Leadership

Prepared by: Ms. Cresence Shine S. Trajano

Reference: Mosura, Carmel T. et al., Human
Behavior in Organization Pages 95-114
 Objectives
1. Explain the nature of Leadership
2. Describe the trait theories
3. Explain the leadership theories
4. Discuss the leadership style

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Is the ability to influence a
group toward the
achievement goals.
Ex. Bro. Mike Velarde is a
leader of “El Shaddai” who
has millions of followers in
the Philippines and
abroad. He influences
many people and they
follow his advice
Leadership
“a social influence process in
which the leader seeks the
voluntary participation of
subordinates in an effort to reach
organizational goals”
Subordinates follow their leaders
especially if goals are explained
and the employees are
encouraged to effectively perform
their tasks.
“is the exercise of influence by
one member of a group or
organization over the members to
help the group or organization to
achieve its goals. (Yukl, 1989)
“is the skill of persuading others
to achieve organizational goals by
showing how things are done by
setting an example an example in
behavior and spirit (Rachman et.
Al 18th ed. 1996)
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 Who are the Leaders?
Leaders are the individuals who influence group or organizational members to help
the group or organization achieve its goals. Leaders show the right way in order for workers
to work efficiently.

Formal leaders Informal leaders

Members of an organization who are
given authority by the organizational
members to achieve organizational
goals are formal leaders. They are
given the authority to manage
subordinates to achieve their goals.
Organizational members with no
form authority to influence others
but who exert considerable influence
because of special talents and skill.

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 Behavioral Theories

Are theories proposing that specific behaviors differentiate leader to

non-leaders.

Consideration is the extent to which a person have job relationships that are symbolized by mutual
trust, respect for subordinates’ ideas, and regard for their feelings. The leader shows concern for
followers’ comfort, well-being, status, and satisfaction.
University of Michigan Studies
Employee-oriented leader – is one who emphasizes interpersonal relations. And is favored by
many because of the concern for workers.
Production-oriented leader - is one who technical task aspects of the job.

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Fiedler's Contingency Theory of Leadership states
that your effectiveness as a leader is
determined by how well your leadership style
matches the situation.
The theory is based on the premise that each of
us has one and only one leadership style which
can be scored on the Least Preferred Co-worker
(LPC) scale.
Leader-member relations: The degree of
confidence, trust, and respect subordinates have
in their leader.
Task structure: The degree to which the job
assignments are procedurized (structure or
unstructured)
Position Power: The degree of influence a leader
has over power variables such as hiring,
discipline, promotions, and salary.

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 This situational leadership theory is a contingency
theory that focuses on follower’s readiness.
Telling- is a high task-low relationship. In this
situation the leader defines roles and tell people
what, how, when, and where do various tasks. It
emphasizes directive behavior.
Selling- is a high task-high relationship. The leader
provides directive and supportive behavior. The
leader tells the follower what, how, when and
where to do the tasks at the same time provides
support to them.
Participating- is a low task-high relationship. The
leader and follower share in decision-making, with
the main role of the leader by facilitating and
communicating.
Delegating- is a low task-high relationship. The
leaders provide little direction or support.

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 Path-goal Theory
This was formulated by Martia G. Evans and Robert House Jr. According to this theory, a leader’s behavior
is acceptable to subordinates as immediate source of satisfaction or as a means of future satisfaction.

House identified four leadership

behaviors.
1. Directive Leader lets subordinates
know what is expected of them,
schedules work to be done, and
gives specific guidance as to how
to accomplish tasks.
2. Supportive Leader is friendly and
shows concern for the needs of
subordinates.
3. Participation leader consults with
subordinates and uses their
suggestions before making
decisions.
4. Achievement-oriented leader
sets challenging goals and expects
subordinates to perform at their
highest level

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Effective leaders who follow these The Vroom and Yetton Model first requires
guidelines have highly motivated leaders to determine where in individual or
subordinates who are likely to meet theira group decision need to be made. The Five
work goals and perform at a high level: styles are:
1. Determine what outcomes are trying to • Autocratic (A): The leader makes decision
obtain in the workplace without input from subordinates.
2. Reward subordinates for performing at • Consultative (C): Subordinates have
a high level or achieving their work some input, but the leaders make
goals by giving them desired outcome. decision.
3. Make sure the subordinates believe • Group (G): The group makes decision;
that they can obtain their work goals the leader is just another group member .
and perform at a high level. • Delegated (D): The leader give exclusive
responsibility to subordinates.

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 The Behavior Approach
Leader Reward Behavior happens when a
leader positively reinforces subordinates
desirable behavior. Leaders who notice when
their followers do a good job and
acknowledge it with compliments, praise, or
more tangible benefits such as pay raise or
promotion are engaging in reward behavior

Leader Pushing Behavior occurs when

a leader reprimands or otherwise
responds negatively to subordinates
who perform undesired behavior. Is
the leader’s negative response to
subordinates’ undesired behavior

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Leadership Substitutes
Charismatic Leadership
Is something that acts in place of a formal
leader and makes leadership unnecessary. A self-confident, enthusiastic leader able to
win followers’ respect as support for his or
Leadership Neutralizers her vision of how good things could be.

Is something that prevents a leader from having Transactional Leadership

an influence and negates the leader efforts.
Leaderships that motivates followers by
Transformational Leadership exchanging rewards for high performance and
noticing and reprimanding subordinates for
Bernard Bass has proposed a theory that mistakes and substandard performance.
looks at how leaders can sometimes have
dramatic effects on their followers and their
organization and literally transform them.

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 Leadership Style
Autocratic Style
Make decisions without consulting
to others. This style are highly
effective when quick decisions are
critical, but only the leader can
enforce those decisions.
Democratic Style
Delegate authority and involve
employees’ participation and
open communication, they are
responsible for final decision.
Relatively little supervision and
are most effective when managing
highly skilled professional.
Laissez-faire Style
Take the role of consultant,
encouraging employees ideas and
offering insights or opinions when
asked. However, a style may fail if the
group pursues goals that do not match
the organization’s. Today this approach
has been adapted to self-leadership
and employee empowerment.
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 What makes a Good Leader?
Most people when asked this question would perhaps answer that
a good leader possess some desirable characteristics or qualities.
Stogdill stated in his survey of leadership and research, that “that
are almost as many different definitions of leadership as there persons
who have attempted to define the concept (Bass, 1981).
Stoner and Wankel (1987) as the process of directing and
influencing task-related activities of group members. Authority is given to
the leader and lastly, leaders can influence subordinate in many different
ways. In the study of leadership, three approaches are significant to
understand better what leadership is. These, approaches are traits ,
behavioral and the situational or contingency approaches to leadership.

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 What kind of a leader
are You?

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Thank you

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