The document discusses leadership and defines it as inspiring people to commit to organizational goals. It identifies characteristics of good leaders such as balancing people and work, setting a positive example, strong communication skills, influence, persuasiveness, and coaching ability. The document also discusses different leadership styles like autocratic, democratic, participative, and situational leadership. It argues that while some leaders are born, others can develop skills through training and effort to become good leaders who motivate followers and build trust within an organization.

1. Leadership
by: Ailyn M. Becios

2. Leadership
• define as the ability to inspire people to make a total and
willing commitment to accomplishing organizational
goals.
• Leadership is sometimes referred to as an art times as a
science. In reality, it is both.Well-lead organizations,
whether they are large companies, departments within a
company, or small work teams, have several easily
identifiable characteristics include high levels of
productivity; a positive, can-do attitude; a commitment to
accomplishing organizational goals; effective, efficient
use of resources; high levels of quality; and a mutually
supportive, teamwork approach to getting work done.

3. Characteristics of good leaders
• Show a balanced commitment to people and work.
 Good leaders are committed to both the job to be
done and the people who do the job, and they are able
to strike an appropriate balance between the two.
• Set a positive example.
 Good leaders set a positive example to inspire
workers to follow them, supervisors must willing to do
what they expect of workers, and do it better. To be a
good leader, the supervisor must set an example of all
the characteristics that are important on the job.
Example: Supervisors who adopt a “Do as I say, not as I
do” attitude will not be effective leaders. A good leader
must be a good follower.

4. • Use good communication skills.
 Good leaders are strong communicators.
They are willing, patient, skilled listeners, and
they are also able to communicate their ideas
clearly, succinctly, and in a nonthreatening
manner. They use they communication skills to
establish and nurture rapport with workers.
• Have influence.
 Good leaders have influence with the
employees they supervise. Influence is the art of
getting people to do what you want them to do.
Derives from the authority that goes with their
jobs and the credibility that comes from having
the advance knowledge and skills necessary to
be a supervisor.

5. • Are persuasive.
 Good leaders are persuasive. Those who are
able to use their communications and
interpersonal skills to persuade workers to
accept their point of view and able to help
workers develop ownership in that point of view
will be much more effective.
• Exhibit coaching skills.
 Good leader have coaching skills. This
means they are able to convert a group of
individuals into a team, build the team so its
performance is optimized, and motivate
individual team members to continually improve
the team’s overall performance.

6. Are Leaders Born or Made?
Leaders are much like athletes. Some are
born with geat deal of potential. Whereas others
develop their ability through strong determination
and hard work. Inborn ability, or the lack of it,
represents only the starting point. Success from
that point forward depends on the individual’s
willingness and determination to develop and
improve. Supervisors who want to be a good
leaders have more natural leadership ability than
others. All supervisors can become good leaders
through education, training, practice,
determination, and effort.

7. Leadership and Motivation
Motivation
 is the act of influencing people in a
positive direction. One characteristic good
leaders share is the ability to inspire and
motivate others to make a commitment.
The key to motivating people lies in the
ability to relate their personal needs to the
organization’s goals.

8. Maslow’s Heirarchy of Human Needs
Basis survival: Air, food, water, clothing, and shelter
Safety/Security: Money, laws, law enforcement
Social: Family, friends, colleagues, organizations
Esteem: Respect of others, dignity, worth
Self-Actualization: Fulfillment

9. Theories X Theories Y
Theories XY
Theories of Leadership

10. Theories of Leadership
Theories X Human must be directed,
coerced, controlled and manipulated.
Theories Y Under the right conditions,
humans will not just accept responsibility;
they will seek it.
Theories XY Theory Y works most of the
time, but not always. Supervisors must be
flexible enough to apply appropriate
strategies based on existing
circumstances.

11. Leadership Styles
• Autocratic Leadership
• Democratic Leadership
• Participative Leadership
• Goal-Oriented Leadership
• Situational Leadership

12. Autocratic Leadership
Is also called directive or dictatorial
leadership. Leaders who take this
approach make decisions without
consulting the employees who will have to
implement these decision. In the long run
it can lead to morale problems, half-
hearted “malicious” compliance, and
labor/management disputes. Subscribe to
the assumptions encompassed in Theory
X.

13. Democratic Leadership
Also called consultive or consensus
leadership, involve the employees who will
have to implement the decision in making
them. The leader makes the final decision, but
only after receiving the input and
recommendations of all team members. The
selection of the most popular decision as
opposed to the most appropriate decision,
and the most popular decision is not
necessary the best one. It can be also lead to
ineffective compromises. Based in Theory Y
assumptions.

14. Participative Leadership
 Also called open or nondirective
leadership, Leaders provide information
about the problem and ask team members to
recommend solutions. Assumption of this
style is that workers will more readily accept
responsibility for the solutions, goals, and
strategies they help and develop. But this
approach breaks down fast if team members
are not mature, responsible, and committed
to the best interests of the organization.
Based on the Theory XY philosophy.

15. Goal-Oriented Leadership
 Also called results-oriented
leadership. Only strategies that make a
definite and measurable contribution to
accomplishing organizational goals are
discussed. The influenced of personalities
and other factors unrelated to the specific
goals of the organization are
minimized.Grows out of Theory X
assumptions.

16. Situational Leadership
 Also called contingency leadership. Leaders
select a style appropriate to the circumstances and
the individual involved. Leaders consider the
following factors:
1. Relationship of the supervisor and the team
members
2. How precisely actions taken must comply with
the specific guidelines
3. Amount of authority the leader actually has team
members
Depending on what is learned when these factors are
consider, the supervisor decides whether to take
the autocratic, democratic, participative, or goal
oriented approach. Situational leadership is based

17. Theories X
Autocratic Leadership
Goal-Oriented Leadership
Theories Y
Democratic Leadership
Theories XY
 Situational Leadership
Participative Leadership
Leadership Styles Based on
Theories

18. Winning and Maintaining
Followership
Leadership Characteristics that Win and Maintain
Followership
 A sense of purpose
 Self-discipline
 Honesty
 Credibility
 Common sense
 Stamina
 Commitment
 Steadfastness
 Fairness
 Impartiality

19. Mistakes that can cause a supervisor to fail
 Trying to be a buddy to those you
supervise.
 Having an intimate relationship with an
employee you supervise.
Failing to recognize that the relationship
changes immediately when you supervise
former peers

20. •Trust Building and
Leadership
Taking the blame, but sharing the credit.
Supervisors who point the finger of blame at
their employees,even when the employees are
at fault, will not built trust. Leaders must be
welling to accept responsibility for the
performance of people they hope to lead.
Correspondingly, when credit due, leaders must
prepared to spread it around appropriately. Such
unselfishness on the part of the supervisors will
build trust among employees

21. Pithing in and helping. A willingness to get
their hands dirty when circumstances warranty
will help supervisors built trust among
employees.
Being consistent. It lets them know what to
expect. Even when employees disagree with
supervisors, they appreciate consistent
behavior.
Being equitable. Fair and equitable treatment of
all employees will build trust.

22. Schematic Diagram
Leader
Good
Characteristics
Motivation
Maintain
followership
Building Trust
and Leadership
Pros and cons on
Leadership style
Promote
Teamwork

23. That's all about Leadership
Thank you so much for
watching...