8.

0 LEADING
(NARRATIVE REPORT)

REPORTERS:
ARROZA, GERMAINE V.
GARCIA, MYRA ROSE R.

I. INTRODUCTION
Leadership is often defined as a process wherein an individual, influences and encourages
others to achieve the organizational objectives and directs the organization so that it becomes
more coherent and cohesive to work. Moreover, a person who can bring out the change is the
one who possesses the ability to be a leader. Moreover, a person who can bring out the
change is the one who possesses the ability to be a leader. A good leader is the one who
always looks out after others before himself and is proactive. Proactive refers to a leader’s
tendency of being three steps ahead of others, thinking of all the possibilities of a scenario.
Leadership is all about developing people, in turn helping them to reach their maximum
potential. In the simplest of terms, Leadership is an art of motivating the people to help
achieve a common goal.

II. OUTLINE

8.1 Leading and Leadership

8.2 Nature of Leadership
8.3 Bases of Power
8.4 Leadership Style
8.5 Traits of an effective Leader

III. OBJECTIVES

To explain the nature of leadership.

To explain the different bases of power.
To discuss the different leadership style.
To describe an effective leader through their traits.

IV. DISCUSSION
Leading
 ➢ Is that management function which “involves influencing others to engage in the work
behaviours necessary to reach organizational goals.”
➢ Refers to the function while, leadership refers to the process

Leadership
➢ It is a process of social influence in which one person can enlist the aid and support of
others in the accomplishment of a common task.
➢ It is the process of directing and influencing people so that they will strive willingly and
enthusiastically towards the achievement of group objectives.
➢ It is the capacity to influence a group towards the realization of a goal. Leaders are
required to develop a future vision and to motivate the organizational members to achieve
the visions.
NATURE OF LEADERSHIP

Leadership derives from the power and is similar to, yet distinct from, management.

▪ In fact, “leadership” and “management” are different. There can be leaders of

completely unorganized groups, but there can be managers only of organized groups.
Thus, it can be said that a manager is necessarily a leader but a leader may not be a
manager.

Leadership is essential for managing.

▪ The ability to lead effectively is one of the keys to being an effective manager because
she/he has to combine resources and lead a group to achieve objectives.

Leadership and motivation are closely interconnected.

▪ By understanding motivation, one can appreciate better what people want and why they
act as they do. A leader can encourage or dampen workers’ motivation by creating a
favorable or unfavorable working environment in the organization.

The essence of leadership is followership.

▪ In other words, it is the willingness of people to follow a person that makes that person a
leader. Moreover, people tend to follow those whom they see as providing a means of
achieving their desires, needs and wants.

Leadership involves an unequal distribution of power between leaders and group

members.

▪ Group members are not powerless; they can shape group activities in some ways. Still,
the leader will usually have more power than the group members.

Leaders can influence the followers’ behavior in some ways.

 ▪ Leaders can influence workers either to do ill or well for the company. The leader must
be able to empower and motivate the followers to the cause.

Leadership is to be concerned about values.

▪ Followers learn ethics and values from their leaders. Leaders are the real teachers of
ethics, and they can reinforce ideas. Leaders need to make positive statements of ethics
if they are not hypocritical.

BASES OF POWER (by French and Raven in 1960)

COERCIVE POWER
▪ Coercive power rests in the ability of a manager to force an employee to comply with an
order through the threat of punishment. Coercive power typically leads to short-term
compliance, but in the long-run produces dysfunctional behavior.
▪ In times of economic crisis or threats to the survival of the organization at large,
coercion may come to the forefront. Coercive power may also materialize as
organizations attempt to streamline their operations for maximum efficiency. If
employees must be fired, those who fail to conform to the organizational goals for
survival will be the most likely candidates for termination. The threat of termination for
failure to comply, in turn, is coercive power.

LEGITIMATE POWER

▪ Legitimate power rests in the belief among employees that their manager has the right to
give orders based on his or her position. For example, at the scene of a crime, people
usually comply with the orders of a uniformed police officer based simply on their
shared belief that he or she has the predetermined authority to give such orders.

REWARD POWER
▪ Reward power, as the name implies, rests on the ability of a manager to give some sort
of reward to employees. These rewards can range from monetary compensation to
improved work schedules. Reward power often does not need monetary or other tangible
compensation to work when managers can convey various intangible benefits as
rewards.

REFERENT POWER
▪ Referent power derives from employees' respect for a manager and their desire to
identify with or emulate him or her. In referent power, the manager leads by example.
Referent power rests heavily on trust. It often influences employees who may not be
particularly aware that they are modelling their behaviour on that of the manager and
using what they presume he or she would do in such a situation as a point of reference.

EXPERT POWER
 ▪ Expert power rests on the belief of employees that an individual has a particularly high
level of knowledge or highly specialized skill set. Managers may be accorded authority
based on the perception of their greater knowledge of the tasks at hand than their
employees.

LEADERSHIP STYLE

• Is the result of the leader’s philosophy, personality, value system, and experience.

1. Leadership Styles Based on Authority.

a. Autocratic Leadership relies on coercion, and its style is paternalism,
arbitrariness, command, and compliance. The autocratic leader gives orders which
must be obeyed by the subordinates.

b. A democratic leader usually gives instructions only after consulting with the
group. He sees to it that policies are worked out in group discussion and with the
acceptance of the group.

c. A free rein leader completely abdicates his leadership position, to give all
responsibility of most of the work entrusted to him to the group which he is
supposed to lead, limiting his authority to maintain the contact of the group with
persons outside the group. This is also known as the permissive style of lead
 d. Under Paternalistic Leadership, the leader assumes that his function is paternal
or fatherly. His attitude is that of treating the relationship between the leader and
the group as that of a family with the leader as the head of the family. He works to
help, guide, protect, and keep his followers happily working together as members
of a family.

2. Likert’s Four Styles of Managerial Leadership.

Style-1: Exploitative-Authoritative Leadership Style

➢ the manager has no confidence or trust in subordinates. Subordinates feel
no freedom to discuss things about the job with their superior.
➢ In solving job problems, manager seldom gets ideas and opinions of
subordinates.
Style-2: Benevolent-Autocratic Leadership Style
➢ the manager has condescending confidence and trust in subordinates,
motivates with rewards and some punishments, permits some upward
communication, solicits some ideas and opinions from subordinates, and
allows some delegation of decision making but with close policy control.
Style-3: Consultative Leadership Style
➢ Consultative Leadership Style indicates that Manager has substantial but
not complete confidence and trust in subordinates but still wishes to keep
control of decisions.
Style-4: Participative Leadership Style
➢ Power and responsibility to achieve the goals of the organization is
distributed among all the employees and subordinates in the organization.

3. Leadership Styles in the Managerial Grid.

➢ Concern for people: This is the degree to which a leader considers the
needs of team members, their interests, and areas of personal development
when deciding how best to accomplish a task.
➢ Concern for production: This is the degree to which a leader emphasizes
concrete objectives, organizational efficiency, and high productivity when
deciding how best to accomplish a task.

4. Leadership Continuum. They mentioned that a wide range of forces/factors determine

whether directive leadership, participative leadership or something in between is the best.

➢ Forces relating to the manager or leader: These include the manager’s

personality, experience and value system, his confidence in subordinates,
leadership inclination, the feeling of security in an uncertain situation, etc.
➢ Forces relating to the subordinates: These include the readiness of subordinates
to assume responsibility for making decisions, need of subordinates for
independence, interest in the problem at hand, knowledge to deal with the
 problem, expectations about sharing in decision making, tolerance for ambiguity,
etc.
➢ Forces relating to the situation: These include organization’s preferred style,
size, and nature of workgroup, group effectiveness, nature of the problem itself,
time constraints, etc.

To become an effective leader, you should strive to become an expert in your field
and aim to cultivate essential leadership qualities.

✓ Accountability. The best leaders take full responsibility for their team’s performance,
whether the outcome is good or bad. As a leader, you should aim to praise your team
when they perform well and provide constructive criticism to help them improve. It’s also
important for you to take responsibility when you have made a bad decision or done
something unfavorable. We are all human and prone to mistakes, but effective leaders
recognize their areas of improvement and are open with their team about them.

✓ Adaptability. Experienced leaders understand that plans, schedules and even goals
can change at any time. To become a strong leader, you should aim for a flexible
approach that allows you to pivot as necessary. As you develop adaptability, you may
also find that you develop related leadership characteristics, such as resourcefulness and
problem-solving abilities.

✓ Confidence. As a key figure in a department or company, every leader should

demonstrate confidence to in still motivation. Even when obstacles impact progress, you
should strive to exhibit poise and conviction. Leaders who have this quality also tend to
build trust quickly with their team and colleagues.

✓ Empathy. Company leaders like executives, managers and supervisors work at a higher
level than other team members. In these positions, you should always try to empathize
with the reality that your team experiences so you can work together more easily. To
understand your team members better, try scheduling informal meetings to help you
acknowledge the challenges they face and the goals they want to achieve.

✓ Focus. Focus can help you handle possible distractions while achieving major objectives.
When you give your attention to the most important aspects, you can complete your
biggest goals while managing your time and resources.

✓ Positivity. Quality leaders use positivity to motivate their team to achieve goals, do their
best work and exceed expectations. To be an effective leader, you should exhibit
positivity during difficult situations such as overcoming obstacles or delivering
constructive criticism.

✓ Risk-taking. Leaders regularly encounter risks, but they must know when to embrace a
challenge and when to take a safe approach. To become a master at navigating risk, start
 by learning how to assess situations and compare pros and cons. Strive to make decisive
judgments so that your team can readily accept and act upon your decisions.

✓ Stability. Although leaders are charged with driving significant change, they also need a
strong sense of stability. Taking a steady, reliable approach can allow you to keep your
project, team or company on track. Establishing regular routines and telling your team
what to expect allows you and your staff members to maintain energy and focus, even as
you strive for constant progress.

✓ Team-building. Even the strongest leaders need dedicated teams to complete projects.
To be an effective leader, you must know how to encourage teamwork and collaboration,
inspire team members to contribute their best work and motivate colleagues to
accomplish seemingly impossible tasks.

V. CONCLUSION

We can conclude that leadership is the ability to direct a group of people in realizing a
common goal. This is done by people applying their leadership attributes. Leaders create
commitment and enthusiasm amongst followers to achieve goals. Great leaders help people
grow. They willingly share what they know and look out for learning opportunities for the
people they work with (or the people who work for them). They build up the team and foster
strong relationships, rapport and cooperation within that team.

VI. REFERENCES

https://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-and-
Bases-of-
Power.html#:~:text=Bases%20of%20power%20refer%20to%20the%20methods%20t
hat,tied%20to%20the%20behavior%20of%20superiors%20over%20subordinates.
thriveglobal.com/stories/leadership-and-management-an-introduction/