What Managing is?

LEADING and MANAGING

“Manager is not necessarily a leader”

Many managers find themselves in their positions because
of exemplorary performance in “follower” positions, or
even due to longevity and loyalty to their enterprises.
Whether this is in fact or not, the managers in leadership
positions have ample oppurtunity to build their leadership
character traits.
A sample differentiation of
MANAGERS and LEADERS

LEADERS MANAGERS
Orchestrate important Deal with day-to-day
change effectively. organization complexities.

Create a vision and direct Engage in planning and

path toward the vision. budgeting routines.

Empower and motivate Structure the organization.

personnel.
Leaders must possess certain character traits and
virtues found to be requisite in the performance
of the management functions.

The United States Army, considered a bastion of courage

and derring-do, listed leadership traits found to be
desirable for it’s organizational constituents, as follows:
• Integrity
• Maturity • Justice • Creativity
• Will • Self-improvement • Bearing
• Self- confidence
• Discipline • Endurance • Assertiveness • Humility
• Flexibility • Decisiveness • Emphathy • Tact
• Sense of Humor
• Coolness under Stress
• Initiative
 There is a general conviction that
people are naturally good, and conduct
themselves according to the law.
In the Obligations and Contracts
book, Feliciano (2000) broadly defines
law to induce physical, natural, moral,
divine, and state law.
Natural Laws

Laws of conscience & considered

universal to men
Conscience conducts their
behaivior.
• A well-known leadership training model developed
to help managers sale their performance or
maintenance orientation in the workplace.
• Performance orientation or concern for production
is plotted in the x-axis or Horizontal line; while
• Maintenance orientation or concern for people is
plotted in the y-axis or vertical line.
 The grid explains five management or
leadership orientations, as follows:
1. Impoverished Management (1,1), ranking low concern
for people, and low concern for production
2. Country Club Management (1,9), rating low concern for
production and high concern for people
3.Middle of the Road Management (5,5), showing balanced
concern for management and people
4.Team Management (9,9), ranking high concern for
production and people, and
5. Authority-Compliance Management (9,1), rating
low concern for people and high concern for
production
MOTIVATIONAL THEORIES

Maslow’s Hierarchy of Needs

Alderfer’s ERG Theory
McClelland’s Acquired Needs Theory
 Self-
Actualization

Esteem

Love/Belonging

Safety

Physiological
1.Physiological needs- food, water, sex, and shelter;
2.Safety and Security- protection against threat and
deprivation;
3.Social Needs- friendship, affection, belonging and
love;
4.Ego- independence, achievement, freedom, status,
recognotion, and self-esteem; and
5.Self-actualization- realizing one’s full potential,
becoming everything one capable of being
 The theory specifies that people
satisfy their physiological needs first,
then proceed to gratify their safety and
security needs, then social, ego, and
then self-actualization. Once a set of
needs is satisfied, it is no longer
considered a potent motivator.
 The key needs for managers, according to
McClelland, are achievement, affiliation, and power
needs. Achievement means an orientation toward
success and goal realization. Affiliation reflects a
strong wish to be liked, while power refers to the
need to persuade or be in command of other people.
 The need theories have been used in job
design, training needs, and empowerment advances
by managers and leaders of diverse industries.
McClelland’s Acquired
Needs Theory Need for Which needs make
Achievement the best manager?

Personal
Power
Need for Need for
Power Affiliation
Institutional
Power
TYPES OF LEADERSHIP
STYLES
1. Democratic Leadership
2. Autocratic Leadership
3. Laissez-Faire Leadership
4. Strategic Leadership
5. Transformational Leadership
6. Transactional Leadership
7. Coach-Style Leadership
 Democratic Leadership
Commonly Effective
Democratic leadership is exactly what it sounds like -- the
leader makes decisions based on the input of each team
member. Although he or she makes the final call, each
employee has an equal say on a project's direction.
Democratic leadership is one of the most effective
leadership styles because it allows lower-level employees to
exercise authority they'll need to use wisely in future positions
they might hold. It also resembles how decisions can be made in
company board meetings.
 Autocratic Leadership
Rarely Effective
Autocratic leadership is the inverse of
democratic leadership. In this leadership style, the
leader makes decisions without taking input from
anyone who reports to them. Employees are neither
considered nor consulted prior to a direction, and
are expected to adhere to the decision at a time and
pace stipulated by the leader.
 Laissez-Faire Leadership
Sometimes Effective
If you remember your high-school French,
you'll accurately assume that laissez-faire
leadership is the least intrusive form of leadership.
The French term "laissez faire" literally translates
to "let them do," and leaders who embrace it afford
nearly all authority to their employees.
 Strategic Leadership
Commonly Effective
Strategic leaders sit at the intersection between
a company's main operations and its growth
opportunities. He or she accepts the burden of
executive interests while ensuring that current
working conditions remain stable for everyone else.
 Transformational Leadership
Sometimes Effective
Transformational leadership is always
"transforming" and improving upon the company's
conventions. Employees might have a basic set of
tasks and goals that they complete every week or
month, but the leader is constantly pushing them
outside of their comfort zone.
 Transactional Leadership
Sometimes Effective
Transactional leaders are fairly common today.
These managers reward their employees for
precisely the work they do. A marketing team that
receives a scheduled bonus for helping generate a
certain number of leads by the end of the quarter is
a common example of transactional leadership.
 Coach-Style Leadership
Commonly Effective
Similarly to a sports team's coach, this leader
focuses on identifying and nurturing the
individual strengths of each member on his or her
team. They also focus on strategies that will
enable their team work better together. This style
offers strong similarities to strategic and
democratic leadership, but puts more emphasis on
the growth and success of individual employees.
 Bureaucratic Leadership
Rarely Effective
Bureaucratic leaders go by the books. This
style of leadership might listen and consider the
input of employees -- unlike autocratic leadership
-- but the leader tends to reject an employee's
input if it conflicts with company policy or past
practices.
Communication applies to all management
functions and its general purpose for
the organization to bring positive
changes that influences activities
leading to the firm’s welfare.
Prepared and Submitted by:
GROUP 5 11 MAXWELL
Ma. Antonnette G. Gilos
Leah Mae Sabandal
Debbie Lou Tangag
Chloe Jahzeel Diez
Reymar Sillades
Rhealyn Pinola
Jessa Cugal
Clarissa Sobiono