Republic of the Philippines

Nueva Vizcaya State University

Bayombong, Nueva Vizcaya

II. MAKING A DIFFERENCE

THROUGH LEADERSHIP

From the Course Manual Supervisory Development

Course Tracks II and III
By Sanny J. Dangis, PhD.

Reporter: Elvie Marie D. Balajo

TOPICS:
A. POWER: THE FOUNDATION OF LEADERSHIP
1. Meaning of Power
2. Two Kinds of Power
a. Position Power
i. Four Faces of Position Power
b. Personal Power
i. Types of Personal Power
3. Results or Outcome of Power
B. LEADERSHIP AND MANAGEMENT: PARADIGM AND
PURPOSE
1. Meaning of Leadership
2. Three E’s of Effective Leadership
3. Difference Between a Manager from that of a Leader
C. ELEMENTS OF SITUATIONAL LEADERSHIP
4. Two Distinct Types of Interaction with Team Member
a. Directive Behavior
b. Supportive Behavior
2. Four Levels of Maturity
D. SITUATIONAL LEADERSHIP: THE ROAD TO YOUR
SUCCESS
1. Four Distinct Styles of Situational Leadership
a. Directing and Structuring Style
b. Coaching or Selling Style
c. Supporting or Encouraging Style
d. Delegating or Empowering Style
POWER: THE FOUNDATION OF
LEADERSHIP
 POWER

 the prime mover of

people and events
* Indeed, the
essence of power is
influence over the behavior
of others
 is now considered as going beyond
mere influence and persuasion.
* It is no longer considered
as synonymous with controlling
others. Neither it is faith, mindless
obedience or robotic servitude.
 Power is the ability to lead and
inspire
* It is based on trust, respect
and wholehearted commitment, freely
given and earned
 Power is the foundation of
effective leadership
* Leaders have power over
their followers and use this power to
effect influence.
*Leadership and power go hand
and hand. You cannot be an effective
leader without it.
 Power enables you to move ,
activate and empower your people
 Wise use of power creates, builds
and transforms, while abusive use
of power destroys
 Two Kinds of Power
POSITION POWER
* This power is created and conveyed by the organization. It emanates
from top-level management and is delegated down the chain of
command
PERSONAL POWER
* This power is derived and freely given by members of the work team
or group. It comes not from one’s status, position or title but it is built
from one’s relationship with other members of the work team or group.
 FOUR FACES OF POSITION POWER

1.LEGITIMATE POWER
* This power is based on one’s position. Employees tend to feel that they ought to do what the
supervisor says, even if they may have personal objections to it. At most legitimate power leads to
mere compliance or lip service: doing something to please the authority figure, with little concern
for quality of work done.
The limitation of legitimate power is twofold:
 What the employee considers as legitimate request
i.e. the scope of what an employee thinks the supervisor can require/ask them to do
 What you can legitimately request or ask an employee to do.

* The use of legitimate power is appropriate only when asking people to do something that is
within the scope of their job. However, orders and requests from someone with legitimate power
may be carried out by employees but only to a minimum extent needed to satisfy the boss.
2. COERCIVE POWER
* This power is the extent to which a person has the ability to punish physically or
psychologically, inflict harm on someone else or to deny desired rewards
> People follow out of fear that something bad is going to happen to them or
something good will be taken from them.
* Coercive power is the ability to force compliance with psychological, emotional, or
physical threats. It includes such actions as: threatening statements, reprimand,
suspension, grounding, verbal abuse, humiliation and ostracism.
• Use of coercion tends to increase hostility and resentment
COERCIVE POWER results in unproductive and dysfunctional behavior such as:
S – lowing down of work pace, suspicion, sabotage
L – ip service loyalty and commitment, low self-esteem, lack of creativity
O -ver dependence on authority figure
W- ithdrawal; non-involvement
3. REWARD POWER
This power is the extent to which a person controls the rewards that another person
values
• This is based on providing something of value to others such as: money,
promotions, compliments, advance lessons opportunities for personal
development, security, opportunities for personal; growth, inclusion, information
or enriched jobs.
• This type of power is also known as utility power because the relationship is
based on the exchange of goods and services 
• The advantage of this type of power is that it can lead to individualism rather than
teamwork and group effectiveness. If the reward is individual-focused rather than
team focused.
ONE CAN INCRFEASE ONE’S REWARD POWER BY:
Finding out what others value and try to reward them in that way
Using timely praise and appreciation. Employees who feel they are appreciated will
enable your team to achieve the goals of your organization
4. CONNECTION POWER
* This is based on power relationships with influential people. It relies on the use of contacts
or friends who have influence on the person one is dealing with or can facilitate completion of
a task.
* This is the basis of networking and partnership
* Connection power per se is not bad; it is how one uses this power that makes it evil. In the
Philippine setting, this is sometimes abused through the “ padrino system” or MBA ( may
backer ako) syndrome

• ONE CAN INCREASE ONE’S CONNECTION POWER BY:

 Increasing your visibility
 Expanding your network or contacts
 Getting with the “in crowd”
 Joining the “right groups and associations”
 Making strategic alliances with other groups/organizations
 Make your accomplishments known to others
 THREE TYPES OF PERSONAL POWER

1. REFERENT POWER
This power exists when a person or group identifies with the power source or
imitates the power source.
 For example, a staff member would obey the supervisor and to do things the
way the supervisor wants them done. In a sense, the staff members acts in
order to sustain the pleasing boss-subordinate relationships
 Referent power increases or decreases depending on the quality of
relationships between the leader and team members.
 2. INFORMATION POWER
• This power exists when a person is powerful due to the information he/she
possesses

• TO INCREASE YOUR INFORMATION POWER:

 Know what is going on in the organization
 Serve on committees
 Network with other offices in your agency or with other departments or agencies
by exchange of information and services
 Regularly update yourself by reading relevant materials or working papers in
your field of specialization
 3. EXPERT POWER
This power exists when a person is powerful due to his/her skill, knowledge,
experience or specialized competency

• As a supervisor, expert power should not be used to intimidate one’s people or

to make them over-dependent. Expert power should serve as a basis to become
an effective coach or men tor

• TO INCREASE YOUR EXPERT POWER:

 Take all the training and educational programs your organization provides
 Volunteer for more complex, new tasks where you can develop additional skills
and competence
 Project a positive image
 * As a supervisor, you must consistently make a choice as to the type of power
base you want to have

* In choosing your power base remember, “leaders are leaders only as long
as they have the respect and loyalty of their people”

* Real power empowers others

It is built on mutual trust, respect, communication and shared

values. It is grounded on a commitment to achieve the
organization’s objectives
* As supervisors, you have now the POWER to SUPERVISE, SUPERVISE means:

• S – trengthens your own personal power

• U – nifies work team’s effort with other teams through networking and linkage

• P – rovides climate for building harmonious and synergistic relationship

• E – mpowers people through coaching and mentoring

• R - evitalizes and energizes the team

• V – alues unique differences that individuals bring to the team and organization

• I – nspires competence and commitment

• S – ustains posiotive working relationship between supervisor and employee

• E – ncourages creativity and innovation

 Three Results or Outcomes of Power

1. Commitment – occurs when the manager is also a leader. People are

committed to the person and therefore respond favorably to his/her attempt to
influence them. Commitment is the positive outcome of power
2. Compliance occurs when the boss is strictly a manager but has little
leadership quality. Employees follow the request but do not have any personal
stake in the result. Compliance is the neutral result of power.
3. Resistance happens when the supervisor’s power base is weak or inconsistent
with the situation. In this case employees actively resist the attempt to
influence them. Resistance is the negative result of power.
 Leadership and
Management:
Paradigm and Purpose
“ Leadership is much more an art, a
belief, a condition of the heart, than a set
of things to do. The visible signs of artful
leadership are expressed, ultimately in
practice.
Max de Pree
• Leadership comes from the word ‘ Leadare” meaning to lead people on a journey.

• It is a word that has played a vital role in every culture and every historical period. A
word that often spells the difference between the success and failures of a supervisor.

• Leadership occurs in a variety of settings and is manifested in a variety of

ways.
 Leadership is motivating and coaching your people to get things done
 Leadership is a relationship. It is a process of mutual influence. It empowers people
to do what you want them to do.
 Leadership is the skillful use of power. It is influencing people to accomplish goals
willingly while at the same time gaining their respect, loyalty and cooperation.
 Leadership is a combination of working with and through people and groups to
accomplish a goal or objective
 It is inspiring, motivating, persuading, encouraging, and empowering others to bring
out the best qualities of your team and to achieve desired results
 The most fundamental task of any supervisor is being an effective leader.
 The 3 E’s of Effective Leadership

E -NVISION
• Leaders must help employees to envision their destination by creating a picture
of where the organization is going, what they are trying to accomplish and why.

• Leaders must have the skills to guide the journey, as well as the passion to
propel the group forward and to champion the organizational mission and goals.
Envisioning is the best way to empower people. Ask for their ideas and try to
reach mutual understanding, consensus would be a nice but probably not
possible, understanding is what you’re looking for. You cannot force
involvement, but you can get good ideas from anywhere on what would
make implementation easier.
E- NERGIZE
• A leader’s aim is to obtain willingness, cooperation, loyalty and respect instead of mere
grudging submission.
• A leader is able to do this when he/she personally demonstrates trust, enthusiasm and
caring for his/her people. These help to build job satisfaction and morale. Morale is high
when the group is productive and the people in it work together.
• By energizing your people will be able to:

 Gain commitment and cooperation from your team

 Make best use of your team’s skills, energies and talents
 Get your team act together to achieve agreed objectives
 Increase productivity and ensure superior client service

• The best way a leader-supervisor can energize his people is by:

Serving as a role model, reinforcing the desired work values/norms and encouraging
participation
E- NABLE
• Leaders build people’s capability to achieve organizational objectives by openly and
honestly communicating and encouraging others to do the same.

• The best way to enable your people is to clearly define their task and functions
and assist them in resolving blocks and barriers to their effectiveness.

• Chaos is the result of ineffective or poor leadership:

• C- onflict and miscommunication

• H – igh burnout

• A – voidance of responsibility and accountability

• O- verdependence of authority

• S- uboptimization of people capability

 • Leadership is important to a supervisor because through it, they
build BRIDGES
• B - uild a working environment characterized by mutual

• R - esponsive and responsible team members

• I - ncrease in productivity and quality outputs

• D - evelop shared values that shape employees attitude and behavior and support the
organization’s vision.

• G – reater involvement and collaboration in work teams

• E – ncourage and enable employees to be their best and to do their best

• S – uperior service
LEADERS ARE NOT JUST
MANAGERS

“ Leadership is a piece of
string
Pull it and it will follow
whenever you wish;
push it and it will go
nowhere”

Gen. Dwight D. Eisenhower

• The manager directs
• The manager administers and maintains
• The manager focuses on systems and structure
• The manager implements technology
• The manager relies on control
• The manager has a short-range perspective
• The manager asks how and when
• The manager imitates
• The manager accepts the status quo
• The manager does things right
The leader empowers
The leader innovates and develops
The leader focuses on people
The leader harmonizes technology
The leader inspires trust
The leader has a long range view
The leader asks what and why
The leader originates
The leader challenges it
The leader does the right thing
ELEMENTS OF
SITUATIONAL
LEADERSHIP
 To be an effective supervisor, one must have the qualities of a good
leader.
 We learned that leadership is one of the most important qualities of an
effective supervisor
 Situational leadership is a paradigm that is premised on the belief
that: There is no best leadership style for all situations. Instead, the
effective supervisor adapts his or her style to meet the capabilities of
his/her team members.
 Situational leadership is an approach where the leader matches and
adapts his/her behavior with the needs, commitment, capability and
maturity level of his individual employee or team.
 Situational Leadership is a model developed by Hershey and Blanchard.
It consists of four leadership styles based on the matching of two key
factors: Leader behavior and maturity level of an employee.
 Leader behavior is based on two distinct types of interactions with team
members:

DIRECTIVE BEHAVIOR
This is when the supervisor focuses on directing and controlling behavior to ensure that the
task gets done

• The supervisor tells employees what, when, where and how to do the task. In effect, the
supervisor SHOWS the employee by:

• S – pecifying what the goal is and what the desired performance should be

• H – aving definite guidelines and detailed directions on expected behavior

• O – rganizing a step-by-step work plan on how the task is to be accomplished

• W- orking out a definite time-frame

• S – upervising and overseeing the task. ( Tutok Style)

SUPPORTIVE BEHAVIOR
This is when the supervisor adapts behavior and actions that HELPS

• H – ave encouraging comments and observations

• E – ncourages risk taking

• L – istens to suggestions

• P – rovides questions that expands employees thinking

• S – upports employees efforts

• These definitions lead us to the question:

“ What Leadership Behavior should one adapt and why?”

The answer is “ it depends on the MATURITY LEVEL of the

employee(s)
• ABILITY – This is the “can do” aspect.

Do the employees have the experience, education, skills to do the task even
without direction from you as the supervisor?

• MOTIVATION OR WILLINGNESS – This is “want” aspect.

Will the employees perform the task even without your encouragement and
support?

• Maturity level is a combination of two factors: competence or ability and

willingness or motivation of a person to take responsibility for directing their own
behavior in relation to a specific task.

EMPLOYEE maturity level may be measured on a continuum from low to outstanding.

 The Four Levels of Maturity
M4 -HIGH ABILITY -HIGH WILLINGNESS
Capable and confident * Able to complete task (ability)
* Willing to take responsibility (willingness)

Capable but Insecure M 3 -HIGH ABILITY-LOW/SOME WILLINGNESS

* Able to complete task (ability)
* Won’t take responsibility, perhaps due to lack of confidence
Unable but Willing (willingness)

M2 – LOW/SOME ABILITY – HIGH WILLINGNESS

* Lack some/all knowledge to complete task (ability)
Unable and Insecure * Willing to work on improving skills (willingness)

M1 – LOW ABILITY – LOW WILLINGNESS

* Lack knowledge to complete task (ability)
* Cannot take responsibility (willingness)
M1 (Low) – Some employees are willing but not able
 These employees can’t do the task effectively without detailed directions and
close supervision
 These employees could be assets of the organization if you tap their potentials
and enhance their abilities to the fullest
 These employees need training and cracking since there is deficiency in skills
and competencies.

M2 ( Moderate) – some employees are neither willing nor able

 These employees pose your biggest challenge. They not only need direction and
supervision, they need encouragement or support and recognition to get the job
done
M3 ( High) – Some employees are able but not willing
 These employees are high in ability but may lack the confidence to do the job.
What they need most is support and encouragement to motivate them to
accomplish.
 These employees do not need much direction anymore. They have mastered their
skills and only require encouragement to bolster their self-confidence and
support to strengthen their commitment.

M4 ( Outstanding) – Some employees are able and willing

 These employees are highly motivated and capable of doing the task even without
direction and support
 They are able and willing to work on a project by themselves with little
supervision. They can serve as role models for others.
 They are the easiest to lead. Their skills and desires match.
• Most people perform a variety of task on the job. It is important to realize that
their capability may vary depending on the specific task. That is why it is so
important for you to have the sensitivity to correctly assess where an employee is
in terms of his maturity or readiness.

• For example, a bank teller may be an M4 for routine transactions, but an M1 for
opening new or special accounts.

• As a supervisor, your challenge is to develop your employees from M1 to M2

levels to M3 or M4.
 SITUATIONAL
LEADERSHIP:
The Road to Your Success

Being sensitive and flexible is

the key to your success as a situational
leader
 DIRECTING OR STRUCTURING STYLE
• The leader provides specific or detailed instructions and closely supervises task
accomplishment and performance

• To do this, the leader must:

 Tell them what to do

 Show them what to do
 Tell and show them what standards are
 Let them try
 Assess their performance
 Praise their progress
• This style is described as a combination of high directive ( task) and
low-supportive behavior (HD-LS). Adapting this style will help your
people develop their competence, until gradually external support from
the supervisor is no longer needed.

• It is most appropriate to use only when interacting with low

capability employees or new employees who lack competence but are
nevertheless enthusiastic and committed.

• Supportive behavior is absent or minimal. Directions are set and

decisions are made by the supervisor without input from the employees.

• There is a greater focus on accomplishing the task than on building

relationships
 COACHING OR SELLING STYLE

• The leader continues to direct and closely supervises task

accomplishment, but also explains decisions, solicits suggestions and
supports progress. This style involves:

 Giving specific instructions by telling what, where and how to do the

job as well as overseeing performance at major stages until completion.
 Giving support by explaining why the task should be performed as
requested and selling the benefits of completing the task, your way.
 Answering questions and finding out employees ideas and reactions so
you can more effectively “sell” your ideas.
• This style is described as a combination of high directive (task) and high
supportive behavior. It is most appropriate to use for people who have some
competence but lack commitment.

• They still need direction and supervision because they only have moderate skill
level and capabilities.

• They also need support and praise to build their self-esteem and involvement in
decision-making to restore their commitment.

• These people are your biggest challenge, because you are dealing with both
attitudes and skills at the same time.
 SUPPORTING OR ENCOURAGING STYLE

• The leader is more highly participative and intensifies the display of supportive
and encouraging behavior such as:

 Listening to employees suggestions

 Facilitating interactions
 Helping individual employees and the team to reach their own solutions by
asking questions that expand their thinking and encourage risk-taking and
innovative behavior
 Praising, recognizing and rewarding employees progress
 Building up their self-confidence and motivation; and
 Encouraging and appreciating team efforts
This is an attitude challenge. Employees are able but may not be
willing. Hence, the supervisor’s job is to find out:

 What is stopping their willingness?

 What is limiting their commitment?
 Do they fear failure?
 Do they need some special recognition to press their willingness
button?
 What can you do to build their confidence, their skill, and their
commitment?
 DELEGATING OR EMPOWERING STYLE

• The leader spends limited time overseeing performance. He merely

lets employees know what needs to be done and lets them do the
task their way. The leader makes decision together with the
employees or allows the employees to make decisions subject to his
limitations and approval.
• The leader also delegates certain tasks and responsibilities to his
team members, allowing them to complete the tasks and make
decisions subject to agreed upon parameters and guidelines.
 This style is characterized by low task and by directive/high-
supportive behavior (LD-HS). It is most appropriate when
interacting with employees who are very competent, experienced
and demonstrate high capability.

 This is also best to use with former peers or for cases when
subordinates are more senior and more experienced than you.
They do not need much direction any more because of their
mastery of the task/skills but they still require encouragement
and support to bolster their self-confidence, strengthen their
commitment and motivate them to complete the task
 This style is described as a combination of low-directive and low-supportive
behavior. It is most appropriate to use when interacting with outstanding, high
performing employees who are directly self-directing and demonstrate high level
of competencies
 However, there is a risk if you will use this style too early when your people’s
competence and commitment is not yet fully developed.
 By learning and adapting the situational leadership style, you can become a
versatile leader
 Versatile leadership is the first step to a dynamic, energized and empowered
organization.
 It is tool which enables you to create a climate that brings out the hidden power
in every employee
 It is the fuel that enables ordinary people to do extraordinary things and come
up with uncommon results.