LEADERSHIP IS A

PROCESS, NOT A POSITION

Module 1: Part 1
 CHAPTER 1
WHAT DO YOU MEAN BY
LEADERSHIP?
Learning Outcomes:
At the end of the discussion, students will be able to:

Characterize LO 01-01: Characterize the meaning of leadership.

Identify LO 01-02: Identify common leadership myths.

Generalize LO 01-03: Generalize the interactional framework for analyzing leadership.

Illustrate LO 01-04: Illustrate the interactional framework by examining women’s roles in leadership.

Conclude LO 01-05: Conclude that there is no simple recipe for effective leadership.
 Introduction

Leadership

Leadership myths
Chapter
Outline The interactional framework for analyzing
leadership
Illustrating the interactional framework:
women in leadership roles
There is no simple recipe for effective
leadership
 Directions: Read the question. Give
yourself 2 minutes to organize their
thoughts. After the think time write your
answers at least 2-3 sentences on the
questions found below. Your answer to
Pre-Activity: this exercise will be submitted.
On the Same
Page What is your preconceived idea on
leadership?
Give an example of who you think is a
good leader?
 ■ Henry Sy
■ Bill Gates

Profiles in ■
■
Ferdinand Marcos
Leni Robredo

Leadership ■
■
Rodrigo Duterte
Panfilo Lacson
 01 Leadership is a complex
phenomenon involving the
leader, the followers, and the
Definitions situation.
of
Leadership: 02 Process of influencing an
organized group toward
accomplishing its goals.
Due to the complexity of leadership, the
concept has been defined in many ways:
Process by which an agent induces a subordinate to behave in
a desired manner

Directing and coordinating the work of group members

Interpersonal relation in which others comply because they

want to, not because they have to
Leaderships as a process of influencing an
organized group toward accomplishing its goals

■ Pertains to actions that focus resources to create desirable opportunities

■ Creating conditions for a team to be effective

■ The ability to engage employees, the ability to build teams, and the ability to
achieve results

■ The first two represent the how and the latter the what of leadership.

■ A complex form of social problem solving.

Difference between Successful Managers
and Effective Managers

Successful Managers Effective Managers

■ Those promoted through the ranks ■ Make real contributions to their
organization’s performance
■ Spend more time in organizational
socializing and politicking
■ Spend less time on traditional
management responsibilities such as
planning and decision making
 Leadership remains partly an art as
well as a science.

Leadership Is Some managers may be effective

Both a leaders without ever having taken a
Science and course or training program in
leadership.
an Art
Some scholars in the field of leadership
may be relatively poor leaders
themselves.
 ■ Leadership involves both the rational and

Leadership Is ■
emotional sides of human experience.
Some scholars suggest the very idea of

Both Rational
leadership may be rooted in our emotional
needs.
■
and
Belief in the potency of leadership (the
romance of leadership) may be a cultural myth
that has utility primarily insofar as it affects

Emotional
how people create meaning about causal
events in complex social systems.
■ Good leadership is more than just calculation and planning, though a rational analysis
can enhance good leadership.
■ Remember Martin Luther’s King Jr’s “I have a dream” speech. He inspired people to
action and at the same touched their hearts and minds.
■ Aroused feelings can be used positively or negatively. There were leaders who were able
to inspire people to greed deeds of actions and courage and there were others who made
people act mindlessly.
■ Mere presence of a group causes people to act differently than when they are alone
LEADERSHIP AND
MANAGEMENT
■ Management deals with efficiency, planning, regulations, control, and consistency.
■ Leadership is consistent with risk taking, dynamic, creativity, change and vision. It is
value choosing ang value laden.
Distinctions between Managers and
Leaders

Managers Leaders
■ Administer ■ Innovate
■ Maintain ■ Develop
■ Control ■ Inspire
■ Have a short-term view ■ Have a long-term view
■ Ask how and when ■ Ask what and why
■ Imitate ■ Originate
■ Accept the status quo ■ Challenge the status quo
FIGURE 1.1: LEADERSHIP
AND MANAGEMENT
OVERLAP
■ Leadership and management
are two overlapping functions.
■ Some functions performed by
leaders and managers are
unique, but there are functions
which overlap.
Leadership Myths
■ In general, these myths can be classified into three broad categories of beliefs that
hinder the development of leadership:
■ 1) “good leadership is all common sense;”
■ 2) “leaders are born, not made;” and,
■ 3) “the only school you can learn leadership from is the school of hard knocks.”
 One believes that good leadership only entails
common sense.

Myth 1:
The problem is the term common sense is ambiguous.
Good
leadership is
all common It implies that there is a body of practical knowledge
about life that virtually any reasonable person with
sense moderate experience has acquired.

If leadership were simply common sense, then there

would be fewer workplace problems.
 Innate factors and formative experiences influence
behavior and leadership

Myth 2 - Natural talents or characteristics may offer certain

advantages or disadvantages to a leader.

Leaders are
born, not What is important is how these factors interact.

made Research shows cognitive abilities and personality traits

are partially innate. Natural talents may prove to be
advantageous or disadvantageous to a leader.

Different environments can nurture or suppress different

leadership qualities.
■ Formal study and experiential learning
Myth 3- The
complement each other. only school
■ Formal study of leadership provides students
with a variety of ways of examining a
where
particular leadership situation. leadership is
■ Studying the different ways researchers have
defined and examined leadership helps
learnt from is
students use these definitions and theories to the school of
better understand what is going on in any
leadership situation. hard knocks
 GUIDE What Myth about
Leadership do you want

QUESTION: to debunk?
Why?
Figure 1.2: The
Interactional Framework
for Analyzing Leadership
■ This framework depicts
leadership as a function of 3
elements; leaders, followers
and situation.
 It states that leadership is the
result of a complex set of Example: In-groups and out-
interactions among the leader, the groups
followers, and the situation.

The In-groups: High degree of mutual influence and attraction

Interactional between the leader and a few subordinates.

Framework
for Analyzing Subordinates feel a high degree of loyalty, commitment, and
trust toward the leader.

Leadership
Other subordinates belong to the out-group.
 In-groups are Leaders have more
distinguished by their influence to the in-
high degree of loyalty, group followers that
commitment and trust with the out-group
felt toward the leader. followers.
 ■ Characteristics include:

■ Unique personal history

■ Interests
■ Character traits
■ Motivation

The Leader ■ Effective leaders differ from their followers

and from ineffective leaders on elements such
as personality traits, cognitive abilities, skills,
and values.

■ Leaders are generally calm and are not prone

to emotional outbursts.
■ Leaders appointed by superiors may have less
credibility and may get less loyalty.
■ Leaders elected or emerging by consensus from
ranks of followers are seen as more effective.

■ Leader’s experience or history in a particular

organization is usually important to her or his
effectiveness.

■ Leader’s legitimacy is affected by the extent of

follower participation in a leader’s selection.
 Both practitioners and scholars stress the relatedness
of leadership and followership.
Following aspects of followers affect the
leadership process:
Expectations

The Personality traits

Followers Maturity levels

Levels of competence

Motivation
■ Alienated Followers – they habitually point out the all the negative aspects of the
organization to others.
■ Conformist Followers – are the “yes people” in the organization.
■ Pragmatist Followers – are rarely committed to their group’s work goals, but they have
learned not to make waves.
■ Passive Followers – they don’t have the characteristics of the exemplary followers. They rely
to their leader to do all the thinking.
■ Exemplary Followers – present a consistent picture to both leaders and coworkers of being
independent, innovative and willing to stand up to superiors. Their talents are applied to the
benefits of the organization.

5 Basic Styles of Followership according to Robert Kelley:

■ Workers who share a leader’s goals and values, and
who feel intrinsically rewarded for performing a job
well may be more motivated.

■ Following factors have significant implications:

■ Number of followers reporting to a leader

■ Followers’ trust and confidence in the leader
 Importance of Increased pressure to function
the leader and with reduced resources
follower
relationship has
undergone Trend toward greater power
sharing and decentralized
dynamic change authority in organizations
for the
following
reasons: Increase in complex problems
and rapid changes in an
organization
 Being proactive in their stance
Ways in which toward organizational problems
followers can
take on new
leadership roles Contributing to the leadership
process by becoming skilled at
and “influencing upward”
responsibilities
in the future:
Staying flexible and open to
opportunities
Alternative ■ Constructionist
approach to approach:
understanding ■ Views leadership as
combined acts of leading and
followership following by different
individuals, whatever their
formal titles or positions in an
organization may be.
 Leadership makes sense in
the context of how the leader
and followers interact in a
given situation.
The Situation
Most ambiguous aspect of
the leadership framework.
Illustrating the Interactional Framework:
Women in Leadership Roles

Problems that constrain

Women are taking on
the opportunity for
leadership roles in
capable women to rise to
greater numbers than
the highest leadership
ever before.
roles still exist.
 Mentors of women executives had less organizational
influence and clout than did the mentors of their male
Findings from counterparts.
studies Compared to men, women’s trust in each other
regarding decreases when work situations become more
professionally risky.
problems that Women’s commitment to the organizations they
constrain worked for was more guarded than that of their male
counterparts.
women from
Strong masculine stereotype of leadership continues
gaining to exist in the workplace.
leadership roles:
Women are seen as less well suited to the
requirements of leadership than men.
Practice interactive leadership

Interactive leadership developed by women’s

socialization experiences and career paths
Factors that explain the shift toward more women
in leadership roles:
Women themselves have changed

Leadership roles have changed

Organizational practices have changed

Culture has changed

 Female candidates for an executive position
are more likely to be hired than equally
qualified male candidates when an
organization’s performance is declining.

Challenge for women in addition to the glass

Glass cliff ceiling.

Reflects a greater willingness to put women

in precarious positions.
 Leadership must always be assessed in the
context of the leader, the followers, and
the situation.
Leaders may need to respond to:
Things to
Keep in Mind
for Effective Various followers differently in the same
situation
Leadership
Same followers differently in different
situations
Followers may respond to:

Various leaders differently Each other differently with different The right behavior in one situation
leaders is not necessarily the right behavior
in another situation.
 Leadership is the process of influencing an organized
group toward achieving its goals

Considerable overlap exists between leadership and

management

Summary
Study of leadership must also include two other areas:
the followers and the situation

Good leadership makes a difference, and it can be

enhanced through greater awareness of the important
factors influencing the leadership process
Formative ■ Directions:
■ Write a 500 word essay on who you think
Assessment 1: showed good leadership amidst the COVID
Pandemic. Cite a specific instance/s showing

(Graded) actions of good leadership based on the

concept of leadership.

Leadership ■ Format:
■ Computerized Size 12, Arial Font, 1.5 space,
Amidst the Justify

Pandemic
■ Possible points is 50.
■ Please refer to the rubric in the next slides.
■ Compile your output and await further
instructions for the date of submission.
Rubric for 50-point Written Output
Synthesis:

■ In 2 sentences, construct
what have you realized
from the discussion.
■ Kindly write your answer
in a piece of paper.
THANK YOU