LESSON 7.

B
 LESSON 7.B

DR.
DR. MARIO
MARIO S.
S. FETALVER,
FETALVER, JR.
JR.
Professor
Professor
Leadership is the process of influencing
and supporting others to work
enthusiastically toward achieving
objectives. It is the critical factors that
help individual or a group identify its
goals in achieving the stated goals. The
three important elements in the definition
are influence/ support, voluntary effort,
and goal achievement.
The leadership process is similar in
effect to that of the secret chemical
that turns a caterpillar into a
butterfly with all the beauty that was
the caterpillar's potential.

Leadership, then, is the catalyst

that transforms potential into reality.
Leadership is a significant
dimension in any organization.
As an organization it fulfills its
functions through management.
It means that managers or
leaders are expected to perform
the following functions/ task :
 •Leaders work with people and
through other people
•Leaders are responsible and
accountable
•leaders balance competing goals
and set pt6rities
•leaders must think analytically and
conceptually
 •Leaders are mediators
•Leaders are politicians
•Leaders are symbols
•leaders are diplomats; and
•Leaders make difficult
decisions
 LEADERSHIP PROCESS

Group
Influence

Followers To achieve
Leader
Motivate Personal
Objectives
Management and Leadership

Leadership is an important part of

management, but it is not the whole
story. The primary role of a leader is
to influence others to voluntarily seek
defined objectives (Preferably with
enthusiasm).
 Management and Leadership
Write C if the concept is correct and NC if it is not correct.
1. Distributed leadership is characterized as a form of collective leadership
in which teachers develop expertise by working collaboratively.
2. Distributed leadership means multiple sources of guidance and direction.
3. Distributed leadership equates with maximizing the human capacity
within the organizations.
4. If reforms are to improve learning for all students, principals must find
and implement meaningful curriculum and effective instructional
program.
5. Effective principals do not just sting together a series of individual
actions, but systematically distributes leadership by building it into the
fabric of school life.
6. It is helpful to know the factors affecting the individuality of teachers.
7. The extrinsic rewards are often the only element in a job.
8. The intrinsic rewards are controlled by the principals.
9. Communication is often formal is classical leadership.
10. Leadership is identified by the quality of pupils` interaction rather than
position.
Traits of Effective Leaders
People have been concerned about
the natures of leadership since the
beginning of history. Early research
tried to identify the traits-physical,
intellectual, or personality
characteristics – that differed
between leaders and nonleaders or
between or unsuccessful leaders.
Leadership Traits
Leadership behavior refers
to the actions or reactions,
usually in relation to the
environment. Behavior can
be conscious or
unconscious, overt or covert
and voluntary or involuntary.
Leadership Behavior
Situational Flexibility

Successful leadership requires

behavior that unites and
stimulates followers toward
defined objectives in specific
situations.
Three elements to consider
1. leader
2. followers
3. situation
 Followership

With few exceptions, leaders in

organization are also followers.
They nearly always report to
someone else.
Followership behaviors include

1. Not competing with the leader to be

in the limelight
2. Being loyal and supportive, a team
player
3. Not being a "yes person' who
automatically agrees
4. Acting as a devil's advocate by
raising penetrating questions
5. Constructively confronting the
leaders ideas, values, and actions
6. Anticipating potential problems and
preventing them
Behavioral Approaches to
Leadership Style

The total pattern of explicit and

implicit leaders’ action as seen by
employees is called leadership
style. It represents a consistent
combination of philosophy, skills,
traits, and attitudes that are exhibited
in a person’s behavior.
Professor Bob Quinn suggests that leaders
often act from their normal state, using learned
behaviors that have worked for them in the
past as well as emulating the styles of others
which have been successful. Crises, however,
challenge managers to rise to new heights and
display their fundamental state leadership.
This involves moving from being:

1. Comfort – centered to result – centered

2. Externally directed to internally directed
3. Self – focused to other – focused
4. internally closed to externally open
Positive and Negative Leaders
Leaders approach people to motivate
them in many ways. If the approach
emphasizes rewards – economic or
otherwise – the leader uses positive
leadership.
If emphasis is placed on threats,
fear, harshness, and penalties, the
leader is applying negative
leadership.
Kinds of Leaders and Participated
Leaders
The way in which a leader uses power
also establishes a type of style. Each
style – a. autocratic, b. consultative, and
c. participative – has its benefits and
limitations.
Leader Use of Consideration and
Structure
Two different leadership styles a.
consideration and b. structure
Blake and
Mouton’s
Managerial
Grid
Robert R. Blake
and Jane S.
Mouton
developed the
managerial
grid as a tool
identifying a
managers’ own
style.
Contingency Approaches to
Leadership Style

The positive, participative, considerate

leadership style is not always best style
to use. At times there are exceptions,
and the prime need for leaders is to
identify when to use a different style. A
number of models have been developed
that explain these exceptions, and they
are called contingency approaches.
 Fiedler’s Contingency Model
Contingency model, Leader – member relations,
Task structure, and Leader position power
Research Results as Applied to Fiedler’s Contingency Model of Leadership
Hersey and Blanchard‘s Situational Leadership Model
Situational leadership and Development level
Path – goal leadership
The two major roles involved are:
create a goal orientation to improve the path toward the
goals so that they will be attained.
Leadership Styles. According to
path – goal theory, the leader’s roles
are to help employees understand
what needs to be done (the goal) and
how to do it (the path).

1. Directive leadership
2. Supportive leadership
3. Achievement
4. Participative leadership
Vroom’s Decision – Making Model

A useful decision – making model for selecting

various degrees of leadership style (autocratic
to participative) was developed by V.H.V. room
and others.

Problem Attributes
 Leadership options
 Autocratic I
 Autocratic II
 Consultative I
 Consultative II
 Group II
Emerging Approaches to Leadership
Similarities across Leadership Models
Model University of Michigan

Substitute and Enhances for Leadership

substitute for leadership
enhances for leadership

Self-Leadership and Super leadership

`Self – leadership this process has two thrust: leading
one self to perform naturally motivating tasks and
managing one to do work that is required but not
naturally rewarding.
Super leadership begins with a set of positive beliefs
about workers, such as those in Theory Y. it requires
practicing self – leadership and modeling it for others to
see.
Coaching
A rapidly emerging metaphor for
the leader is that of a coach.
Borrowed and adapted from that
sports domain, coaching means that
the leader prepares, guides, and
directs a “player” but does not play
the game.

1. Improving their interaction style

2. Dealing more effectively with change
3. Developing their listening and
speaking skills
Other Approaches
Two other perspectives on
leadership deserve
mention.
a. visionary leaders
b. Transformational leadership
End of Presentation