decides.
Leader focuses on clear task CONSULTATIVE LEADER
assignments, standards of successful Leader approaches
subordinates individually
performance, and work schedules. C-1 getting their ideas then Moderate
makes decisions.
Leader shares the problem
2. Supportive Leadership with subordinates as a
Subordinates are treated as equals in a C-2 group, obtaining their Moderate
friendly manner while striving to collective ideas and
suggestions, then decides.
improve their well-being.
GROUP DIRECTED

ENGINEERING MANAGEMENT – CHAPTER 8: LEADING

 Leader shares the problem
with subordinates as a
G-2 group. Let the group High
generate alternative
solutions, then decides.

ENGINEERING MANAGEMENT – CHAPTER 8: LEADING