LEADING relationships within groups,

Are Fact Are decision

whether in families,
Finders makers
LEADING is that management function communities, or organizations.
which involves influencing others to Focus on Focus on
engage in the work behaviours necessary Efficiency Effectiveness 3. Flexibility and Adaptability
to reach organizational goals. Filipinos are known for their
Are given Earn respect adaptability and flexibility in
LEADING refers to the function while, immediate through actions various situations. In practice,
LEADERSHIP refers to the process. authority this means that managers and
leaders may need to wear
LEADERSHIP ACROSS CULTURE Follow Set new multiple hats and take on a
company standards variety of roles to address the
FOUNDATION FOR LEADERSHIP objectives needs of the group or
 THE MANAGER-LEADER organization.
PARADIGM Have present Have future vision
vision 4. Communication Style
Filipinos often value open and
Managers Leaders
Do things right Do the right things friendly communication, which
can be an essential aspect of
Can Learn Harbor innate leadership.
Skills characteristics What cultures would be the most likely
Necessary to perceive differences between
5. American Influence
managerial and leadership duties?
American-style management
Take care of Bring you to new
and leadership concepts have
where you are horizons 1. Hierarchy and Respect for
also influenced the business
Authority Filipino culture tends
Oversee Motivate culture in the Philippines.
to be hierarchical and places a
strong emphasis on respect for
Point out flaws Give recognition SOURCES OF POWER
authority figures.
to improve on for good work
1. Positional Power
2. Collectivism
Deal with Deal with This source of power is based
Filipinos generally value
complexity ambiguity on a leader's formal position or
collectivism and close-knit
 role within an organization. It
includes legitimate power,
where authority comes from
one's position in the hierarchy,
and coercive power, where the
ability to punish or apply
negative consequences is
derived from the position.
2. Personal Power
Personal power is rooted in the
leader's individual qualities and
characteristics.
3. Informational Power
Informational power is derived
from a leader's control over
critical or valuable information.
4. Resource Power
Resource power stems from a
leader's control over important
resources, such as budgets,
materials, or technology. The
ability to allocate and manage
resources can be a significant
source of influence.
5. Relationship Power
Relationship power is based on
a leader's network and
connections within and outside TRAITS OF EFFECTIVE LEADERS
the organization.
1. VISION
6. Reward Power Effective leaders have a clear
Reward power is linked to a and compelling vision for the
leader's capacity to provide future
rewards, incentives, or positive
reinforcements to those they 2. COMMUNICATION
lead. It includes the ability to Strong communication skills are
grant promotions, bonuses, essential for leaders.
recognition, or other desirable
outcomes. 3. EMPATHY
Effective leaders understand
7. Connection Power and care about the needs,
Connection power is associated feelings, and perspectives of
with a leader's affiliation with or their team members.
membership in influential or
prestigious groups, 4. DECISIVENESS
organizations, or associations. Leaders are often required to
It can enhance a leader's make tough decisions.
credibility and influence.
5. INTEGRITY
THE NATURE OF LEADERSHIP Integrity is a foundational trait
LEADERSHIP may be referred to as "the of effective leaders.
process of influencing and supporting
others to work enthusiastically toward 6. RESILIENCE
achieving objectives." Leadership is Leadership can be challenging,
expected of any manager in charge of and effective leaders display
any unit or division. resilience.
7. ADAPTIBILITY and advocate for what they
Leaders must adapt to believe is right.
changing circumstances and be 13. HUMILITY 2. CONTINGENCY THEORY
open to new ideas and Humility is a valuable trait that This theory asserts that
approaches. allows leaders to acknowledge leadership effectiveness
their limitations, learn from depends on various situational
8. CONFIDENCE others, and admit when they factors, such as the leader's
Confidence in one's abilities are wrong. style, the task at hand, and the
and decisions are important for maturity of the team.
leadership. 14. OPTIMISM
A positive outlook and optimism 3. ADAPTIVE LEADERSHIP
9. ACCOUNTABILITY can be infectious. Effective MODEL
Effective leaders take leaders inspire hope and Adaptive leaders focus on
responsibility for their actions enthusiasm even in challenging addressing complex challenges
and decisions. situations. by mobilizing their teams to
adapt and thrive in changing
10. EMPOWERMENT 15. TEAM BUILDING environments.
Leaders empower their team Leaders excel at building and 4. VROOM-YETTON-JAGO
members by delegating fostering teamwork. They DECISION MODEL
responsibility and encouraging create a sense of unity and This model helps leaders
autonomy. collaboration among team determine the most appropriate
members. decision-making style
11. INNOVATION (autocratic, consultative, or
Leaders are often at the LEADERSHIP MODELS collaborative) based on the
forefront of change and situation and team dynamics.
innovation. 1. GREAT MAN THEORY
An early leadership theory that KINDS/ TYPES OF LEADERS
12. COURAGE suggests that leadership
Effective leaders have the qualities are innate and that 1. TRANSACTIONAL LEADERS
courage to take calculated great leaders are born, not Transactional leaders are task-
risks, challenge the status quo, made. oriented and focus on
managing and controlling tasks.
 They use a system of rewards inspire and influence others. 8. COACH-STYLE LEADERS
and punishments to motivate They often possess a strong Coach-style leaders focus on
team members and ensure that sense of purpose and vision. developing their team
work is completed according to 5. SITUATIONAL LEADERS members' skills and abilities.
established standards. Situational leaders adapt their They provide guidance,
leadership style based on the feedback, and mentorship to
2. TRANSFORMATIONAL specific situation or the help individuals reach their full
LEADERS readiness of their team potential.
Transformational leaders members. They may use
inspire and motivate their different styles, such as 9. BUREAUCRATIC LEADERS
teams through a compelling directing, coaching, supporting, Bureaucratic leaders adhere
vision of the future. They or delegating, depending on the strictly to rules, policies, and
encourage creativity, circumstances. procedures. They ensure that
innovation, and personal tasks are carried out according
growth among their followers, 6. CROSS-CULTURAL to established protocols.
often resulting in higher levels LEADERS
of commitment and Cross-cultural leaders have the 10. ADVISORY LEADERS
performance. ability to lead and manage Advisory leaders serve as
teams from diverse cultural trusted advisors and mentors to
3. SERVANT LEADERS backgrounds. They prioritize their teams. They provide
Servant leaders prioritize the cultural sensitivity, adaptability, guidance and expertise while
needs of their team members and intercultural communication empowering team members to
above their own. They focus on skills. make their own decisions.
serving and supporting their
team, emphasizing empathy, 7. ADAPTIVE LEADERS 11. STRATEGIC LEADERS
listening, and personal Adaptive leaders are flexible Strategic leaders have a strong
development. and responsive to change. focus on long-term planning
They believe that leadership and vision. They guide their
4. CHARISMATIC LEADERS approaches should evolve to organizations toward strategic
Charismatic leaders have a address complex challenges goals and navigate complex
magnetic personality and use and changing environments. challenges with a strategic
their charm and persuasion to mindset.

12. RESILIENT LEADERS
Resilient leaders are adept at
navigating adversity and
uncertainty. They remain
composed under pressure,
adapt to change, and help their
teams bounce back from
setbacks.
LEADERS ORIENTATION TOWARD
TASKS AND PEOPLE
EMPLOYEE ORIENTATION
A leader is said to be
employee-oriented when he
considers employees as human
beings of "intrinsic importance
and with individual and
personal need to satisfy.
TASK ORIENTATION
A leader is said to be task-
oriented if he places stress on
production and the technical
aspects of the job and the
employees are viewed as the
means of getting the work
done.
CONTROLLING
Controlling refers to the process of STEPS IN THE CONTROL PROCESS
ascertaining whether organizational
objectives have been achieved; if not, 1. ESTABLISHING
why not; and determining what activities PERFORMANCE
should then be taken to achieve OBJECTIVES AND
objectives better in the future. STANDARDS
Objectives and goals that are set at the  Sales targets - Which are
planning stage are verified as to expressed in quantity or
achievement or completion at any given monetary terms.
point in the organizing and implementing
stages. When expectations are not met at  Production targets - Which
scheduled dates, corrective measures are are expressed in quantity or
usually undertaken. quality.
IMPORTANCE OF CONTROLLING  Worker attendance - Which
When controlling is properly implemented, are expressed in terms of rate
it will help the organization achieve its of absences;
goal in the most efficient and effective
manner possible.  Safety record - Which are
expressed in number of
 Accomplishing Organizational accidents for given periods;
Goals
 Judging Accuracy of Standards  Supplies used - Which are
 Using resources effectively expressed in quantity or
 Improving Employee Motivation monetary terms for given
 Ensuring Order & Discipline periods.
 Facilitating Coordination in
Action 2. MEASURING ACTUAL
PERFORMANCE
 There is a need to measure RESULTS OF THE ongoing activities that are part
actual performance so that COMPARISONS of transformation process to
when shortcomings occur, The purpose of comparing ensure that they conform to
adjustments could be made. actual performance with the organizational standards.
The measuring tools will differ desired result is to provide Concurrent control is designed
from organization to management with the to ensure that employee work
organization, as each have opportunity to take corrective activities produce the correct
their own unique objectives. action when necessary. results.
Some firms will use annual  Hire additional
growth rate standard basis, personnel 3. FEEDBACK CONTROL
while other firms will use some  Use more This type of control focuses on
other tools like the market equipment the outputs of the organization
share approach and position in  Require overtime after transformation is
the industry. complete. Sometimes called
TYPES OF CONTROL post action or output control,
3. COMPARING ACTUAL 1. FEED FORWARD CONTROL fulfills a number of important
PERFORMANCE TO It is sometimes called functions. For one thing, it often
OBJECTIVES AND preliminary or preventive is used when feed forward and
STANDARDS controls, attempt to identify and concurrent controls are not
Once actual performance has prevent deviations in the feasible or are too costly.
been determined, this will be standards before they occur.
compared with what Feedforward controls focus on COMPONENT/ TYPES OF
organization seeks to achieve. human, material, and financial ORGANIZATIONAL CONTROL SYSTEM
Actual production output, for resources within the
instance, will be compared with organization. 1. STRATEGIC PLAN
the target output. A strategic plan provides the
2. CONCURRENT CONTROL basic control mechanism for the
4. TAKING NECESSARY Concurrent control takes place organization. When there are
ACTION BASED ON THE while an activity is in progress. indications that activities do not
It involves the regulation of facilitate the accomplishment of
 strategic goals, these activities
are either set aside, modified or
expanded. These corrective
measures are made possible
with the adoption of strategic
plans.
2. THE LONG-RANGE
FINANCIAL PLAN
The planning horizon differs
from company to company.
Most firms will be satisfied with
one year. Engineering firms,
will require longer term financial
plans. This is because of the
long head times needed for
capital projects.
3. THE OPERATING BUDGET
An operating budget indicates
the expenditures revenues, or
profits planned for some future
period regarding operations.
4. PERFORMANCE
APPRAISALS
Performance appraisals
measures employee
performance. Performance
appraisals also function as
effective checks on new
policies and programs.
5. STATISTICAL REPORTS
Statistical reports pertain to
those that contain data on
various development within the
firm.
6. POLICIES AND
PROCEDURES
Policies refer to the "the
framework within which the
objectives must be pursued”. A
procedure is a “plan that
describes the exact series of
actions to be taken in a given
situations”.
STRATEGIC CONTROL SYSTEM
To be able to assure the accomplishment
of the strategic objectives of the
company, strategic control systems
become necessary. These systems
consist of the following:
1. FINANCIAL ANALYSIS
The success of most
organizations depends heavily
on its financial performance. It
is just fitting that certain
measurements of financial
performance be made so that
whatever deviations from
standards are found out,
corrective actions may be
introduced.
2. FINANCIAL RATIO ANALYSIS
Financial ratio analysis is a
more elaborate approach used
in controlling activities. Under
this method, one account
appearing in the financial
statement is paired with
another to constitute a ratio.
The result will be compared
with a required norm which is
usually related to what other
companies in the industry have
achieved, or what the company
has achieved in the past
IDENTIFYING CONTROL PROBLEMS
Recognition the need for the control is
one thing, actually implementing it is
another. When operations become
complex, the engineer manager must
consider useful steps in controlling.
Kreitner mentions three approaches.
1. EXECUTIVE REALITY CHECK
Employees at the frontline often
complains that management
imposes certain requirements
that are not realistic.

2. COMPREHENSIVE INTERNAL
AUDIT
An internal audit is one
undertaken to determine the
efficiency and affectivity of the
activities of an organization.

3. GENERAL CHECKLIST OF
SYMPTOMS IF INADEQUATE
CONTROL
If a comprehensive internal
audit cannot be availed of for
some reason, the use of a
checklist for symptoms of
inadequate control may be
used.