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  • Who rules the world?:A stupid people are full of guts, while good and bright people don’t have confidence.
  • May be stiff at one point, but participative at the others which encourages participation and contribution in the decision–making.
  • Focuses on the actions of leaders not on mental qualities or internal states.
  • Elected and served as Philippine President from June 30, 1998 – January 20, 2001
  • In 2007, he was convicted and sentenced to reclusiónperpetua for plunder, but was later granted pardon by President Gloria Macapagal-Arroyo. 
  • Won in a Mayoral race in Manila in 2013 against a well experienced opponent.
  • Clearing Operation on sidewalks off Manila area.
  • Leadership.2.pptx.final

    1. 1. Leadership Styles , Aspects and Theories
    2. 2. Leadership a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
    4. 4. "Great Man" Theories  great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders.  It assumes that the capacity for leadership is inherent – that great leaders are born, not made.
    5. 5. Trait Theories  assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. For example, traits like extraversion, self-confidence, and courage are all traits that could potentially be linked to great leaders.
    6. 6. Contingency Theories Focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, No leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.
    7. 7. The President and his Cabinet Secretaries
    8. 8. Situational Theories Leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective.
    9. 9. Behavioral Theories Based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories. People can learn to become leaders through teaching and observation.
    10. 10. Margaret Thatcher (Brief Bio.) • Born to Margaret Hilda Roberts and Alfred Roberts 1925. on 13 October • Her father owned two grocery shops. • Her father was active in local politics and the Methodist church, and brought up Margaret as a strict Wesleyan Methodist. • He came from a Liberal family but stood—as was then customary in local government—as an Independent. • Her extracurricular activities included the piano, field hockey, poetry recitals, swimming and walking. • She applied for a job at ICI, but was rejected after the personnel department assessed her as "headstrong, obstinate and dangerously self-opinionated"
    11. 11. Member of Parliament (1959–1970) Education Secretary and Cabinet Minister (1970–1974) Leader of the Opposition (1975–1979) Prime Minister (1979–1990)
    12. 12. Margaret Thatcher on Socialism These brief exchanges took place during Margaret Thatcher's last speech in the House of Commons on 22 November 1990.
    13. 13. Participative Theories These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
    14. 14. Management Theories Also known as transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.
    15. 15. Relationship Theories Also known as transformational theories, focus upon the connections formed between leaders and followers. It motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.
    16. 16. Transformational Leader
    18. 18. Autocratic Leadership • an extreme form of transactional leadership, where leaders have a lot of power over their people. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organization's best interest. • Autocratic leadership is often best used in crises, when decisions must be made quickly and without dissent. For instance, the military often uses an autocratic leadership style; top commanders are responsible for quickly making complex decisions, which allows troops to focus their attention and energy on performing their allotted tasks and missions.
    19. 19. Bureaucratic Leadership  Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their people follow procedures precisely.  This is an appropriate leadership style for work involving serious safety risks (such as working with machinery, with toxic substances, or at dangerous heights) or where large sums of money are involved. Bureaucratic leadership is also useful in organizations where employees do routine tasks (as in manufacturing).
    20. 20. Charismatic Leadership  Resemble transformational leadership because these leaders inspire enthusiasm in their teams and are energetic in motivating others to move forward. This ability to create excitement and commitment is an enormous benefit.  The downside to charismatic leaders is that they can believe more in themselves than in their teams. This can create the risk that a project or even an entire organization might collapse if the leader leaves. A charismatic leader might believe that she can do no wrong, even when others are warning her about the path she's on; and this feeling of invincibility can ruin a team or an organization.
    21. 21. Democratic/Participative Leadership  Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity, and team members are often highly engaged in projects and decisions.  Team members tend to have high job satisfaction and are productive because they're more involved in decisions.
    22. 22. Laissez-Faire Leadership
    23. 23. Laissez-Faire Leadership This French phrase means "leave it be," and it describes leaders who allow their people to work on their own. Laissez-faire leaders may give their teams complete freedom to do their work and set their own deadlines. They provide team support with resources and advice, if needed, but otherwise don't get involved. The downside is that it can be damaging if team members don't manage their time well or if they don't have the knowledge, skills, or motivation to do their work effectively.
    24. 24. People-Oriented/RelationsOriented Leadership Leaders are totally focused on organizing, supporting, and developing the people on their teams. This is a participatory style and tends to encourage good teamwork and creative collaboration. This is the opposite of task-oriented leadership. The benefit of this leadership style is that people-oriented leaders create teams that everyone wants to be part of. Team members are often more productive and willing to take risks, because they know that the leader will provide support if they need it.
    25. 25. Servant Leadership Servant leaders often lead by example. They have high integrity and lead with. The whole team tends to be involved in decision making. However, servant leaders often "lead from behind," preferring to stay out of the limelight and letting their team accept recognition for their hard work. it's a good way to move ahead in a world where values are increasingly important, and where servant leaders can achieve power because of their values, ideals, and ethics.
    26. 26. Task-Oriented Leadership Task-oriented leaders focus only on getting the job done and can be autocratic. They actively define the work and the roles required, put structures in place, and plan, organize, and monitor work. These leaders also perform other key tasks, such as creating and maintaining standards for performance. The benefit of task-oriented leadership is that it ensures that deadlines are met, and it's especially useful for team members who don't manage their time well.
    27. 27. Leadership Functions
    28. 28. Leadership functions for enhancing collective work in teams and organizations. This serves as reminders that there is no recipe for leadership. 1. Help interpret the meaning of events 2. Create alignment on objectives and strategies 3. Build task commitment and optimism 4. Build mutual trust and cooperation 5. Strengthen collective identity 6. Organize and coordinate activities 7. Encourage and facilitate collective learning 8. Obtain necessary resources and support 9. Develop and empower people 10. Promote social justice and morality
    29. 29. Leadership competencies Leading the organization: - Managing change - solving problems and making decisions managing politics influencing others and - taking risks and innovating - setting vision and strategy - managing the work - enhancing business skills and knowledge - Understanding and navigating the organization
    30. 30. Leading the self: - demonstrating integrity ethics and - displaying drive and purpose - exhibiting leadership stature - increasing your capacity to learn - managing yourself - increasing self-awareness - developing adaptability
    31. 31. Leading others: -communicating effectively - developing others -valuing diversity difference and - building and maintaining relationships -managing effective teams and work groups
    32. 32. Influential Leaders of All Time
    33. 33. Thank you for Listening Leaders!