Functions of Management

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 LEADING

Leading is that management function which

“involves influencing others to engage in the work
behaviors necessary to reach organizational
goals.” The definition indicates that a person or
group of persons tasked with managing a group
must assume the role performed by leaders.

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HOW LEADERS INFLUENCE OTHERS
BASES OF POWER
The power possessed by leaders may be
classified according to various bases. They are as
follows:
1. legitimate power
2. reward power
3. coercive power
4. referent power
5. expert power
LEGITIMATE POWER
A person who occupies a higher position has
legitimate power over persons in lower positions
within the organization. A supervisor, for instance,
can issue orders to the workers in his unit.
Compliance can be expected.

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REWARD POWER
When a person has the ability to give rewards to
anybody who follows orders or requests.

Rewards may be classified into two forms:

1. Material rewards - refer to money or other tangible
benefits like cars, house and lot
2. Psychic rewards - consist of recognition, praises
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COERCIVE POWER
When a person compels another to comply with
orders through threats or punishment. Punishment
may take the form of demotion, dismissal,
withholding of promotion.

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REFERENT POWER
When a person can get compliance from
another because the latter would want to be
identified with the former

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EXPERT POWER
Experts provide specialized information
regarding their specific lines of expertise. This
influence, called expert power, is possessed by
people with great skills in technology.

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THE NATURE OF LEADERSHIP

Leadership may be referred to as “the process of

influencing and supporting others to work enthusiastically
toward achieving objectives.” Leadership is expected of
any manager in charge of any unit or division. One
cannot expect a unit or division to achieve objectives in
the absence of effective leadership. Even if a leader is
present, but if he is not functioning properly, no unit or
division objectives can be expected to be achieved. LEADING
 TRAITS OF EFFECTIVE LEADERS
1. a high level of personal drive
2. the desire to lead
3. personal integrity
4. self-confidence
5. analytical ability or judgment
6. knowledge of the company, industry or technology
7. Charisma
8. Creativity
9. flexibility LEADING
 PERSONAL DRIVE
Persons with drive are those identified as willing to
accept responsibility, possess vigor, initiative,
persistence, and health. Drive is a very important
leadership trait because of the possibility of failure in
every attempt to achieve certain goals. If a chosen way
to reach a goal is not successful, a leader finds another
way to reach it, even if it precedes a succession of failed
attempts. This will, of course, require a high level of
personal drive from the leader.
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 DESIRE TO LEAD
There are some persons who have all the
qualifications for leadership, yet they could not become
leaders because they lack one special requirement:
the desire to lead. Even if they are forced to act as
leaders, they will not be effective because their efforts
will be half-hearted. Leaders with a desire to lead will
always have a reservoir of extra efforts which can be
used whenever needed.
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 PERSONAL INTEGRITY
A person who is well-regarded by others as one who has
integrity possesses one trait of a leader. One who does not
have personal integrity will have a hard time convincing his
subordinates about the necessity of completing various tasks. If
this is the case, the leader will, then, resort to “exercising his”
authority and getting things done entirely by the use or threat of
use of the coercive powers vested in him by virtue of the rank
and position he occupies in the hierarchy.” If this happens, the
economic and emotional costs will be too high to be maintained
for a desirable length of time. As it is, the better option is to
have personal integrity. LEADING
 SELF-CONFIDENCE

The activities of leaders require moves that will

produce the needed outputs. The steps of
conceptualizing, organizing, and implementing will
be completed if sustained efforts are made. For the
moves -to be continuous and precise, self-
confidence is necessary.

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 ANALYTICAL ABILITY
Leaders are, oftentimes, faced with difficulties
that prevent the completion of assigned tasks. A
subordinate, for instance, may have a record of
continually failing to produce the needed output. A
leader with sufficient skill to determine the root cause
of the problem may be able to help the subordinate
to improve his production. The ability to analyze is
one desirable trait that a leader can use to tide him
over many challenging aspects of leadership. LEADING
KNOWLDEGE OF THE COMPANY, INDUSTRY OR
TECHNOLOGY

A leader who is well-informed about his company,

the industry where the company belongs, and the
technology utilized by the industry, will be in a better
position to provide directions to his unit.
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 CHARISMA

When a person has sufficient personal magnetism

that leads people to follow his directives, this person
is said to have charisma. When used properly,
charisma will help the leader in achieving his goals.
With some adjustments, subordinates may be
expected to do their tasks willingly.

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 CREATIVITY

Creativity as “the ability to combine existing data,

experience, and preconditions from various sources
in such a way that the results |will be subjectively
regarded as new, valuable, and innovative, and as a
direct solution to an identified problem situation.

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 FLEXIBILITY

People differ in the way they do their work. One

will adapt a different method from another person’s |
method. A leader who allows this situation as long as
the required outputs are produced, is said to be
flexible.

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 Leadership Skills and Their Use at
Various Management Levels

Leadership Skills
1. technical skills
2. human skills
3. conceptual skills

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 TECHNICAL SKILLS
These are skills a leader must possess to enable him to
understand and make decisions about work processes, activities,
and technology. Technical skills are the specialized knowledge
needed to perform a job. When a leader has the technical skill
related to his area of responsibility, he will be more confident in
performing his functions. The engineer manager, for instance, must
be able to perform engineering jobs, if he wants to maintain a
motivated work force. The engineer manager of a construction firm
must have sufficient technical skills to undertake construction
works.
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 HUMAN SKILLS

These skills refer to the ability of a leader to deal with

people, both inside and outside organization. Good
leaders must know how to get along with people, motivate
them, and inspire them. Apart from motivating, human
skills include coaching, communicating, morale building,
training and development, help and supportiveness, and
delegating.
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 CONCEPTUAL SKILLS

These skills refer to the ability to think in abstract

terms, to see how parts fit together to form the whole. A
very basic requirement for effective implementation is a
clear and well-expressed presentation of what must be
done. A leader without sufficient conceptual skills will fail
to achieve this.

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 BEHAVIORAL APPROACHES
TOLEADERSHIP STYLES

BEHAVIORAL
APPROACHES

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Path-Goal Model of Leadership
The path-goal model of leadership stipulates that
leadership can be made effective because leaders can
influence subordinate’s perceptions of their work goals,
personal goals, and paths to goal attainment. By using
the path-goal model, it is assumed that effective
leaders can enhance subordinate motivation by:
1. clarifying the subordinate’s perception of work
goals
2. linking meaningful rewards with goal attainment,
3. explaining how goals and desired rewards can be
achieved.
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 CONCEPTUAL SKILLS

These skills refer to the ability to think in abstract

terms, to see how parts fit together to form the whole. A
very basic requirement for effective implementation is a
clear and well-expressed presentation of what must be
done. A leader without sufficient conceptual skills will fail
to achieve this.

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