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Prepared by: 
Katleen T. Martin 
BM401A
Organizational Leadership
Leaders can be born or made, naturally 
endowed or artificially created. They can 
be called to the fore by the situations of 
the time or make the situation itself. 
What do we mean when we speak of 
“born leaders?” What constitutes 
leadership is really the main question. Is 
a leader someone who tells others what 
to do, or a person who helps others 
discover for themselves what they 
should do? What attitudes should a 
leader possess?
The concept of functional roles comes from the idea that a 
behavioral act stems from a certain role which it has to satisfy 
a particular need. 
Within an organization, there are many work groups with 
different leadership role but each has to work cooperatively 
to achieve the objectives of the company. Different leaders 
perform different functions according to the work group they 
handle.
The functions of the leader may be: 
 direct, such as choosing the group goal, supervising 
performances, making decisions, or completing plans or it 
may be more 
 complex such as serving as the group ego 
The group ego develops from the individual egos of the group 
members; the group ego develops by: 
a. integrating the group’s needs and goals with reality outside 
the group 
b. satisfying interpersonal needs within the group 
c. creating an atmosphere free of conflict for group member
In addition, the leader must: 
• know himself and his men 
• keep his employees informed 
• set the example 
• make sound and timely decision 
• develop a sense of responsibility among 
subordinates through proper supervision and 
delegation of authority and responsibility 
• take responsibility of his actions and the action of 
subordinates
One functional behavior of a leader is that he must be 
a catalyst or a change agent. 
With the functional role of leaders mentioned, it may 
be noted that the functional behavior of the leader is 
one that acts as one who must get things done in their 
proper perspectives. He has to identify the goals, 
whether he does it alone or with the help of his group 
members. He has to make decision or resolve 
differences.
Another functional behavior of a leader therefore is that he 
must now be more sensitive to the complexities of the times 
and thus be more flexible. 
Leaders who can transcend special interest and bring people 
together are needed. There is, therefore, a need for leaders to 
grow or decay. 
“They must be flexible to venture into the unknown odds of 
tomorrow for they must set the future in motion by gambling 
reasonably but fearlessly.” (Appendix VII – Special 
Requirements for Higher Executives)
The success or failure of any organization is through their 
leadership behavior. 
Leadership styles is generally reflected in the behavior 
patterns of the leader. 
Proper choice of leadership style will result good followers 
and high productivity. A wrong choice will result in lack of 
cooperation of followers, low morale, and low productivity.
The autocratic leader or X leader’s major 
task is to command or give orders and 
assume that people will follow. In this 
way, he gets things done fast. This does 
not mean that he creates an atmosphere 
of hostility or negativism but rather 
sureness of will.
• Instructions are given in detail with care and precision. 
• Autocratic communication is essentially one-way with nil 
feedback which may result to misunderstanding and 
subsequent error. 
• The leader does not know directly what the employees 
feel and think. 
• He makes decision without consulting others.
Participative leaders or Y 
leaders invite the active 
participation of 
subordinates to share in 
decision-making process as 
much as possible. 
Primary concern: Develop 
group interrelationship as 
well as getting the job 
done.
Participative communication is 
a two-way process. This 
requires patience and a great 
deal of energy on the part of 
the leader to stir the group 
into participating in planning 
and deciding so work may be 
accomplished effectively.
Two types of Participative 
Leadership 
1. Democratic Leader – one 
who emphasizes on his 
subordinates their authority 
to make decisions and abide 
by such decisions with no 
exceptions. 
2. Consultative Leader – this requires a high degree of 
involvement from employees but it is clear that they alone 
have the authority to make the final decisions.
Advantages of Participative Leadership 
1. Group interrelationship is high. 
2. Members abide by whatever the group decides. 
3. It supports decisions more enthusiastically and tries hard to 
make them work. 
4. There is high productivity. 
5. It maximizes individuals potential in creative and productive 
way and experience personal satisfaction and accomplishment 
of their work tasks. 
6. Workers take on more responsibility than their job description 
calls for.
Disadvantages 
1. Time consuming and 
requires great deal of 
energy. 
2. Maybe used by people 
with authority as a guise 
for shirking from their own 
responsibilities.
Free-rein leaders are also referred 
to as laissez-faire leaders. 
Free-rein leaders give their 
subordinates the goals and 
guidelines of their jobs with little 
direction and leave the rest to 
them.
The free-rein leader, though 
possessed with decision-making 
authority, may not use 
such authority but leave 
everything to his group to 
carry on what they think is 
best.
Autocratic Style or 
X Theory 
Democratic Style or 
Y Theory 
Free-rein or Laissez-faire 
work oriented 
particular in details 
interested in self-growth 
employee-oriented 
generalizing interested 
in employee growth 
neither of the two 
let alone 
develops self and lets 
others develop themselves 
fast decision 
close supervision 
knows the product 
slow decision 
general supervision 
knows the people 
fast decision 
no supervision 
does not care to know 
authority on self 
guidelines set by leader 
closely followed 
authority shared with group 
guidelines set by leader and 
group 
authority given to group 
guidelines set by leader 
alone to group to 
follow or not 
task specialist maintenance specialist no particular specialty
Laird and Laird believe that types 
of leadership have a relationship 
with the family upbringing, 
therefore, has a psychological 
basis. They mentioned four 
methods of leadership as: 
1. Coercive leadership. This is 
considered the lowest grade of 
leadership. It tells subordinate 
to “do this or else. . .”
2. Leadership by assignment. The leader gives definite 
assignments and responsibilities to his subordinates and 
expects them to do what has been assigned.
3. Leadership by teaching 
and explaining. Here the 
leader takes pain in 
teaching and explaining 
to the group what is to 
be done and what he 
expects from them.
4. Leadership by inspiring 
and molding ideas. This is 
considered the highest 
form of building good 
relationship.
“A good objective of leadership is to help those who 
are doing poorly to do well and to help those who are 
doing well to do even better.” 
- Jim Rohn 
“If your actions inspire others to dream more, learn 
more, do more, and become more, you are a leader.” 
- John Quincy Adams
“One of the most important leadership 
lessons is realizing you’re not the most 
important or the most intelligent person in 
the room at all times.” 
- Mario Batali 
***

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Organizational Leadership

  • 1. Prepared by: Katleen T. Martin BM401A
  • 3. Leaders can be born or made, naturally endowed or artificially created. They can be called to the fore by the situations of the time or make the situation itself. What do we mean when we speak of “born leaders?” What constitutes leadership is really the main question. Is a leader someone who tells others what to do, or a person who helps others discover for themselves what they should do? What attitudes should a leader possess?
  • 4. The concept of functional roles comes from the idea that a behavioral act stems from a certain role which it has to satisfy a particular need. Within an organization, there are many work groups with different leadership role but each has to work cooperatively to achieve the objectives of the company. Different leaders perform different functions according to the work group they handle.
  • 5. The functions of the leader may be:  direct, such as choosing the group goal, supervising performances, making decisions, or completing plans or it may be more  complex such as serving as the group ego The group ego develops from the individual egos of the group members; the group ego develops by: a. integrating the group’s needs and goals with reality outside the group b. satisfying interpersonal needs within the group c. creating an atmosphere free of conflict for group member
  • 6. In addition, the leader must: • know himself and his men • keep his employees informed • set the example • make sound and timely decision • develop a sense of responsibility among subordinates through proper supervision and delegation of authority and responsibility • take responsibility of his actions and the action of subordinates
  • 7. One functional behavior of a leader is that he must be a catalyst or a change agent. With the functional role of leaders mentioned, it may be noted that the functional behavior of the leader is one that acts as one who must get things done in their proper perspectives. He has to identify the goals, whether he does it alone or with the help of his group members. He has to make decision or resolve differences.
  • 8. Another functional behavior of a leader therefore is that he must now be more sensitive to the complexities of the times and thus be more flexible. Leaders who can transcend special interest and bring people together are needed. There is, therefore, a need for leaders to grow or decay. “They must be flexible to venture into the unknown odds of tomorrow for they must set the future in motion by gambling reasonably but fearlessly.” (Appendix VII – Special Requirements for Higher Executives)
  • 9. The success or failure of any organization is through their leadership behavior. Leadership styles is generally reflected in the behavior patterns of the leader. Proper choice of leadership style will result good followers and high productivity. A wrong choice will result in lack of cooperation of followers, low morale, and low productivity.
  • 10. The autocratic leader or X leader’s major task is to command or give orders and assume that people will follow. In this way, he gets things done fast. This does not mean that he creates an atmosphere of hostility or negativism but rather sureness of will.
  • 11. • Instructions are given in detail with care and precision. • Autocratic communication is essentially one-way with nil feedback which may result to misunderstanding and subsequent error. • The leader does not know directly what the employees feel and think. • He makes decision without consulting others.
  • 12. Participative leaders or Y leaders invite the active participation of subordinates to share in decision-making process as much as possible. Primary concern: Develop group interrelationship as well as getting the job done.
  • 13. Participative communication is a two-way process. This requires patience and a great deal of energy on the part of the leader to stir the group into participating in planning and deciding so work may be accomplished effectively.
  • 14. Two types of Participative Leadership 1. Democratic Leader – one who emphasizes on his subordinates their authority to make decisions and abide by such decisions with no exceptions. 2. Consultative Leader – this requires a high degree of involvement from employees but it is clear that they alone have the authority to make the final decisions.
  • 15. Advantages of Participative Leadership 1. Group interrelationship is high. 2. Members abide by whatever the group decides. 3. It supports decisions more enthusiastically and tries hard to make them work. 4. There is high productivity. 5. It maximizes individuals potential in creative and productive way and experience personal satisfaction and accomplishment of their work tasks. 6. Workers take on more responsibility than their job description calls for.
  • 16. Disadvantages 1. Time consuming and requires great deal of energy. 2. Maybe used by people with authority as a guise for shirking from their own responsibilities.
  • 17. Free-rein leaders are also referred to as laissez-faire leaders. Free-rein leaders give their subordinates the goals and guidelines of their jobs with little direction and leave the rest to them.
  • 18. The free-rein leader, though possessed with decision-making authority, may not use such authority but leave everything to his group to carry on what they think is best.
  • 19. Autocratic Style or X Theory Democratic Style or Y Theory Free-rein or Laissez-faire work oriented particular in details interested in self-growth employee-oriented generalizing interested in employee growth neither of the two let alone develops self and lets others develop themselves fast decision close supervision knows the product slow decision general supervision knows the people fast decision no supervision does not care to know authority on self guidelines set by leader closely followed authority shared with group guidelines set by leader and group authority given to group guidelines set by leader alone to group to follow or not task specialist maintenance specialist no particular specialty
  • 20. Laird and Laird believe that types of leadership have a relationship with the family upbringing, therefore, has a psychological basis. They mentioned four methods of leadership as: 1. Coercive leadership. This is considered the lowest grade of leadership. It tells subordinate to “do this or else. . .”
  • 21. 2. Leadership by assignment. The leader gives definite assignments and responsibilities to his subordinates and expects them to do what has been assigned.
  • 22. 3. Leadership by teaching and explaining. Here the leader takes pain in teaching and explaining to the group what is to be done and what he expects from them.
  • 23. 4. Leadership by inspiring and molding ideas. This is considered the highest form of building good relationship.
  • 24. “A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.” - Jim Rohn “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” - John Quincy Adams
  • 25. “One of the most important leadership lessons is realizing you’re not the most important or the most intelligent person in the room at all times.” - Mario Batali ***