CHFNAP 2

LEADERSHIP
 LEADERSHIP

I. Introduction:
1. Leaders are found and required in most aspects of society, including business,
politics, religion and social- and community-based organizations.
2. Leaders are seen as people who make sound and sometimes difficult decisions.
▪ Great leaders inspire people, motivating them to do what it takes to achieve the
leader's and organization's goals.
▪ They articulate a clear vision, establish achievable goals and provide followers
with the knowledge and tools necessary to achieve those goals.
3. Leadership often is an attribute tied to a person's title, seniority or ranking in a
hierarchy.
▪ However, it's an attribute anyone can have or attain, even those without
leadership positions.
 LEADERSHIP
II. Leadership, Defined:
➢Leadership - is the art of getting someone else to do something you want done because
he wants to do it. (Former U.S. President Dwight D. Eisenhower)
➢Leadership - is the ability of a manager to induce subordinates (followers) to work with
confidence and zeal. (Koontz and O'Donnell)
➢Leadership - is the activity of influencing people to strive for mutual objectives. (George
Terry)
➢Leadership - is the shifting of own’s vision to higher sights, the raising of man's
performance to higher standards, the building of man's personality beyond its normal
limitations. (Peter Drucker)
➢"Leadership - is a function of knowing yourself, having a vision that is well
communicated, building trust among colleagues, and taking effective action to realize
your own leadership potential. (Prof. Warren Bennis)
 LEADERSHIP

III. Importance of Leadership:

➢Leadership plays a central role in the success and direction of a

business/organization.

➢Hard decision-making is often required for the success and evolution of a

business/organization.

➢Strong leadership is critical to an organization's competitiveness because

it drives change and innovation.
 11 PRINCIPLES OF LEADERSHIP
1. Know yourself and seek self-improvement.
▪ In order to know yourself, you have to understand your be, know, and do, attributes.
2. Be technically proficient.
3. Seek responsibility and take responsibility for your actions.
4. Make sound and timely decisions.
5. Set the example.
6. Know your people and look out for their well-being.
7. Keep your people informed.
8. Develop a sense of responsibility in your people.
9. Ensure that tasks are understood, supervised, and accomplished.
10. Train your people as a team.
11. Use the full capabilities of your organization.
 FACTORS OF LEADERSHIP

1. Follower
a. You must know your people - different people require different styles of
leadership.
b. You must know your employees' be, know, and do attributes.
2. Leader
a. You must have an honest understanding of who you are, what you know,
and what you can do.
b. Note that it is the followers, not the leader who determines if a leader is
successful.
 FACTORS OF LEADERSHIP
3. Communication
a. You lead through two-way communication.
b. Much of it is non-verbal.

4. Situation
a. All situations are different.
b. You must use your judgment to decide the best course of action
and the leadership style needed for each situation.
 ATTRIBUTES OF LEADERSHIP (BE’s, KNOW’s and DO’s)

BE’s of Leadership:

1. BE a professional.

2. BE a professional who possess good character traits.

 ATTRIBUTES OF LEADERSHIP (BE’s, KNOW’s and DO’s)

KNOWS’s of Leadership:

1. KNOW the four factors of leadership - follower, leader,

communication, situation.
2. KNOW yourself.
3. KNOW human nature.
4. KNOW your job.
5. KNOW your organization.
 ATTRIBUTES OF LEADERSHIP (BE’s, KNOW’s and DO’s)

DO’s of Leadership:
1. DO provide direction.
2. DO implement.
3. DO motivate.
 THE FIVE POINTS OF POWER
1. Coercive Power
➢The ability to control others through fear of punishment.
2. Reward Power
➢ A reward is a great incentive.
3. Legitimate Power
➢The power a leader receives as a result of his or her position in
the formal hierarchy of an organization.
➢ "Nearly all men can stand adversity, but if you want to test a
man's character, give him power."
➢Chain of Command Principle – every rank/position has its own
privilege.
 THE FIVE POINTS OF POWER

4. Expert Power
➢ This is done by influencing others based on special skills or
knowledge.

5. Referent Power
➢Ability of a leader to influence a follower because of the follower's
loyalty, respect, friendship, admiration, affection, or a desire to gain
approval.
Leadership Theories are Separated into Four (4) Main Groups:
1. Behavioral
➢ All behaviors are learned through interaction with the environment.
➢ Focuses on how leaders behave and assumes that these traits can be copied by others.
➢ Innate or inherited factors have very little influence on behavior.

2. Trait
➢ Leaders have certain common attributes that they share, and the style of leadership emerges from these
characteristics.
➢ Certain inborn or innate qualities and characteristics make someone a leader.
➢ These qualities might be personality, physical, intelligence factors, and so on.

3. Contingency
➢ The situation dictates the leadership style that is used.
➢ The argument is that one leadership style does not dictate the type of leadership that should be applied, but
rather the situation itself does.

4. Power And Influence

➢ Based on power and influence tactics leaders use to get things done.
➢ To be more effective leader – he/she must know and understand the five (5) types of power: Legitimate,
Reward, Expert, Referent and Coercive.
➢ How effective each one is, and when it’s appropriate to use them.
 LEADERSHIP
III. Leadership theory
➢ How people become leaders and what makes a great leader have been the subject of study for centuries.
❖The 19th century was dominated by the Great Man Theory, which stressed that leadership is a unique,
natural skill and that great leaders are born to the task.
❖The following are some of the many leadership theories advanced in the 20th century:
▪ Trait theory dates to the mid-20th century and it centers on the idea that some people are born with certain
personality traits that make them great leaders, such as integrity and self-confidence.
▪ Situational leadership is where the leadership style is adjusted based on the readiness or skill-level of
followers in a given situation.
▪ Contingency theory posits that effective leadership depends on having the right leader for the right situation.
▪ Transactional leadership is an approach where leaders reward or punish followers to achieve results.
▪ Transformational leadership is where leaders appeal to followers' values and emotions to transform the way
they think and approach their work or life.
▪ Behaviorist theory encompasses a person's leadership skills are developed and trained as products of their
environment.
✓ Behavioral theory is where a leader models certain behaviors, setting a good example for others to follow.
▪ Functional theory is leadership based on a collection of people's behaviors and group dynamics, not
individuals.
▪ Path goal theory is where leaders set goals and smooth the path to those goals to motivate and drive
performance.
 Leadership Styles
➢The following leadership styles are among the many commonly seen in business and
other organizations:

• List of transformational leadership traits

• Openness to change is one trait of transformational leaders.
• Affiliative leaders foster positive group dynamics.
• Authoritative leaders provide clear direction and require compliance.
• Autocratic leaders maintain complete control and decision-making powers.
• Charismatic leaders use sociable and charming personality traits to persuade followers.
• Coaching leaders teach and motivate others to reach goals.
• Coercive leaders force people to follow instructions whether they want to or not.
• Command and control, also called bureaucratic, leaders establish strict rules and
regulations.
• Democratic leaders focus on compromise and group consensus; they include others in
decision-making.
 Leadership Styles
• Innovative leaders foster creativity and adaptability.
• Laissez-faire leaders take a hands-off approach.
• Pacesetter leaders use emotional-leadership styles to drive
employees to achieve goals at a high rate.
• Transactional leaders use a system of rewards and punishment.
• Servant leaders focus on serving the needs of the group and the
greater good.
• Situational leaders adapt their style to different situations and people.
• Strategic leaders focuses use different management styles to develop
adaptable strategies.
• Transformational leaders motivate others to grow both professionally
and personally.
 Leadership vs. Management
• Some specific differences between leaders and managers include the following:

Leaders Managers
Establish a long-term vision, goals and objectives Achieve organization's vision, goals and
objectives
Motivate and align employees to goals Assign tasks to employees and hold them
accountable
Ask long-term, big picture analytical questions, Ask process questions focused on achieving
such as "what" and "why" short-term objectives, such as "how" and
"when"

Can have any title, though often part of the Have specific job titles and fixed responsibilities
management/administration; their positions and
responsibilities aren't always executive
 Reflections/Insights
❖Most leadership definitions share the assumption that it involves an
influence process concerned with facilitating the performance of a
collective task.
▪ No single “correct” definition of leadership cover all situations.
❖Communication is the language of leadership.
❖There are different types of leadership styles that exist in work
environments and advantages and disadvantages (pros and cons) exist in
each leadership style.
❖In an increasingly knowledge-intensive world, the most competent leader
could be staring at the face of failure if the organization/team that is led
fails to measure up to the leader’s objectives and get derailed.
❖It is only the culture and goals of an organization that determines which
type of leadership suits therein.
 References
• https://www.techtarget.com/searchcio/definition/leadership#:~:text=Leadership%20
is%20the%20ability%20of,or%20ranking%20in%20a%20hierarchy.
• https://www.ojp.gov/ncjrs/virtual-library/abstracts/team-policing-alternative-
traditional-law-enforcement-techniques

• https://www.smartcapitalmind.com/what-is-team-leadership.htm

• https://www.linkedin.com/pulse/leadership-incorporate-three-concepts-influence-
power-
vikaruddin#:~:text=In%20fact%2C%20leadership%20can%20encompass,of%20influe
nce%2C%20power%20and%20motivation.

Prepared by
Laureano Alexis R. Mariñas, PhDCrim.
Faculty, UB-SCJPS, Baguio City