This document discusses different approaches to leadership. It begins by defining leadership as influencing others to achieve organizational goals and discusses the various bases of power leaders can have, such as legitimate, reward, coercive, referent, and expert power. It then examines traits of effective leaders, leadership skills, and behavioral and contingency approaches to leadership styles. The contingency approaches discussed include Fiedler's contingency model, Hersey and Blanchard's situational leadership model, the path-goal model, and Vroom's decision-making model.

1. LEADING
CHAPTER 8

2. topics
1. what is leading?
2. How leaders
influence others?
3. The nature of
leadership
4. Behavioral
approaches to
leadership skills
5. contingency
approaches to
leadership style

3. 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. While leading refers to the
function, leadership refers to the process.

4. how leaders
influence
others
Engineer managers are expected to maintain effective
work forces. To be able to do so, they are required to
perform leadership roles. Leaders are said to be able to
influence others because of the power they possess.
Power refers to ability of a leader to exert force on
another.

5. LEGITIMATE
POWER
REWARD
POWER
02
COERCIVE
POWER
03
REFERENT
POWER
04
EXPERT
POWER
05
BASES OF POWER
01

6. LEGITIMATE
POWER
01
A person who occupies a higher position has
legitimate power over persons in lower
positions within the organization. A supervisor,
for instance, can issue orders to the workers in
his unit. Compliance can be expected.

7. REWARD
POWER
02
When a person can give rewards to anybody
who follows order or request, he is said to have
a reward power. Rewards may be classified into
two forms: material and psychic.
Material rewards refer to money or other
tangible benefit like cars, house and lot etc.
psychic rewards consist of recognition, praises,
etc.

8. COERCIVE
POWER
03
When a person compels another to comply with
others through threats or punishment, he is said
to possess coercive power. Punishment may
take the form of demotion, dismissal,
withholding of promotion, etc.

9. REFERENT
POWER
04
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.

10. EXPERT
POWER
05
Experts provide specialized information
regarding their specific lines of expertise. Thus
influence, called expert power, is possessed by
people with great skills in technology.

11. The nature
of
leadership
Leadership may be referred to as “the process of
influencing and supporting others to work enthusiastically
toward achieving objectives.” Leadership is expected of
any manager in charge of any unit or division.

12. Willing to accept
responsibility, possess
vigor, initiative,
persistence, and health
Traits of effecitve leaders
Personal
drive
Desired to
lead
Person who gave all the
qualifications for
leadership.
Personal
integrity
Person who is well-
regarded by others as
one who has integrity
possesses one trait of a
leader.

13. The activities of leaders
require moves that will
produced the needed
outputs. For the moves to be
continuous and precise, self-
confidence is a must.
Traits of effecitve leaders
self-
confidence
analytical
ability
The ability to analyze is
one desirable trait that
leader can use to tide
him over many
challenging aspects of
leadership.
knowledge of the
company and
industry
A leader who is well-
informed about his
company, the industry
where the company
belongs, and the
technology utilized by the
industry.

14. When a person has
sufficient personal
magnetism that leads
people to follow his
directives
Traits of effecitve leaders
Charisma creativity
The ability to combined existing
data, experience, and
preconditions from various
sources in such a way that the
results will be subjectively
regarded as new, valuable,
innovative and direct solution to an
identified problem situation.
flexibility
A leader who allows this
situation as long as the
required oututs are
produced.

15. —V.K SARAF
“Integrity means and includes
honesty, honour, incorruptibility,
rectitude, righteousness,
uprightness, and similar virtues”

16. Technical
skills
These are skills a leader must
possess to enable him to
understand and make decisions
about work processes, activities
and technology.
Human
skills
Refers to the ability of a
leader to deal with
people, both inside and
outside the organization.
Conceptual
skills
The ability to think in
abstract terms, to see
how parts fit together to
form the whole.
Leadership skills

17. Behavioral
approaches to
leadership styles
Those in position of leadership exhibit a pattern of
behavior that is unique and different from other patterns.

18. ways leaders approach people
positive
leadership
negative
leadership
When the leader’s approach
emphasizes rewards, the style
used is positive leadership.
When punishment is emphasized
by the leader, the style is said to
be negative leadership.

19. Leaders who make
decision themselves,
without consulting
subordinates.
ways leaders uses power
autocratic participative
When a leader openly
invites his subordinates
to participate or share in
decisions, policy-making
and operation methods.
free-rein
Leaders who set
objectives and allow
employees or
subordinates relative
freedom to do whatever
it takes to accomplish
this objectives.

20. Employee
orientation
Task orientation
A leader is said to be employee oriented
when he considers employees as human
being of “intrinsic importance and with
individual and personal need” to satisfy.
A leader is said to be task-oriented if he
places stress on production and the
technical aspectsof the job and
employees are viewed as the means of
gettimg the work done.
Leaders orientation towards task
and people

21. CONTINGENC
Y
APPROACHE
S TO
LEADERSHIP
STYLE

22. Fiedler’s contigency model
1
The relationship
between leaders and
followers
2
The structure of the
task
3
The power inherent in
the leader’s position
The structure of the
task
According to Fred Fiedler, “ leadership is effective when
the leader’s style is appropriate to the situation.” the
situational characteristics is determined by three
principal factors.

23. fiedler’s contigency model
Changes the
leader’s trait
or
behaviours.
Select leaders
who have traits
or behaviors
fitting the
situation.
Change the
situation
Move leaders
around in the
organization until
they are in position
to fit them
1 2 3 4
The situaional characteristics vary from
organization to irganization. To be effective,
the situation must fit the leader. If this is not
so, the following may be tried.

24. directin
g
For people who
lack
competence but
are enthusiastic
and committed.
supporti
ng
For people who
have competence
but lack of
confidence or
motivation.
hersey and blanchard situational
leadership model
coachin
g
For people who
have some
competence but
lack of
commitment.
delegati
ng
For people who
have both
competence
and
commitment.

25. hersey and blanchard situational
leadership model
Development Stage of Subordinates and Recommend
Leadership Style

26. Path-goal model of leadership
By using path-goal method, it is assumed that
effective leaders can enhance subordinate
motivation by:
1. Clarifying subordinates perception of work
goals,
2. Linking meaningful rewards with goal
attainment, and
3. Explaining how goals and desired rewards
can be achieved.

27. vroom’s decision making
model
Vroom’s model of leadership is one of that
prescribes the proper leadership style for
various situations, focusing on the
appropriate degress 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 group is directed.

28. THANK YOU FOR
LISTENING!
END!