Leadership

KRISMAR D. TIBAY
Topics to be Discussed:
➢ What is Leadership?

➢ Leadership vs. Management

➢ Contemporary Leadership

➢ Leadership Traits

➢ Leadership Behavioral Approaches

➢ Leader-Follower Relationship Approaches

➢ Charismatic and Transformational Leadership

➢ Post-pandemic Leadership
What is leadership?
It is defined as “the ability to influence people toward the
attainment of goals.” It is also about creating an
environment where people feel valued, respected, and
empowered to contribute their ideas and talents to achieve
mutual success.

NATURE OF LEADERSHIP
➢ Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from
administrative paper shuffling or problem-solving.

➢ Being a leader can be more powerful than being a 'boss’.

➢ Leadership has three aspects - people, influence, and

goals. Leadership occurs among people, involves the use
of influence, and is used to attain goals.
 Management versus Leadership

Management promotes stability, order Leadership promotes vision,

and problem solving within the existing creativity and change.
organizational structure and system.
• Managers should
Manager Qualities: develop a balance of Leader Qualities:
• MIND both manager and • SOUL
• Rational leader qualities. • Visionary
• Consulting • Passionate
• Leadership cannot
• Persistent • Creative
replace management;
• Problem solving • Flexible
it should be in addition
• Tough-minded • Inspiring
to management.
• Analytical • Innovative
• Structured • Courageous
• Deliberate • Imaginative
• Authoritative • Experimental
• Stabilizing • Initiates change
• Position power • Personal power
 Contemporary Leadership
• This modern leadership times also known as Postheroic Approach that focuses on the subtle, unseen, and often
unrewarded acts that good leaders perform, rather than on the grand accomplishment of celebrated business heroes.
Its major characteristic is humility.

Re Level 5 Leadership Interactive Leadership

• Builds enduring greatness through a paradoxical blend • Focuses on minimizing personal ambition and developing
of personal humility and professional will. others.

• Leaders are often shy and unpretentious.
• Leaders give credit for successes to other people. Citing
his/her great colleagues, successors, and predecessors
as the reason for the accomplishments.
• Leaders want everyone to develop to their fullest
potential.
• Leaders favor a consensual and collaborative process, and
influence derives from relationships rather than position
power and formal authority.
• Leaders delegate tasks and authority to others and help them
to be more effective.
• Leaders have personal contact with people and let them
appreciate.
Leadership Traits: Personal Characteristics of Leaders
Physical Characteristics Personality Work-Related Characteristics

• Energy • Self-confidence • Achievement drive

• Physical Stamina • Honesty and integrity • Desire to excel
• Enthusiasm • Conscientiousness in pursuit
• Desire to Lead of goals
• Independence • Persistence against obstacles

Intelligence and Ability Social Characteristics Social Background

• Intelligence • Sociability • Education

• Cognitive ability • Interpersonal skills • Mobility
• Knowledge • Cooperativeness
• Judgement • Ability to enlist cooperation
• Decisiveness • Tact, diplomacy
 Leadership Behavioral Approaches
Re Research Programs Task-oriented Behavior People-oriented Behavior
• Ohio State Studies. They • Initiating Structure is the degree of • Consideration falls in the category of
identified two major behaviors: task behavior, that is, the extent to people-oriented behavior and is the
consideration and initiating which the leader is task oriented and extent to which the leader is mindful of
structure directs subordinate work activities subordinates, respects their ideas and
toward goal attainment. feelings, ad establishes mutual trust.

• Michigan Studies. They took • Job-centered leaders (less-effective • Employee-centered leaders (most-
different approach by comparing leaders) tended to be less concerned effective leaders) were those who
the behavior of effective and with goal achievement and human focused on the subordinates’ human
ineffective leaders. needs. need to build effective work groups with
high performance goals.

• Texas Studies. They proposed two-dimensional theory called managerial grid, which was later restated by Robert Blake and Anne Adams
McCanse as the Leadership Grid. (To be further discussed on the next slide).
The Leadership Grid
1 Team Management (9,9)
If often considered as the most effective style and is
recommended for leaders because organization
members work together to accomplish tasks.

2 Country Club Management (1,9)

It occurs when primary emphasis is given to people
rather than to work outputs.

3 Authority-Compliance Management (9,1)

It occurs when efficiency in operations is the dominant
orientation.

4 Middle-of-the-Road Management (5,5)

It reflects a moderate amount of concern for both
people and production.

5 Impoverished Management (1,1)

It means the absence of a management philosophy;
managers exert little effort toward interpersonal
relationships or work accomplishment.
Contingency Approaches:
Leader-Follower Relationship
1 Hershey and Blanchard’s Situational Theory
It focuses a great deal of attention on the characteristics of followers in
determining appropriate leadership behavior. The point of this theory is
that subordinates vary in readiness level.

2 Feidler’s Contingency Theory

It considered a person’s leadership style to be relatively fixed and difficult
to change; therefore, the basic idea is to match the leader’s style with the
situation most favorable for his or her effectiveness.

3 Substitutes-for-Leadership
It suggests that situational variables can be so powerful that they
substitute for or neutralize the need for leadership. This approach
outlines those organizational settings in which a leadership style is
unimportant or unnecessary.
 Hersey and Blanchard’s Situational
Theory of Leadership

S3 Participating S2 Selling/ Coaching

It is based on the combination of high concern
for people and relationships and low concern
for production tasks. The leader shares ideas
with subordinates, gives them a chance to
participate, and facilitate decision making.
It is based on a high concern for both people
and tasks. With this approach, the leader
explains decisions and gives subordinates a
chance to ask questions and gain clarity and
understanding about work tasks.

S4 Delegating S1 Telling/ Directing

It reflects a low concern for both relationships It reflects a high concern for tasks and a low
and tasks. This leader style provides little concern for people and relationships. This
direction and little support because the leader highly directive style involves giving explicit
turns over responsibility for decisions and directions about how tasks should be
their implementation to subordinates. accomplished.
Fiedler’s Contingency Theory:
Matching Leader Style to the Situation

Task-oriented leader
Performance

Relationship-oriented leader

KEY POINTS:
• The suitability of a person’s leadership style is determined by whether the situation is favorable
and unfavorable to the leader in terms of three elements.
• Task-oriented leaders are more effective when the situation is either highly favorable or
highly unfavorable . While relationship-oriented leaders are more effective in situations of
moderate favorability.
Substitutes and Neutralizers for
Leadership

KEY POINTS:
• Situational variables can be so powerful that they substitute for or neutralize the need for
leadership.
• A substitute for leadership makes the leadership style unnecessary or redundant. A
neutralizer counteracts the leadership style and prevents the leader from displaying a certain
behaviors.
• When followers are highly professional and experienced, both leadership styles are less
important. People do not need much direction or consideration.
 Charismatic Transformational
Leadership Leadership
Has the ability to inspire and motivate people to do more than they This refers to a leadership style that focuses on a leader's ability to

would normally do, despite obstacles and personal sacrifices. motivate and inspire employees to make “changes” for the benefit of the

• The impact of charismatic leaders is normally from: organization.

• Stating a lofty vision of an imagined future that the employees • Transformational leaders typically:

identify with • Inspire followers not just to believe in the leader personally, but to

• Displaying an ability to understand and empathize with believe in their own potential.

followers • Has the ability to lead changes in the organization’s mission,

• Empowering and trusting subordinates to accomplish results strategy, structure, and culture.

• Emotionally stable and positively engaged with the world around

• But it can be used for self-serving purposes that lead to deception, them

manipulation, and exploitation of others. • Have a strong ability to recognize and understand other’s emotions

• Example leaders are Mother Theresa, Alexander the Great, Oprah

Winfrey, and Osama Bin Laden.

 Six Leadership Paradoxes for the
Post-Pandemic Era
1Re Strategic Executor 4Re Traditioned Innovator
• Leaders who want to succeed in this complex and fast • Leaders need to innovate and try out new things —
paced business environment need to have clarity about faster than at any time before within the guardrails
what the new world will look like and what their consistent with the company’s purpose.
company’s place in that world is going to be.

2Re Humble Hero 5Re High-Integrity Leader

• Leaders need to have the humility to acknowledge what • Leaders need to make compromises, be flexible in
they don’t know and to bring on board people with tweaking their approach and go one step back to be
potentially very different skills, backgrounds, and able to move two steps forward.
capabilities.

3Re Tech-Savvy Humanist 6Re Globally-Minded Localist

• Leaders who understand how technology impacts • Leaders in the digital age also need to be deeply aware
people’s lives and they need to help their people adapt of and responsive to the situation and preferences of
to and adopt the many changes that technology will individual customers and to the local communities and
enforce. ecosystems in which they operate.
Thank you.