6. Brief: “An interpersonal process to effect
change on the behavior of others”
Detailed: The process of envisioning a new
and better world, communicating that
vision to others, motivating others and
inviting them to join in efforts to realize
the vision, thinking out of the box,
challenging current circumstances, taking
risks and facilitating change.
8. • Great Man Theory
• Trait Theory
• Charismatic Theory
• Situational Theory
• Transactional Theory
• Transformational Theory
• Behavioral Theory
9. Great Man Theory
Asserts that some people are born
to lead, whereas others are born to
be led
Leaders are born leaders, they
cannot be made or molded.
10. Trait Theory
Assume that some people have
certain characteristics or
personality traits that make them
better leaders than others
Charismatic Theory
Possession of a quality that sets
one person apart from others.
supernatural, superhuman,
endowed with exceptional qualities
or powers
11. Situational Theory
Embodies the idea that the right
thing to do is depended on the
situation the leader was facing
Behavioral Theory
Concerned with what a leader does
rather than who the leader is.
12. Transformational Theory
Enhances the motivation,
morale, and performance of
followers through a variety of
mechanisms. These include
connecting the follower's
sense of identity and self to
the project and the collective
identity of the organization
14. Autocratic Leadership
• Also known as Authoritarian/Directive
• Strong control is maintained over the
work group
• Others are directed with commands
• Communication flows downward
• Decision making does not involve
others
• Emphasis is on difference in status (“I”
and “YOU”)
• Criticism is punitive.
15. Democratic Leadership
• Also called Participative
• Less control is maintained
• Others are directed through suggestions
and guidance
• Communication flows up and down
• Decision making involves others
• Emphasis is on “WE” rather than “I” and
“YOU”
• Criticism is constructive.
16. Laissez-Faire Leadership
• Also called Ultraliberal/Permissive
• Permissiveness, with little or no control
• Provision of little or no direction
• Communication upward and downward
flow among members of the group
• Emphasis on the group “US”
• Criticism is withheld.
19. Brief: “Process of reaching
organizational goals by working with
and through people and other
organizational structures”.
Detailed: The process of planning,
organizing, directing , coordinating and
influencing the operation of an
organization to obtain desired result
and enhanced total performance.
20. • Top Level Managers
• Middle Level Managers
• First Level/Front Line Managers
21. Top Level Managers
• Develop goals, strategic plans,
company policies, and make decisions
on the direction of the business
• CEO, Presidents and Vice Presidents.
22. Middle Level Managers
• Accountable to the top management
for their department’s functions and
devote more time to organizational
and directional function
• Directors, Departmental Heads.
23. First Level/Front Line Managers
• Focus on controlling and directing,
possess the responsibility of assigning
tasks, guiding and supervising
employees’ day to day activities
• Managers, Supervisors.
24. Interpersonal
• Connects one person to another, as a
leader who hires, trains, encourages
• Figurehead
• Liaison
• Influencer.
25. Informational
• Disseminates about existing rules and
regulation as the representative or
spokesperson of the organization.
• Monitor.
• Disseminator.
• Spokesperson.
26. Decision Role
• A trouble shooter who handles unexpected
situations such as resignation and firing of
subordinates, losses of clients and negotiator
when conflict arises.
• Entrepreneur.
• Resource allocator.
• Negotiator.
27. Technical Skills
• Proficiency in performing an activity in
the correct manner with the right
techniques
Human Relation Skills
• Dealing with people and how to get
along with them
Conceptual Skills
• Ability to see individual matters as
they relate to the total picture and to
develop creative ways.
29. • The manager administers; The leader innovates
• The manager maintains; The leader develops
• The manager focuses on system and structure; The leader
focuses on people
• The manager relies on control; The leader inspires trust
• The manager has short-range view; The leader has long-range
perspective
• The manager asks how and when; The leader asks what and
why.
30. • The manager has his eye on the bottom line, the leader has his eye
on the horizon
• The manager accepts the status quo; the leader challenges it
• The manager is the classic good soldier; the leader is his own person
• The manager does things right; the leader does the right thing.
