LEADERSHIP

LEADERSHIP DEFINITION
 the process of guiding and directing the behavior of
people in the organization in order to achieve certain certain
objectives.

 is the element that convinces members of an organization

to behave in such manner that will facilitate the
accomplishment of the goals of the organization.
 Difference between
LEADERSHIP and MANAGEMENT
LEADERS MANAGERS
o are intuitive, more invisionary o are rational problem solvers

o are primarily concerned with results o are concerned with the efficiency of
results

o obtain their power from below o obtain their power from above

o perform other administrative function

such as planning, organizing, decision-
making, and communicating
 Kinds of Leadership

1. Formal Leadership
is the process of influencing others to pursue official
objectives.

Formal Leaders are vested with formal power.

They generally have a measure of legitimate power.
They rely on expedient combination of reward,
coercive, and expert power.
 Kinds of Leadership

2. Informal Leadership
is the process of influencing others to pursue
unofficial objectives.

Informal Leaders lack formal authority. Informal

leaders who are satisfied with their job re valuable
assets of the organization and when they are not, they
become liabilities.
Their power to motivate people can be used to
convince employees to cause harm to the
organization.
 Power and the Leader

The bases of power:

1. Position Power
is the power derived as a consequences of the leader’s
position.

2. Personal Power
is the power results from his personal characteristics.
 Types of Position Paper

1. Legitimate Power (also referred to as Authority)

- this power emanates from a person’s position is the
organization
- a manager is given the right by the orgnization to
influence or command certain individuals
The legitimate power vested in a person is characterized
by the following:
a. It is invested in a person’s operation.
b. It is accepted by subordinates.
c. Authority is used vertically.
 Types of Position Paper
2. Reward Power
- this power emanates from one’s ability to grant
rewards to those who comply with a command or
request.
- the leader’s capacity to provide promotions, money,
praise and other rewards influences the behavior of
subordinates
3. Coercive Power
- this power arises from the expectation of
subordinates that will be punished if they do not
confirm to the wishes of the leader.
 Types of POWER IN ORGANIZATIONS

TYPES OF
POWER

POSITION PERSONAL

LEGITIMATE EXPERT POWER

POWER

REFERENT
REWARD POWER POWER

COERCIVE
POWER
 Types of Personal Paper
1. Expert Power
- an expert who possess and can dispense valued
information generally exercise expert power over those
in need of each infromation.
- the expert power of leader depends on his
education, training and experience.
2. Referent Power
- this power refers to the ability of leaders to develop
followers from the strength of their own personalities.
- this power have personal magnetism, an air of
confidence and a passionate belief in objectives that
attract and hold followers.
 Theories about Leadership
1. Trait Theories
- trait theories of leadership consider leaders to possess a
common traits.
- placed emphasis on traits and had resulted in
determination of wide span of personal attributes such as
physical appearance, intelligence, and self-confidence.
• Average person who occupies a position of
leadership exceeds the number of his group to
some degree on the following factors:
1. Sociability
2. Persistence
3. Initiative
4. Knowing how to get things done
• Average person who occupies a position of
leadership exceeds the number of his group to
some degree on the following factors:
1. Sociability
2. Persistence
3. Initiative
4. Knowing how to get things done
5. Self-confidence
6. Alertness to and insight into situations
7. Cooperativeness
8. Popularity
9. Adaptability
10. Verbal Facility
• Characteristics of Good Leaders in common:
1. Extraversion
- individuals who like being round of people and are able to
assert themselves.
2. Conscientiousness
- individuals who are disciplined and keep commitments that
they make.
3. Openness
- individuals who are creative and flexible.
4. Emotional Intelligence
- individuals who able to understand and manage their
personal feelings and emotions, as well as their emotions
towards other individuals, events and objects
 Theories about Leadership

2. Behavioral Theories
- these theories propose that specific behaviors differentiate
leaders from nonleaders.

* FourTheories related to leadership behavior:

a. The Ohio State University studies
b. The University of Michigan studies
c. TheYukl studies
d. The Managerial Grid
 The Ohio State University studies
- the researches sought to identify independent dimensions of
leaders behavior.
- a questionnaire was administered in both industrial and
military settings to measure subordinates’ perception of their
superiors’ leadership behavior.
Two Dimensions:
1. Initiating Structure- a leader is likely to define his or her
role and those of employees in the search for goal attainment.
Leader with a high initiating structure tendency focuses on
goals and results.
2. Consideration- leader creates an environment of emotional
support, warmth, friendliness, and trust. The leaders behavior
is friendly and approachable.
 University of Michigan Studies

- making attempts to locate behavioral characteristics of

leaders that appeared to be related to measures of
performance effectiveness.

Effectiveness criteria used:

1. Productivity for work hour or other similar measures of the
organization’s success in achieving its production goals;
2. Job satisfaction of members of the organization;
3. Turnover, absenteeism, and grievance rates;
4. Costs;
5. Scrap loss; and
6. Employee and managerial motivation
Two distinct styles of Leadership:
1. Job-centered
- managers set tight work standards, organized tasks
carefully, prescribed the work methods to be followed
and supervised closely.
2. Employee-centered
- managers encouraged group members to participate
in goal setting and other work decisions, and helped to
ensure high performance by engendering trust and
mutual respect .

*Researches found out that the most productive work

groups tended to have leaders who were employee –
centered rather than job-centered.
 The Yukl studies
- Gary M. Yukl and his colleagues tried to seek
answers to specific behavior of leaders for varying situations.
•Nineteen behaviors:
1. Performance emphasis 10. Autonomy-Delegation
2. Consideration 11. Role Clarification
3. Praise-recognition 12. Goal Setting
4. Decision-participation 13. Information Dissemination
5. Training-Coaching 14. Planning
6. Problem-solving 15. Coordinating
7. Work Facilitation 16. Representation
8. Inspirations 17. Interaction Facilitation
9. Structuring reward 18. Conflict Management
contingencies 19. Criticism-Discipline
The Managerial Grid
- is a graphic portrayal of a two-dimensional view of
leadership developed by Robert Blake and Jane
Mouton.
- a manager’s concern for production and concern for
people.
- a grid was structured to contain two underlying
dimensions labeled Concern for Production and
Concern for People.
- the Managerial Grid proposes that there is a best
way to manage people, the way used by the 9,9
managers, who has 9 units of concern for production
and 9 units of concern for people.
 Theories about Leadership
2. Contingencies Theories
- successful leadership occurs when the leader’s style matches
the situation.

*Theories related to the situational approach to Leadership

1. Continuum of Leadership Behavior (Tannenbaum & Schmidt)
2. The Contingency Leadership Model (Fiedler)
3. The Path-Goal (House & Mitchell)
4. The Hershey-Blanchard Situational Leadership Theories
5. The Leader-Member Exchange Approach (Graen)
6. The Normative Decision Model (Vroom & Jago)
7. The Muczyk- Reimann Model
1. Continuum of Leadership Behavior
- developed by Robert Tannenbaum and Warren H. Schmidt.
- this model consists of seven alternative ways for managers to
approach decision making, depending on how much participation
they want to allow subordinates in the decision-making process.
1 2 3 4 5 6 7
Managers Managers Managers Manager Managers Manager Manager
makes ‘sells’ presents presents presents defines permits
decision decision ideas and tentative problems , limits, asks subordinat
and invites decision gets group to es to
announces questions subject to suggestion, make function
it. change makes decision within
decision limits
defined by
superior
 1. Continuum of Leadership Behavior

* Leader’s choices depends on three factors:

a. Forces in the manager- consists of the manager’s
background, knowledge, values and experience.

b. Forces in subordinates

c. Forces in the situation- the organization’s preferred style,

the specific work group, the nature of the group’s tasks, the
pressures of time, and environmental factors.
2. Contingency Leadership Model

- Developed by Fred Fiedler which proposes that effective

group performance depends on the proper match between
the leader’s style and the degree to which the situation
favors the leader.

- Least Preferred Coworker (LPC) Scale is an instrument

used to assess the degree of positive or negative feelings held
by a person toward someone with whom he or she is least
prefers to work.
 2. Contingency Leadership Model

* Favorable Leadership environment depends on 3 factors:

1. Leader-member relations refers to the degree of confidence,
trust and respect the followers have in their leader.
2. Tasks Structure refers to the extent to which the tasks the
followers are engaged in are structured. It is high when tasks is:
 What followers are supposed to do;
 How they will do it;
 When and in what sequence it is said to be done; and
 What decision options they have.
3. Position Paper refers to the power inherent in the leadership
position. Greater authority means greater position power.
 3. Path-Goal Model

- Developed by Robert House and Terrence Mitchell that

states that the leader’s job is to create a work environment
through structure, support, and rewards that helps
employees reach the organization’s goals.

* Two major roles involved are:

a. The creation of a good orientation; and
b. The improvement of the path toward the goals so that they
will be obtained.
 Path-Goal Model Process

Leader identifies Appropriate goals Leader connects

employee needs are established rewards with goals

Leader provides
Both employees and
assistance on
organizations are
employee path
better able to reach
toward goals
their goals

Effective Employees become

performance satisfied and motivated,
occurs and they accept the
leader
 3. Path-Goal Model

* House and Mitchell identified four leadership behaviors:

a. Directive Leader lets the followers know what is expected of
them, schedules work to be done, and gives specific guidance as
to how to accomplish tasks.
b. Supportive Leader is friendly and shows concern for the
need of followers.
c. Participative Leader consults with followers and uses their
suggestions before making a decision.
d. Achievement-Oriented Leader sets challenging goals and
expects followers to perform at their highest level.

*Leaders are flexible and any of them can display any or all of these
behavior depending on circumstances.
 4. Hershey-Blanchard Situational Leadership

- developed by Paul Hershey and Kenneth Blanchard.

- the Situational Leadership Theory (SLT) suggests that a
leader’s style should be determined by matching it with the
maturity level or readiness of each subordinate.
*Readiness consists of two concerns:
a. Job readiness (or task competence)
b. Psychological readiness (or commitment)
*Subordinates may be classified as follows:
a.Those with low competence and low commitment
b.Those with low competence but with high commitment
c.Those with high competence but with low commitment
d.Those with high competence and high commitment
 4. Hershey-Blanchard Situational Leadership

* Four Leadership Styles

i. Directing Style is best for low follower readiness. Defines roles
for people who are unable and unwilling to take responsibility;
it eliminates any insecurity about the tasks that must be done.
ii. Coaching Style is best for low to moderate follower readiness.
It offers both task direction and support for people.
iii. Supporting Style is best for moderate to high follow readiness.
They are able but unwilling followers.
iv. Delegating Style is best for high readiness. It provides little in
terms of direction and support for the task at hand; it allows
able and willing followers to take responsibility for what needs
to be done.
5. Leader-Member Exchange Approach

- Developed by George Graen and his associates which

recognizes that leaders develop unique working relationships
with each group member.
- Leaders and followers exchange information, resources, and
role expectations that determine the quality of their
interpersonal relationships.
- In-group members have attitudes and values similar to
those of the leader and interact frequently with the leader.
- Out-group members are treated in accordance with a
more formal understanding of supervisor-subordinate
relations.
 6. Normative Decision Model

- Is also known as “the leader participation model” and

“decision making model of leadership”.
- Developed by Victor and PhilipYetton.
- Revised byVroom and Arthur Jago.
- This model views leadership as a decision making process in
which the leader examines certain factors within the
situation to determine which decision making style will be
most effective.
 6. Normative Decision Model

*Five Decision Making Styles

i. Autocratic I- the leader individually solves the problem
using the information already available.
ii. Autocratic II- the leader obtains data from subordinates and
then decides.
iii. Consultative I- the leader explains the problem to individual
subordinates and obtains ideas from each before deciding.
iv. Consultative II- the leader meets with group of subordinates
to share the problem and obtain inputs, and then decides.
v. Group II- the leader shares problem with group and
facilitates a discussion of alternatives aiming to reach a
group agreement on a solution.
 6. Normative Decision Model

*The Normative Decision Model is based on the assumptions

that:
i. The leader can accurately classify problems according to the
criteria offered.
ii. The leader is able and willing to adapt his or her leadership
style to fit the contingency condition he or she faces.
iii. The leader is willing to use a rather complex model.
iv. The employee will accept the legitimacy of different styles
being used for different problems, as well as the validity of
the leader’s classification of the situation at hand.
 7. Muczyk-Reimann Model

- Was developed by Jan P. Muczyk and Bernard C. Reimann

- It suggests that “participation” behavior is concerned with
the degree to which subordinates are allowed to be involved
in decision making .
- It is separated from “direction” which is viewed as the degree
of supervision exercised in the execution of tasks associated
with carrying out the decision.
- Muczyk and Reimann propose that leaders should be
allowed to adapt to different situations.
 7. Muczyk-Reimann Model

• Four Leadership Styles:

i. Directive Autocrat- leader makes decisions unilaterlly and
closely supervises the activities of subordinates.
ii. Permissive Autocrat- leader makes decision unilaterally but
allows subordinates a great deal of latitude in execution.
iii. Directive Democrat- leader wants full participation but
closely supervises subordinate activity.
iv. Permissive Democrat- leader allows high participation in
decision making and in execution.

*Muczyk and Reimann maintains that there are situations that

would be right for each of the leadership styles they
presented.