Leadership

1. L e a d i n g
”A leader is one who knows the way, goes the way, and shows the way”
- John Maxwell

2.  What is Leading?
 How Leaders influence others?
 The Nature of Leadership
 Behavioral approaches to leadership styles
 Contigency approaches to leadership styles
C O N T E N T S

3. W h a t i s
L e a d i n g ?
”A leader is one who knows the way, goes the way, and shows the way”
- John Maxwell

4. WHAT IS 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.

5. H o w l e a d e r s
influence others?
”A leader is one who knows the way, goes the way, and shows the way”
- John Maxwell
G r o u p 8

6. Legitimate Power
-A person who occupies a higher position has legitimate power over persons
in lower positions within the organization. A supervisor, for ins-tance, can
issue orders to the workers in his unit.
BASES OF POWER
Leading
Reward Power
- when a person has the ability to give rewards to anynody who follows orders
or request, he is said to have reward power, it’s either material or psychic.
Coercive Power
- when a persaon compels another to comply with orders through threats or
punishments, he is said t
Referent Power
- When a person can get compliance from another because the latter would
want to be identified with the former, that person is said to have referent
power regarding their specific lines of expertise.
Expert Power
- The expert power exercised by environmental scientists was enough to
force governments throughout the world to pass legislations favorable to
environmental protection.

7. The Nature of
L E a d e r s h i p
”A leader is one who knows the way, goes the way, and shows the way”
- John Maxwell
G r o u p 8

8. TRAITS OF EFFECTIVE LEADERS
1. High level of personal drive
2. The desire to lead
3. Personal Integrity
4. Self-confidence
5. Analytical ability or judgement
6. Knowledge of the company, industry, or technology
7. Charisma
8. Creativity
9. Flexibility

9. L e a d e r s h i p s k i l l s
Leaders need to have various skills to be effective. They are:
 Technical skills
 Human skills, and
 Conceptual skills

10. B e h a v i o r a l
Approaches to
L e a d e r s h i p
s t y l e s
”A leader is one who knows the way, goes the way, and shows the way”
- John Maxwell

11. FIGURE 8.1 BEHAVIORAL APPROACHES TO LEADERSHIP STYLES
Behavioral
Approach
According to ways leaders
approach people to motivate
them
According to the way the
leader uses power
According to the leader’s
orientation toward tasks and
people
Positive leadership
Negative leadership
Autocratic
Participative
Free-rein
Employee Orientation
Task Orientation

12. WAYS LEADERS USES POWER
Leadership styles also vary according to how power is used. They are as follows:
(1) autocratic,
(2) participative, and
(3) free-rein.
Autocratic Leaders. Leaders who make decisions themselves, without consulting subordinates are called autocratic leaders. Motivation takes the
form of threats, panishment, and intimidation of all kinds. The autocratic style is effective in emergencies and when absolute followership is needed.
An example is a civil engineer in charge of constructing a temporary bridge over one that has been currently damaged. The disadvantages of
autocratic leadership is that the leader "receives little, if any, information and ideas from his people as inputs into his decision-making."
Participative Leaders. When a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods, he is
said to be a participative leader. The advantage of participative leadership is that it generates a lot of good ideas. Another advantage is the increased
support for decisinna and the reduction of the chance that they will be unexpectedly undermined. The disadvantage of participative leadership in that
it is time-consuming and frustrating to people who prefer to see a quick decision reached.
Free-Rein Leaders. Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these
objectives, are called free-rein leaders. They are also referred to as laissez-faire leaders. This leadership style is most applicable to cer tain
organizations manned by professionals like doctors and engineers. An example is the engineering depart ment of a university which is headed by the
dean If free-rein leadership fits the there is full managerial delegation resulting to optimum utilization of time and resources. This happens because
many people are motivated to full effort only if given this kind of free-rein The weakness of free-rein leadership is that there in very little managerial
control and a high degree of risk If the leader does not know well the competence and) integrity of his people and their ability to handle this kind of
freedom, the result could be disastrous.

13. C o n t i n g e n c y
Approaches to
L e a d e r s h i p
s t y l e s
”A leader is one who knows the way, goes the way, and shows the way”
- John Maxwell

14. CONTIGENCY APPROACHES TO LEADERSHIP STYLE
The contingency approach is “an effort to determine through research which managerial practices and techniques are appropriate in specific
situations." The various contingency approaches are as follows:
1. Fiedler's Contingency Model
2. Hersey and Blanchard's Situational Leadership Model
3. Path-Goal Model of Leadership
4. Vroom's Decision Making Model
Fiedler's Contingency Model
According to Fred Fiedler, "leadership is effective when the leader's style is appropriate to the situation."Is The situational characteristics is
determined by three principal factors:
1. the relations between leaders and followers
2. the structure of the task, and
3. the power inherent in the leader's position.
The situational characteristics vary from organization to organization. To be effective, the situation must fit the leader. If this is not so, the following
may be tried.
1. Change the leader's trait or behaviors.
2. Select leaders who have traits or behaviors fitting the situation.
3. Move leaders around in the organization until they are in positions that fit them.
4. Change the situation.

15. CONTIGENCY APPROACHES TO LEADERSHIP STYLE
Hersey and Blanchard Situational Leadership Model
The situational leadership model developed by Hersey and Blanchard suggests that the most important factor affecting the selection of
a leader's style is the development (or maturity) level of subordinate." The leader should match his or her style to this maturity level.
Maturity has two components:
1. job skills and knowledge, and
2. psychological maturity.
Blanchard and others elaborated on the leadership styles appropriate for the various maturity level of subor-diates. They are as
follows:
Style 1: Directing - is for people who lack competence but are enthusiastic and committed. They need direction and supervision to get
them started. Style 2: Coaching - is for people who have some competence but lack commitment. They need direction and supervision
because they're still relatively inexper-ienced. They also need support and praise to build their self-esteem, and involvement in
decision-making to restore their commitment.
Style 3: Supporting - is for people who have competence but lack of confidence or motivation. They do not need much direction
because of their skills, but support is necessary to bolster their confidence and motivation.
Style 4: Delegating - is for people who have both competence and commitment. They are able and willing to work on a project by
themselves with little supervision or support.

16. CONTIGENCY APPROACHES TO LEADERSHIP STYLE
Path-Goal Model of Leadership
The path-goal model ofleadership espoused by Robert J. House and Terence R. Mitchell, 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 ef. fective leaders can enhance subordinate motivation by:
1. clarifying the subordinate's perception of work goals,
2. 2. linking meaningful rewards with goal attain-ment, and
3. 3. explaining how goals and desired rewards can be achieved.
Leadership Styles. The leadership styles which may be used by path-goal proponents are as follows:
1. Directive leadership - where the leader focuses on clear task assignments, standards of successful performance, and work
schedules.
2. Supportive leadership - where subordinates are treated as equals in a friendly manner while striving to improve their well-being.
3. Participative leadership - where the leader consults with subordinates to seek their suggestions and then seriously considers
those suggestions when making decisions.
4. Achievement-oriented leadership - where the leader set challenging goals, emphasize excel-lence, and seek continuous
improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible
manner.

17. CONTIGENCY APPROACHES TO LEADERSHIP STYLE
Vroom's Decision-Making Model
Vroom's model of leadership is one that prescribes the proper leadership style for various situations, focusing on the
appropriate degrees of delegation of decision-making authority. Five distinct decision-making styles are identified under
the Vroom model. Two of them are autocratic, two others are consultative, and one is group directed. The Vroom model,
shown in Figure 8.5, may be useful as a guide for the leader. It may also be helpful as a training guide.

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Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns.
This total pattern of behavior is called leadership style. There are several approaches used in classifying
leadership styles. They are as follows:
According to the ways leaders approach people to motivate them
According to the leader's orientation towards task and people.
According to the way the leader uses power

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