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
consuming and
great deal of
1. Time
requires
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. Y Theory
Autocratic Style or
X Theory
Democratic Style or Free-rein or Laissez-faire
work oriented employee-oriented neither of the two
particular in details generalizing interested let alone
interested in self-growth in employee growth develops self and lets
others develop themselves
fast decision slow decision fast decision
close supervision general supervision no supervision
knows the product knows the people does not care to know
authority on self authority shared with
group
authority given to group
guidelines set by leader and
guidelines set by leader group guidelines set by leader
closely followed 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
good
form of building
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
***
