Good

Morning
Organizationa
l Leadership
Markhill V. Tiosan, LPT
2022
Objectives
At the end of the lesson, you are expected to:
 Explain what organizational leadership is.
 Distinguish between leadership and management.
 Describe different organizational leadership styles.
 Explain what situational leadership and servant
leadership are.
 Discuss how to sustain change in an organization.
Organizational Leadership
In organizational leadership, leaders help
set strategic goals for the organization while
motivating individuals within the
organization to successfully carry out
assignments to realize those goals.
Organizational Leadership
Organizational leadership works
towards what is best for individual
members and what is best for the
organization as a group at the same time.
Organizational Leadership
Organizational leadership is also an
attitude and a work ethic that empowers
an individual in any role to lead from the
top, middle, or bottom of an organization.
Leadership Versus
Management
Leadership Versus Management
The school Head Must be Both a Leader
and a Manager.
Leadership Versus Management
Types of Skills Demanded of Leaders
Leaders use 3 broad types of skills:
1) technical,
2) human and
3) conceptual.
Leadership Styles
Leadership Styles
● Autocratic leaders do decision-making by
themselves.
● Consultative leaders allow participation of
the members of the organization by
consulting them but make the decision
themselves.
Leadership Styles
● Democratic leaders allow the members of the
organization to fully participate in decision-making
● In Laissez-Faire or free-rein leadership style,
leaders avoid responsibility and leave the
members of the organization to establish their
own work.
The Situational
Leadership Model
The Situational Leadership Model
Paul Hersey and Kenneth H. Blanchard (1996)
characterized leadership style in terms of the amount of
task behavior and relationship behavior that the leader
provides to their followers. They categorized all
leadership styles into four behavior styles, which they
named S1 to S4.
The Situational Leadership Model
Other Leadership
Styles
Servant Leadership
Robert K. Greenleaf (1977) coined the paradoxical
term servant leadership. How can one be a leader
when he/she is a servant? That’s common thinking.
But the paradox is Greenleaf’s deliberate and
meaningful way of emphasizing the qualities of a
servant leader. He describes the servant….
Servant Leadership
...servant first. It begins with the natural feeling that one wants to
serve. Then conscious choice brings one to aspire to lead. The best
test is: do those served to grow as persons: do they, while being
served, become healthier, wiser, freer, more autonomous, more likely
themselves to become servants? And, what is the effect on the least
privileged in society; will they benefit, or, at least, not be further
deprived? (Greenleaf, 1977/2002, p. 27)
Servant Leadership
Servant leadership seeks to involve others in
decision-making, is strongly based on ethical
and caring behavior, and enhances the growth
of workers while improving the caring and
quality of organizational life.
Transformational Leadership
Robert Kennedy once said: “Some men see
things as they are, and ask why. I dream of
things that never were, and ask why not.” Those
who dream of things that never were and ask
“why not” are not transformational leaders.
Transformational Leadership
The transformational leader is not
content with the status quo and sees the
need to transform the way the
organization thinks, relates, and does
things.
Transformational Leadership
The transformational school leader
sees school culture as it could be and
should be, not as it is and so plays his/her
role as visionary, engager, learner,
collaborator, and instructional leader.
Transformational Leadership
A transformational leader, he/she makes
positive changes in the organization by
collaboratively developing a new vision for the
organization and mobilizing members to work
towards that vision.
Sustaining Change
Sustaining Change
For reforms to transform, the innovations introduced by the
transformational leader must be institutional and sustained. Or
else that innovation is simply a fad that loses its flavor after a
time. A proof that an innovation introduced has transformed the
organization is that the result or effect of that change persists
or ripples even when the transformative leader is gone or is
transferred to another school or gets promoted in the
organization.
Sustaining Change
To ensure that the innovation he/she introduces leads to the
transformation of the organization, Morato of Bayan ABS - CBN,
(2011) gives the following advice.
1. Seek the support of the stakeholders.
2. Get people involved early and often.
3. Plan a communications campaign to “sell” the innovation.
4. Ensure that the innovation is understood by all.
5. Consider timing and phasing.
Thank you for
listening
Reference
● Prieto, N. D., Arcangel, C. N., & Corpuz, B. B. (2019). The Teacher and the
Community, School Culture and Organizational Leadership. Quezon City: Lorimar
Publishing, INC.