Leadership

and
organizationa
l process
 Leader
versus
Leadership
 leader
 Leaders are people who take charge of or guide the activities of others.
They are often seen as the focus or orchestrater of group activity, the
people who set the tone of the group so that it can move forward to attain
its goals.

 Leaders provide the group with what is required to fulfill its maintenance
and task-related needs.

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 leader
 A leader is someone who can see how things can be improved and who rallies people to
move toward that better vision.
 Leaders can work toward making their vision a reality while putting people first. Just being
able to motivate people isn’t enough.
 Leaders need to be empathetic and connect with people to be successful.
 Leaders don’t have to come from the same background or follow the same path.
 Future leaders will actually be more diverse, which brings a variety of perspectives. Of
course, other people could disagree with my definition. The most important thing is that
organizations are united internally with their definition of leadership.

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 Leadership
✗ Leadership is a process, a complex and dynamic
exchange relationship built over time between leader
and follower and between leader and the group of
followers who depend on each other to attain a mutually
desired goal.
-Hollander & Julian, 1969.

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Difference
between
Leader and
Leadership
 Leaders vs
leadership
Person versus Process
 A leader implements his  Leadership is a continuous process
personal agenda as well centered on the interactions
as the organizational between leaders and followers,
agenda which often determine the success
of the leaders’ mission
  Leaders’ personalities,
therefore, are also
paramount  Influencing the group to help it
reach its goal and can involve
 including specific traits of the more than one individual
transformational leader: extraversion,
agreeableness, conscientiousness,
emotional adjustment and openness to
experience.

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Leadership
process
 Leadership process
✗ The leadership process is a complex, interactive, and dynamic working relationship
between leader and followers. This working relationship, built over time, is directed
toward fulfilling the group’s maintenance and task needs. Part of the process consists of an
exchange relationship between the leader and follower. The leader provides a resource
directed toward fulfilling the group’s needs, and the group gives compliance, recognition,
and esteem to the leader. To the extent that leadership is the exercise of influence, part of the
leadership process is captured by the surrender of power by the followers and the exercise of
influence over the followers by the leader.
-Hollander & Julian, 1969.

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Leadership process
“The nature of the leadership
process varies substantially
depending on the leader, the
followers, and the situation and
context. Thus, leadership is the
function of an interaction between the
leader, the follower, and the context.”

Hollander & Julian, 1969. 10

Leadership process
LEADER

-who take charge of or guide the

activities of others.
-”orchestrater” of group activity.
-provide the group with what is
required to fulfill its maintenance
needs and task-related needs.

Hollander & Julian, 1969. 11

Leadership process
FOLLOWERS

-the most critical factor in any

leadership event.
-who perceives the situation and comes to
define the needs that the leader must
fulfill.
-The strength of the follower’s self-
concept has also been linked to the
leadership process. (Self-Esteem)

Hollander & Julian, 1969. 12

Leadership process
CONTEXT

-Situations that surrounds the leader and

the followers.
-These factors create different contexts
within which leadership unfolds, and each
factor places a different set of needs and
demands on the leader and on the
followers.

Hollander & Julian, 1969. 13

Leadership process
CONSEQUENCES

-A number of outcomes or
consequences of the leadership
process unfold between leader,
follower, and situation.
-”Have the group’s maintenance needs
been fulfilled?”
-”Have the group’s task needs been met?”

Hollander & Julian, 1969. 14

Leadership process
“The nature of the leadership
process varies substantially
depending on the leader, the
followers, and the situation and
context. Thus, leadership is the
function of an interaction between the
leader, the follower, and the context.”

Hollander & Julian, 1969. 15

Power and
Decision
Making
 Power
✗ Is an ability to control and prevent an action or act to be happen or not.

✗ Power is different from right as in there is no responsibility attached to

it and has ability to make decision.

✗ In an organization there exist different types of power in an

organization or business which reflects the nature of organization.

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Categories of Power
✗ Coercive Power

✗ Reward Power

✗ Legitimate Power

✗ Referent Power

✗ Expert Power

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Coercive Power
✗ Coercive power is the ability of a manager to
force an employee to follow an order by
threatening the employee with punishment if
the employee does not comply with the order.
The most important concept to understand
about coercive power is that it uses the
application of force.

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Reward Power
✗ Reward power is conveyed
through rewarding individuals for compliance
with one's wishes. This may be done through
giving bonuses, raises, a promotion, extra
time off from work, etc. For example, the
supervisor who provides employees comp
time when they meet an objective she sets for
a project.

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Legitimate Power
✗ Legitimate power is power you derive
from your formal position or office
held in the organization's hierarchy
of authority. For example, the president
of a corporation has
certain powers because of the office he
holds in the corporation.

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Referent Power
✗ Referent power is defined as the ability
of a leader in influence a follower
because of the follower's admiration,
respect, or identification with the leader.
Another way to define this power is that
a follower will refer to what they think
their leader would do and do the same.

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Expert Power
✗ Expert power is the perception
that a certain person has an
elevated level of knowledge or a
specific skill set that others in an
organization don't have. This
perception leads to more
influence within
the expert's place of work

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 Decision making
✗ is the process of making choices by identifying a decision, gathering information, and
assessing alternative resolutions. Using a step-by-step decision-making process can help
you make more deliberate, thoughtful decisions by organizing relevant information and
defining alternatives.

✗ Is important to be taken for effectively run activities of organization, is make the impact on
the organizational growth. In an organizational different key person take decisions for
proper running of organizational activities.

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 7 Decision
Making
Process Steps
1. Identify the Decision
✗ To make a decision, you must first identify the problem
you need to solve or the question you need to answer.
Clearly define your decision. If you misidentify the
problem to solve, or if the problem you’ve chosen is too
broad, you’ll knock the decision train off the track
before it even leaves the station.

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2. Gather Relevant
Information
✗ Once you have identified your decision, it’s time to gather
the information relevant to that choice. Do an internal
assessment, seeing where your organization has succeeded
and failed in areas related to your decision. 

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 3. Identify the alternatives
✗ With relevant information now at your fingertips, identify possible
solutions to your problem. There is usually more than one option to
consider when trying to meet a goal—for example, if your company is
trying to gain more engagement on social media, your alternatives
could include paid social advertisements, a change in your organic
social media strategy, or a combination of the two.

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 4. Weigh the evidence
✗ Once you have identified multiple alternatives, weigh the evidence for
or against said alternatives. See what companies have done in the past
to succeed in these areas, and take a good hard look at your own
organization’s wins and losses. Identify potential pitfalls for each of
your alternatives, and weigh those against the possible rewards.

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 5. Choose among alternatives
✗ Here is the part of the decision-making process where you, you know,
make the decision. Hopefully, you’ve identified and clarified what
decision needs to be made, gathered all relevant information, and
developed and considered the potential paths to take. You are perfectly
prepared to choose.

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 6. Take action
✗ Once you’ve made your decision, act on it! Develop a plan
to make your decision tangible and achievable. Develop a
project plan related to your decision, and then set the team
loose on their tasks once the plan is in place.

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7. Review your decision
✗ After a predetermined amount of time—which you defined in step one of
the decision-making process—take an honest look back at your decision.
Did you solve the problem? Did you answer the question? Did you meet
your goals?

✗ If so, take note of what worked for future reference. If not, learn from
your mistakes as you begin the decision-making process again.

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Types of
Decision
Making
Management Decision
✗ Management decision is defined as “the
evaluation by the management of an
establishment of the findings and
recommendations included in an audit report
and the issuance of a
final decision by management concerning its
response to such findings and
recommendations, including actions
concluded to be necessary

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Financial Decision
✗ Financial decision is a process
which is responsible for all
the decisions related with liabilities
and stockholder's equity of the
company as well as the issuance of
bonds.

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Human Resource Decision
✗ Human resource decision making
entails finding the most effective
ways of investing in people. It
involves determining where to use
money and resources in order to
enhance business and employee
performance.

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Thank you
and God
Bless!!

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