UNIVERSITY OF MAKATI

J.P. Rizal Ext., West Rembo, Makati City

COLLEGE OF BUSINESS AND FINANCIAL SCIENCE
DEPARTMENT OF HUMAN RESOURCE DEVELOPMENT MANAGEMENT

Management of Human Behavior in an Title

Organization by Prof. Angelita Serrano and Dr.
Marivic Flores LEADERSHIP IN ORGANIZATION

Prepared by: GROUP 3

DELA CRUZ, Milliscent
DENILA, Angela
DOMINGO, Beatrice Ella
Group members:
DULLETE, Joshua
GOMEZ, Maica
GUNSAY, Patrisha Mae
At the end of this lesson, the student will be able to:
● Identify leadership and management
● The nature of leadership
● Distinction between management and leadership
● Types of Leadership and its characteristics, benefits and challenges
● Identify and describe contemporary situational theories of leadership,
● Discuss leadership through the eyes of followers, Identify and describe alternatives
to leadership,
● Describe the changing nature of leadership, and
● Identify and discuss emerging issues in leader.

TRADITIONAL MODELS FOR UNDERSTANDING LEADERSHIP

NATURE OF LEADERSHIP
Leadership, from an organizational viewpoint, is vital because it has such a powerful
influence on individual and group behavior.

● As a process. Leadership is the use of non-coercive influence to direct and

coordinate the activities of group members to meet a goal.
● As a property. Leadership is the set of characteristics attributed to those who
are perceived to use such influence.

Influence, a common element of both perspectives, is the ability to affect the

perceptions, beliefs, attitudes, motivation, and/or behavior of others.
LEADERSHIP VERSUS MANAGEMENT

Leadership and management are related but they are not the same. A person can be
a manager, a leader, both or neither.

According to Peter Drucker, Management is doing things right; leadership is doing

the right things.

What is a Manager?

A manager is the member of an organization with the responsibility of carrying

out the four important functions of management

Four important functions of management

● Planning
● Organizing
● Leading
● Controlling

Traits A Managers Possesses

1. The ability to execute a Vision

2. The ability to Direct
3. Process Management
4. People Focused

What is a leader?

Leaders don’t necessarily hold or occupy a management position. A leader

doesn’t have to be an authority figure in the organization; a leader can be anyone.

Traits A Leader Possesses

1. Vision
2. Honesty and Integrity
3. Inspiration
4. Communication Skills
5. Ability to Challenge

According to Kotler’s Distinction Between Management and Leadership, some of

the basic distinctions between the two are summarized below.
 Activity Management Leadership

Creating an ❖ Planning and ❖ Planning and

agenda budgeting;
❖ Establishing steps and
timetables for achieving the
needed results; and
❖ Allocating the resources
necessary to make those
needed results happen.
budgeting;
❖ Establishing steps and
timetables for achieving the
needed results; and
❖ Allocating the resources
necessary to make those
needed results happen.

Developing a ❖ Organizing and ❖ Aligning people;

human staffing; ❖ Communicating the
network for ❖ Establishing structure direction by words and deeds
achieving for accomplishing plan to all those whose cooperation
the agenda requirement; may be needed to influence
❖ Staffing that structure the creation of a team and
with individuals; and conditions that understand
❖ Delegating the vision and strategies and
responsibility and authority accept their validity.
for carrying out the plan
providing policies and
procedures to help guide
people and creating methods
or systems to monitor
implementation.

Executing ❖ Controlling and ❖ Motivating and

plans problem; inspiring;
❖ Monitoring results vs. ❖ Energizing people to
plan in some detail, overcome major political
identifying deviations, and bureaucratic and resource
their planning and barriers to change by
organizing to solve these satisfying very basic, but other
problems unfulfilled human needs.

Outcomes ❖ Produces 0 degree of ❖ Produces change, often

predictability and order and to a dramatic degree and has
has the potential to the potential to produce
consistently produce major extremely useful change (e.g.
results expected by various new products that customers’
stakeholders (e.g. for want, new approaches to labor
customers always being on relations that help make a firm
time for stockholders, being more competitive.
on budget
TO SUMMARIZE:

Manager Leader

● Focuses on the present ● Looks toward the future

● Prefers Stability ● Appreciates change
● Orients toward the short term ● Orients toward the long term
● Focuses on procedure ● Engages in a Vision
● Asks md "how' ● Asks 'Why" and
● Prefers to control ● Knows how to delegate
● Is happy in complexity ● Prefers to simplify
● Uses rational mind ● Trusts intuition
● Works Within the context of the ● Takes social and environmental
organization and the business contexts into consideration

EARLY APPROACHES TO LEADERSHIP

Trait approaches to leadership

The research about trait approach focused on identifying leadership traits, developing
methods for measuring them, and using the methods to select leaders.

The earliest writers believed that important leadership traits included intelligence,
dominance, self-confidence, energy activity, and task-relevant knowledge. The results
of subsequent studies gave rise to a long list of additional traits. Unfortunately, the list
quickly became so long that it lost any semblance of practical value. In addition, the
results of many studies were inconsistent.

In recent years, however, the trait approach has received renewed interest. Some
researchers have sought to reintroduce a limited set of traits of leadership such as
emotional intelligence, drive, motivation, honesty and integrity, self-confidence,
cognitive ability, knowledge of the business, and charisma.

Behavioral Approaches to Leadership

The goal of the behavioral approach was to determine what behaviors are associated
with effective leadership.

➢ the Michigan studies

➢ the Ohio State studies
➢ the leadership grid.
The Michigan Studies.

The goal of this work was to identify the principles and types of
leadership styles that led to greater productivity and enhanced job satisfaction
among workers. The researchers collected and analyzed descriptions of
supervisory behavior to determine how effective supervisors differed from
ineffective ones. Two basic forms of leadership behavior were identified:
job-centered and employee-centered

The results of the Michigan Studies suggested that there are two fundamental
types of leader behavior, job-centered and employee-centered, which were
presumed to be at opposite ends of a single continuum.

The leader who exhibits job-centered leadership behavior pays close attention
to performance. The leader's primary concern is efficient completion of the
task.

The leader who engages in employee-centered leadership behavior attempts

to build effective work groups with high performance goals. The leader's main
concern is with high performance, but that is to be achieved by paying
attention to the human aspects of the group.

These two styles of leadership behavior were presumed to be at opposite ends

of a single dimension. Thus, the Michigan researchers suggested that any given
leader could exhibit either job-centered or employee-centered leader behavior,
but not both at the same time. Moreover, they suggested that
employee-centered leader behavior was more likely to result in effective
group performance than was job-centered leader behavior.
The Ohio State Studies

The Ohio State studies identified several forms of leadership behavior but
tended to focus on the two most significant one’s consideration and
initiating-structure. They found two similar kinds of leadership behavior
"consideration" and "initiating structure" but this research suggested that
these two types of behavior were actually independent dimensions.

When engaging in consideration behavior, the leader is concerned with the

subordinate's feelings and respects subordinates’ ideas. The leader-subordinate
relationship is characterized by mutual trust, respect, and two-way
communication. Here are a few examples of consideration behaviors:

● Listening to team members and other stakeholders

● Treating people well and seeing them as equals
● Providing support to team members
● Being generally supportive, friendly, and available
● Emphasizing the welfare of the team members
● Building trust and a good team climate
● Display of empathy and a genuine wish to understand the capabilities of
each team member

When using initiating-structure behavior, on the other hand, the leader

clearly defines the leader-subordinate rules so that subordinates know what is
expected of them. The leader also establishes channels of communication and
determines the methods for accomplishing the group's task. Some of the
behaviors in the Initiating Structure category are:
 ● Setting clear expectations
● Providing constructive criticism enabling improvement
● Setting standards of performance and production
● Creation and maintenance of processes, policies, and procedures
● Setting job descriptions and establishing the division of labor
● Systematic coordination of work
● Emphasis on meeting milestones and performance targets
● Monitoring and controlling operations and performance

This is perceived as independent dimensions of the leader's behavioral

repertoire., As a result, a leader could exhibit high initiating structure behavior
and low consideration or low initiating-structure behavior and high
consideration. A leader could also exhibit high or low levels of each behavior
simultaneously.

The Leadership Grid

The Leadership Grid provides a means for evaluating leadership styles and then
training managers to move toward an ideal style of behavior. The overall
objective of an organization using the Grid is to train its managers using
organizational development techniques so that they are simultaneously more
concerned for both people and production 9,9 style on the Grid.
 The horizontal axis represents concern for production (similar to job-centered
and initiating-structure behavior), and the vertical axis represents concern for
people (similar to employee-centered and consideration behavior).

The Five Extremes Of Leadership: Production And People

On the grid, plotted at 1,1 (Impoverished Management): An

impoverished leader lacks concern for people or productivity. These
leaders show little regard for their team and focus on self-preservation.
They want to make sure their hands are clean of wrongdoing and they
appear successful, but don’t care about the overall success of the team.

On the grid, plotted at 9,1 (Authority-Compliance Management): A

produce or perish leader ranks high on their concern for productivity but
low on their concern for people. They are excessively harsh towards their
employees and care only about the numbers they are producing.

On the grid, plotted at 5,5 (Middle of the Road Management): A middle

of the road leader tries their best to balance out the needs of the team
with the production needs of the company. However, in their effort to
make sure both aspects are fulfilled, neither is adequately cared for. They
are likely to have average employee satisfaction and production levels.

On the grid, plotted at 1,9 (Country Club Management): A country club

leader is gung-ho about the people. Their actions are all directed
towards ensuring their employees are happy and prioritizing this over all
else. They show little concern for productivity rates.

On the grid, plotted at 9,9 (Team Management): A team leader shows

concern for productivity and people. They emphasize the importance of
teamwork, which increases happiness levels and productivity. The ideal
style of leadership

EMERGENCE OF SITUATIONAL LEADERSHIP MODELS

The goal of a situational theory is to identify key situational factors and to specify how
they interact to determine appropriate leader behavior. Before discussing the major
situational theories, we first discuss an important early model that in many ways laid
the foundation for these theories.
Robert Tannenbaum And Warren H. Schmidt Leadership Continuum
The Tannenbaum and Schmidt's leadership continuum was an important
precursor to modern situational approaches to leadership. The continuum
identifies seven levels of leadership which range between the extremes of
boss-centered and subordinate-centered leadership.

The Tannenbaum and Schmidt Continuum of Leadership depicts seven

different styles of management differentiated by the degree of control exerted
by the manager over their team. It can also be read as a continuum of team
autonomy, with more collaborative approaches on the right-hand side, and
individual role-based work, with tasks set by managers, on the left.

The Seven Points on the Continuum

1. Tells
The leader that tells is an authoritarian leader. They tell their team what
to do and expect them to do it.

2. Sells
The leader that sells makes their decision and then explains the logic
behind the decision to their team.
The leader isn’t looking for team input, but they are looking to ensure
the team understands the rationale behind the decision.

3. Suggests
The leader that suggests makes their decision, explains the logic behind
the decision, and then asks team members if they have any questions.
 4. Consults
The leader that consults presents their provisional decision to their team
and invites comments, suggestions, and opinions.

The leader is still in control and the ultimate decision maker, but open to
any good ideas the team may have. With this style, the team feels they
can influence the decision-making process. Once the leader has finished
consulting with their team, their decision is finalized.

5. Joins
The leader who joins presents the problem to their team and then works
with the team in a collaborative manner to make the decision as to how
the problem is going to be solved.

6. Delegates
The leader that delegates asks their team to make the decision, within
limits that the leader sets. Although the team makes the decision, it is
still the leader that is accountable for the outcome of the decision.

7. Abdicates
The leader who abdicates lets the team decide what problems to solve
and how to solve them. Abdication is the total opposite of telling the
team what to do using an autocratic style.

THE LPC THEORY OF LEADERSHIP

The Least-Preferred Coworker or LPC theory of leadership (originally called the

“contingency theory of leadership”) was developed by Fred Fiedler. The theory
attempts to explain and reconcile both the leader’s personality and the complexities
of the situation. The leader’s effectiveness depends on the situation and, as a result,
some leaders may be effective in one situation or organization, but not in another.
Also, the theory explains why this discrepancy may occur and identifies
leader-situation matches that should result in effective performance

Task versus Relationship Motivation

Task motivation closely parallels job-centered and initiating structure leader

behavior. Relationship motivation is similar to employee-centered and
consideration leader behavior. Fiedler reviewed task versus relationship
motivation as being grounded in personality in a way that is basically constant
for any given leader.
 Pleasant 87654321 Unpleasant

Inefficient 12345678 Efficient

Unfriendly 12345678 Friendly

Situational Favorableness

Fiedler identified three factors that determine favorableness of the situation.

These factors are:

1. Leader-member relations – refers to the personal relationship that

exists between subordinates and their leader.
2. Task structure – the leader need not be closely involved in defining
activities and can devote time to other matters.
3. Leader position power – is the power inherent in the leader’s role itself.

Leader Motivational and Situational Favorableness

Leader-Member

Relations Good Poor

Task Structured Unstructured Structured Unstructured

Structure

Position Power High Low High Low High Low High Low

Situational Very Moderately Very

Favorable Favorable Favorable Unfavorable

Recommended - - -

Leader Task Person Task

oriented oriented oriented

Behavior Behavior Behavior Behavior

Leader-Situational Match

Fiedler considers this leader-situation combination to be “mismatches”. He

contends that when a leader’s style and the situation do not match, the only
available course of action is to change the situation through job engineering.
THE PATH-GOAL THEORY OF LEADERSHIP

The path-goal theory states that a leader’s behavior is contingent on the

satisfaction, motivation, and performance of their employees. The manager’s job is
viewed as guiding workers to choose the best paths to reach both their goals as well
as the corporation’s goals.

FOUR KINDS OF LEADER BEHAVIORS

Directive Leadership
An instructional type of managerial style characterized by a leader who tells
subordinate staff what they are expected to do and how to perform the tasks.

Supportive Leadership
A leader exhibiting supportive leadership is friendly and shows concern for
subordinates’ status, well-being, and needs.

Participative Leadership
The leader consults with subordinates about issues and takes their suggestions
into account before making a decision.

Achievement-Oriented Leadership
It is a leadership style where the leader encourages employee growth and
progress by setting goals that are challenging.
 TWO TYPES OF SITUATIONAL FACTORS

1. Personal Characteristics of the Subordinates

a. Locus of Control
It refers to the extent to which individuals believe that what
happens to them results from their own behavior or from external
causes.

b. Perceived Ability
It pertains to how people view their own ability with respect to the
task.

2. The Characteristics of the Environment

a. Task Structure
Task structure means a system of clearly defining and describing
tasks where larger tasks are divided into more manageable and
smaller tasks.

b. Formal Authority System

Formal authority systems refer to the policies, controls, and rules
of the organization

c. Primary Work Group

Primary work group refers to the level of support the subordinate
receives from the people around them, the people they work
alongside.

VROOM’S DECISION TREE APPROACH TO LEADERSHIP

The earliest version of this model was proposed by Victor Vroom and Philip Yetton and
later revised and expanded by Vroom and Arthur Jago. Like the path-goal theory, this
approach attempts to prescribe a leadership style appropriate to a given situation. It
also assumes that the same leader may display different leadership styles. However,
Vroom’s approach concerns itself with only a single aspect of leader behavior:
subordinate participation in decision making.
 CONTEMPORARY VIEWS OF LEADERSHIP IN ORGANIZATION

CONTEMPORARY SITUATIONAL THEORIES

I. The Leader-Member Exchange Model

The leader-member exchange model (LMX) of leadership, conceived by George

Graen and Fred Danserau, stresses the importance of variables between
supervisors and each of their subordinates. Each superior-subordinate pair is
referred to as a “vertical dyad”.

According to the theory, leaders form different kinds of relationships with

various groups of subordinates. One group, referred to as the in-group, is
favored by the leader. Members of in-group receive considerably more
attention from the leader and have more access to the organizational
resources. By contrast, other subordinates fall into the out-group. These
individuals are disfavored by the leader. As such, they receive fewer valued
resources from their leaders.

It is not clear how a leader selects members of the in-group, however the
leader distinguishes between the in-group and out-group members on the
basis of the perceived similarity with respect to personal characteristics, such as
age, gender, or personality.
 Strengths of LMX Theory

➢ LMX theory is an exceptional theory of leadership as unlike the other

theories, it concentrates and talks about specific relationships between
the leader and each subordinate.

➢ LMX Theory is a robust explanatory theory.

➢ LMX Theory focuses our attention on the significance of communication

in leadership.

➢ LMX Theory is very valid and practical in its approach.

Criticisms of LMX Theory

➢ LMX Theory fails to explain the particulars of how high-quality

exchanges are created.

➢ LMX Theory is objected to on grounds of fairness and justice as some

followers receive special attention from leaders at the workplace and
other followers do not.

II. The Hersey-Blanchard Model

The Hersey-Blanchard Model, developed by author Paul Hersey and leadership

expert Ken Blanchard, suggests no single leadership style is better than
another. Instead of focusing on workplace factors, the model suggests leaders
adjust their styles to those they lead and their abilities.

The model is not a static leadership style. Instead, it is flexible, wherein the
manager adapts their management style to various factors in the workplace,
including their relationship with employees.
 Advantages of Hersey-Blanchard Model

➢ Leaders can change their style at their own discretion at any time

➢ Employees may find a leader who adapts to shifts in the workforce as a

desirable trait

➢ Simple and easy-to-apply leadership style

Disadvantages of Hersey-Blanchard Model

➢ Put too much responsibility on the manager, whose decisions may be

flawed

➢ The model may not apply to every work culture

➢ The model may also prioritize relationships and tasks, as opposed to a

company's long-term goals

LEADERSHIP THROUGH THE EYES OF FOLLOWERS

Successful leadership depends far more on the follower’s perception of the

leader than on the leader’s abilities. Followers, not the leader, determine when
someone possesses the qualities of leadership.

Three Primary Approaches to Leadership Through the Eyes of the Followers

1. TRANSFORMATIONAL LEADERSHIP
The set of abilities that allows the leader to recognize the need for change, to
create a vision to guide that change, and to execute the change effectively.

The Hersey and Blanchard Theory of Leadership

The Hersey-Blanchard Model is a leadership model that focuses on the
ability and willingness of individual employees. It’s also referred to as the
Situational Leadership Model.

The Hershey and Blanchard theory suggests that leader behavior

should vary in response to the readiness of followers. Readiness refers to
the subordinate’s degree of motivation, competence, experience, and
interest in accepting responsibility. This figure shows the nature of this
variation. The curved line suggests that a leader’s relationship behavior
should start low, gradually increase, but then decrease again as follower
readiness increases. But the leader’s task behavior, shown by the straight
line, should start high when followers lack readiness and then
continuously diminish as they gain readiness.
 2. CHARISMATIC LEADERSHIP
Charismatic leadership is defined by a leader who uses his or her
communication skills, persuasiveness, and charm to influence others.

Charismatic leaders - The ability to inspire others toward higher levels of

performance and to instill deep levels of commitment, trust, and satisfaction.
As a result, they are generally perceived by their subordinates to be more
effective, compared with less charismatic leaders.

Three Fundamental Attitudes

1. Envision
Charismatic leaders are able to envision likely future trends and patterns,
to set high expectations for themselves and for others, and to model
behaviors consistent with meeting those expectations.

2. Energizing
Charismatic leaders are able to energize others by demonstrating
personal excitement, personal confidence, and consistent patterns of
success.

3. Enabling
Charismatic leaders enable others by supporting them, empathizing
with them, and expressing confidence in them.

3. ATTRIBUTION LEADERSHIP
People tend to observe behavior and then attribute causes to it. The attribution
we make subsequently affects both our own behavior and the actual capacity
of an individual to behave like a leader.

ALTERNATIVES TO LEADERSHIP

There are certain situations that make leadership unnecessary or irrelevant and one of
the factors is called leadership substitute.

Leadership Substitute
In the traditional theories, hierarchical leadership is assumed to be essential,
however in the premise of leadership substitutes perspective, leader behaviors
may be irrelevant in some situations. Below are the factors that may substitute
for leadership:
 a. As to Characteristics (Individual Professionalism, Motivation, Experience and
Training, Indifference to Rewards) - Organizational qualities may make
leadership less important, for example, when work regulations are so explicit
and clear that employees can do tasks on their own without assistance from
the leader.
13.7 Substitutes for and Neutralizers of Leadership - Principles of Management |
OpenStax

b. As to Tasks (Structured/Automated, Highly Controlled, Intrinsically Satisfying,

Embedded Feedback) - A subordinate may not require leadership assistance if
the task provides them with sufficient intrinsic satisfaction. Along with this,
detailed tasks constitute that the leader’s discretion is not necessary anymore.

c. As to Group (Group Norms, Group Cohesiveness) - a group is consistent with

teamwork, therefore no one is more powerful than the other member. Thus,
the leader would merely constitute “title” and not “exercise”.

d. As to Organization (Rigid Procedures and Rules, Explicit Goals and Objectives,

Rigid Reward System) - this factor refers to the lack of ambiguity in the system,
organizational goals, and objectives of an organization. With that, the
above-mentioned factors (as to organization) likewise need no supervision or
high assistance from the leader as the procedures and rules have been
explicitly stated.

Leadership Neutralizers
Organizational and group factors may neutralize some forms of leadership
behavior in a way that elaborate discretion and full force teamwork suggest
less assistance from the leader. Provided below is an example:

A relatively new and inexperienced leader is assigned to a work group composed of

highly experienced employees with long-standing performance norms and an above
average level of group cohesiveness. The mentioned norms and cohesiveness of the
group may be so strong that there is nothing the new leader can do to change things.
With this, the leader’s ability to alter the situation is neutralized by the stated
elements in that situation.
THE CHANGING NATURE OF LEADERSHIP

Various alternatives to leadership aside. though, many settings still call for at least
some degree of leadership, although the nature of that leadership continues to
evolve. Among the recent changes in leadership that managers should recognize are
the increasing role of leaders as coaches and gender and cross-cultural patterns of
leader behavior.

Leaders as Coaches

Many organizations today are using teams. And many other organizations are
attempting to become less hierarchical-that is, to eliminate the old-fashioned
command-and-control mentality often inherent in bureaucratic organizations and to
motivate and empower individuals to work independently. In each case, the role of
leaders is also changing. Whereas leaders were once expected to control situations,
direct work, supervise people, closely monitor performance, make decisions, and
structure activities, many leaders today are being asked to change how they manage
people. Perhaps the best description of this new role is for the leader to become a
coach instead of an overseer.

❖ Consider the metaphor from the standpoint of an actual coach of an athletic

team. The coach plays a role in selecting the players for the team and deciding
on the general direction to take (such as emphasizing offense versus defense).
The coach also helps develop player talent, and teaches them how to execute
specific plays. But at game time, the coach stays on the sideline, it's up to the
players themselves to execute plays and get the job done. And while the coach
may get some of the credit for the victory, he or she didn't actually score any of
the points.

Likewise, then, from the standpoint of an organizational leader, coaching a

perspective would call for the leader to help select team members and other new
employees, to provide some general direction, to help train and develop the team and
the skills of its members, and to help the team get the information and other
resources it needs. The leader may also have to help resolve conflict among team
members and mediate other disputes that arise. And coaches from different teams
may need to play important roles in linking the activities and functions of their
respective teams. But beyond these activities, the leader keeps a low profile and lets
the group get its work done with little or no direct oversight from the leader.
Gender and Leadership

Another factor that is clearly changing the nature of leadership is the growing
number of women advancing to higher levels in organization. Given that most
leadership theories and research studies have focused on male leaders, developing a
better understanding of how females lead is clearly an important next step. For
example, do women and men tend to lead differently? Some early research suggests
that there are indeed fundamental differences in leadership as practiced by women
and men.

For instance, in contract to original stereotypes, female leaders are not

necessarily more nurturing or supportive than are male leaders. Likewise, male
leaders are not systematically harsher, controlling or task focused than are female
leaders. The one difference that does seem to arise in some cases is that women have
a tendency to be slightly more democratic in making decisions, whereas men have a
similar tendency to be somewhat more autocratic.

Two possible explanations for this pattern

One possibility is that women may tend to have stronger interpersonal

skills than men and are hence able to better understand how to effectively
involve others in making decisions. Men, on the other hand, may have weaker
interpersonal skills and thus have a tendency to rely on their own judgment.

The other possible explanation is that women may encounter more

stereotype resistance to their occupying senior roles. If this is the case, they
may actively work to involve others in making decisions so as to help minimize
any hostility or conflict. Clearly, however, much more work needs to be done in
order to better understand the dynamics of gender and leadership. It is
obvious, of course, that high-profile and successful female leaders such as
Andrea Jung (CEO of Avon Products) and Condoleeza Rice (former Secretary of
State) are demonstrating the effectiveness with which women can be truly
exceptional leaders.
Cross-Cultural Leadership

Another changing perspective on leadership relates to cross-cultural issues. In

this context culture is used as a broad concept to encompass both international
differences and diversity-based differences within one culture. For instance, when a
Japanese firm sends an executive to head up the firm's operation in the United States,
that person will need to become acclimated to the cultural differences that exist
between the two countries and consider changing his or her style accordingly. Japan
is generally Characterized by collectivism, while the United States (U of C 15.34) is
based more on individualism. The Japanese executive, then, will find it necessary to
recognize the importance of individual contributions and rewards and the differences
in individual and group roles that exist in Japanese and US. businesses.

Similarly, cross-cultural-factors also play a growing role in organizations as their

workforces become more and more diverse. Most leadership research, for instance,
has been conducted on samples or case studies involving white male leaders (since
until several years ago most business leaders were white males). But as African groups
achieve leadership positions, it may be necessary to reassess how applicable current
theories and models of leadership are when applied to an increasingly diverse pool of
leaders.

Leadership Yesterday Leadership Today

➔ Work ➔ Balance between life and work

➔ Answers ➔ Questions
➔ Directives ➔ Participation
➔ Serious ➔ Fun
➔ Return-on-investment ➔ Human worth
➔ Directives ➔ Conversations
➔ Speaks ➔ Listens
EMERGING ISSUES IN LEADERSHIP

Strategic Leadership

The capability to understand the complexities of both the organization and its
environment and to lead change in the organization so as to achieve and maintain a
superior alignment between the organization and its environment.

An extension of ‘Transformational Leadership’, but even though it emphasized

the ability to lead change as a focus, Strategic Leadership focuses more on the
leader’s ability to think and function strategically.

Managers thorough and complete understanding of the organization: history, culture,

strengths, and its weaknesses.

Leaders must have a firm grasp on the organization’s environment, also know
the current conditions, and circumstances as well as significant trends. This will allow
us to recognize where the environment relates – relates effectively or relates less
effectively.

Examples of Good Leaders:

● Andrea Jung – CEO of Avon Products

● Michael Dell – founder and CEO of Dell Computer
● A.G (U of C 8.6)
● Lafley (former CEO of Procter and Gamble)
● Example of Poor Leadership:
● Jurgen Schremp (CEO of Daimler Chrysler)
● Raymond Gilmartin (CEO of Merck)
● Scott Livengood (CEO of Krispy Kreme)

Ethical Leadership

Ethical conduct is a prerequisite for being an effective leader, the wake of

corporate scandals broke the stigma that top managers are ethical people. Top
managers are being looked on to maintain high ethical standards for their own
conduct.

Managers must not fail to show ethical behavior, to hold others in the
organization to the same standards.

The people who are responsible for hiring leaders are looking more into the
employees to ensure that the individual has the highest ethical standards for
leadership position and to hold them accountable for their action.
Virtual Leadership

Leaders and employees worked together in locations that were far from one
another. They communicate from a home office one or two days a week but it only
applies to people who live and work from afar.

To maintain a good relationship, leaders may ask employees to add a few

personal words in their emails to show appreciation to their work since the only way
they can communicate is through telephone and email.

Regarding virtual leadership, the researchers and leaders must work together
to be able to come up with a better way of working together.
REFERENCES

Management of Human Behavior in an Organization by: Prof. Angelita Serrano and

Dr. Marivic Flores, Unlimited Books (2016

Leadership Grid - The Decision Lab. (2022). Retrieved 29 September 2022, from
https://thedecisionlab.com/reference-guide/management/leadership-grid

Bhasin, H. (2021). Leader-Member Exchange Theory (LMX Theory) Explained. Retrieved

29 September 2022, from
https://www.marketing91.com/leader-member-exchange-theory/

Tannenbaum-Schmidt Leadership Continuum (2022). Retrieved 29 September 2022,

from
https://www.mtdtraining.com/blog/tannenbaum-schmidt-leadership-continuum.htm

Leadership-Member Exchange (LMX) Theory. (2022). Retrieved 29 September 2022,

from https://managementstudyguide.com/lmx-theory.htm

Hersey-Blanchard Situational Leadership Model: How It Works. (2022). Retrieved 29

September 2022, from
https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp

The Ohio State Leadership Studies – What is it? Definition? Conclusions? – Leadership
Ahoy!. (2022). Retrieved 29 September 2022, from
https://www.leadershipahoy.com/the-ohio-state-leadership-studies-what-is-it-definiti
on-conclusions/

Leadership Is in the Eye of the Follower by: James M. Kouzes and Barry Z. Posner, PhD

Hersey-Blanchard Model. (2022). Retrieved 29 September 2022, from

https://corporatefinanceinstitute.com/resources/careers/soft-skills/hersey-blanchard-m
odel/

Too Much Charisma Can Make Leaders Look Less Effective. (2017). Retrieved 29
September 2022, from
https://hbr.org/2017/09/too-much-charisma-can-make-leaders-look-less-effective