This document discusses leadership and the differences between leaders and managers. It provides definitions of leadership and outlines various leadership styles and traits of effective leaders. Some key points: - A leader is measured by their ability to influence people towards achieving objectives, while a manager is measured by achieving objectives using both human and non-human resources. - Effective leadership depends on situational factors and matching a leader's traits to the requirements of the situation, rather than a single set of traits. - Common leadership styles discussed include transformational, transactional, servant, participative, and authoritarian styles. - Traits of effective leaders include intelligence, personality, social skills, task-orientation, self-confidence, and the

1. LEADERSHIP:
A Key Element in
Organizational
Management

2. “ A good leader
need not be a
good manager”
Franco (1988)

3. Distinction of a leader from a
manager:
◉ A Leader is measured by how much influence
he exerts in stimulating people to strive
towards the attainment of an objective.
◉ A Manager is measured by how much he has
attained an objective using not only human
resources but non-human resources ( money,
materials, machines, moment or time)

4. Distinction of a leader from a
manager:
◉ A leader becomes a good leader
because he can cause or direct people
to move towards an objective but he
can be worst manager because he is
inefficient in the use of recources

5. Distinction of a leader from a
manager:
◉ A manager who is super efficient but
handicapped by poor leadership may
not stand a chance of becoming an
effective manager, especially if his
calls for a lot of interaction with people.

6. Leadership
-is defined as the state where a person
or a group of person is able to
influence others to agree on a goal
and works towards it

7. ”
Elements of
Leadership
1. PEOPLE are distinguished for their unique attributes
such as having power, authority, special skills, talent,
status
2. ABILITY to influence others
3. RELATIONSHIP (the extent of association between
person influencing and other person being influenced.)
4. LEADERSHIP occurs when the leader has successfully
influenced the follower towards a goal
5. THE PERSON who best satisfies the needs of the
individual in a group will emerge as leader

8. Art of LEADERSHIP
◉THE LEADER sees things through the eyes of his followers. He
puts himself in their shoes and helps them make their dreams come
true
◉THE LEADER does not say “Get going” but lets go and leads the
way. He does not walk behind with a whip, he is out in front with a
banner.
◉THE LEADER assumes that his followers are working WITH him
NOT FOR him. He considers them partners in the work and sees to
it that they share in the rewards. He glorifies team spirit.
◉THE LEADER duplicates himselff in others. He is a man-builder.
He helps those under him to grow big because he realizes the more
big men an organization has, the stronger it will be

9. Art of LEADERSHIP
◉THE LEADER does not put people down, he lifts them
up. He reaches out his hand to help followers scale the
peak.
◉THE LEADER has faith in people. He believes in
them, trusts in them and thus draws out the best in them.
◉THE LEADER uses his heart as well as his head. After
he has worked at the facts with his head, he lets his heart
take a look too. He is not only a boss, he is also a friend.

10. Art of LEADERSHIP
◉THE LEADER is a self starter. He creates plans and
sets them in motion. He is both a man of thought and a
man of action; both a dreamer and a doer.
◉THE LEADER has a sense of humor. He can laugh at
himself. He has a humble spirit.
◉THE LEADER can be led. He is not interested in
having his own way, but finding the best way. He has
an open mind

11. Traits that make a
LEADER
1.Intelligence
2.Physical traits
3.Personality
4.Social status
5.Task/work orientation
(accdg. to Stogdill)

12. Traits that make a
LEADER
-asserted that leadership is a learned
behavior, even charisma is learned.
Leaders are often thought of as a
single personality type – “born to
lead” but in reality, all that leaders
have in common is the INITIATIVE
and the DESIRE
(accdg. to Schneider (1992)

13. Traits that make a
LEADER
(accdg. to Ghiselli (1971)
There is a close correlation between leadership traits
and effectiveness. These traits are categorized in
terms of degree of importance:
1. Very Important – decisiveness, intellectual
capacity, job achievement orientation,
feelings of actuations, self confidence and
management ability top build a team

14. Traits that make a
LEADER
(accdg. to Ghiselli (1971)
2. Moderately Important: affinity for the
working class, drive and initiative, need
for a lot of money, need for job security,
personal maturity
3. Almost Without Importance: masculinity
and feminity

15. Traits that make a
LEADER
Effective leadership did not depend
on a particular set of traits but on
how well the leader’s traits matched
the requirement of the situation he or
she is facing.
(accdg. to Cartwright (1968)

16. Traits that make a
LEADER
Women are still less likely than men to
emerge as leaders, but that they are just as
effective when they did. He stated that
persistent often unconscious sexual
stereotyping continues to hamper the
recognition of women as potential leaders,
even though an increasing number of people
believe in equality of ability and opportunity
(accdg. to Porter et.al. (1984)

17. Traits that make a
LEADER
Leaders tend to achieve
significant milestones and
passionately pursue their
missions if the subordinates are
well motivated to undertake
actions.
(accdg. to De Los Santos (2012)

18. 1. AUTHORITARIAN STYLE
- Leader is in total control of his group
- Power, authority and responsibility are his
monopoly
- His orders are command that are
unquestionable
- Has little trust in people and thinks himself as
great
- believes that money is the only motivation of
people
Leadership Styles

19. 2. BENEVOLENT AUTHOCRACY
- listens to his subordinates
- appears to be democratic or
participative but in the end, it is his
decision and will that prevail
Leadership Styles

20. 3. Transformational Leadership
- with charisma, inspirational appeal, consideration
and intellectual strength (Bass)
-accomplished by moral leadership; transformation
must take place within the leader before it can take place
among his followers.(Carey)
-The collective action that transorming leadership
generates to empower those who participate in the process.
It’s a leadership that facilitates the redefitnition of the people’s
mission and vision, a renewal of their commitment and
restructuring of their system for goal
accomplishment.(Roberts)
Leadership Styles

21. 4. Transactional Leadership
-it emphasizes the transaction or
exchange that takes place among
leaders, coleagues and followers.
-Transactional leader is an individual
who has a personal agenda that is
pursued without true concern for the
welfare of others.
Leadership Styles

22. 5. Servant Leadership
-ability to put others ahead, knowing what your
people need, and allowing them to grow and
expand their capability to perform better
-possess confidence to serve
-not motivated by manipulation or self promotion
it is fueled by love and obligation to serve
“People don’t care how much you know until they know
how much you care.” (John Maxwell)
“To get ahead, put others first”
Leadership Styles

23. 6. Participative Leadership
- The leader shares power, authority
and responsibility with his followers or
his subordinates.
- he encourages, promotes and
practices participation in problem-
solving and decision making.
Leadership Styles

24. WHAT IT TAKES TO BE A LEADER
1. Leaders have a clear goal. They know where they want to go. Call it vision,
goal, or objective.
2. Leaders allow others to grow. “But for a good leader, when the work is done,
his aim fulfiled, they will say, we did it ourselves” (Lao Tzu)
3. Leaders often lead by example. It is the most effective way to show others the
proper way to conduct themslves; more effective than verbal communication.
4. Leaders listen to their group. In doing so, you may gain much goodwill for they
have someone who cares.
5. Leaders encourage other leaders. Bring forth potential leaders where one day
you will be able to step down so another who is more capable can take your
place.

25. WHAT IT TAKES TO BE A LEADER
6. Leaders are committed to their goals and are willing to make sacrifices to
achieve them. Successful people have paid the price – they are dedicated and
have worked hard to develop this potential.
7. Develop your self-esteem. Anticipate the excitement of discovering the nature
and extent of you unlimited potential.
8. Visualize yourself at the top. Imagine how you will feal when you reach higher
levels of performance. Experience the satisfaction of accomplishing your goals.
9. Pursue your goals with passion. Emotional excitement pumps adrenaline into
the bloodstream, giving you more energy to respond to challenges.
10. Believe in yourself. Faith in yourself arouses to action the best that is within
you.

26. 1. Rhetoric – Being able to be on and stay on the message, as well as communicating
it effectively make a big difference
2. DRIVE – Learn to proactively channel your energies from one situation to the next,
on matters you can do something about.
3. EFFORT - Be sure to give it all, and leave it all out there on the table
4. INITIATIVE – Take it upon yourself from time to time to do some things that will
breathe some fresh air into your organization.
5. IMAGINATION / CREATIVITY – Think outside the box. Do not be afraid of looking at
something from several different perspectives even from ones that might seem
unconventional.
6. Foresight. The ability to think long term, and successfully lead the organization in the
desired direction is vital and integral.
7. ORGANIZATIONAL / PEOPLE SKILLS –Learn, understand and realize peoples’
strength and weaknesses as well as how to use them to both maximize their
potential and achieve the ultimate benefit for the organization.
8. LOVE – Let your staff see that you really are “one of them” and you value them as
human beings. Also, practice a little “tough love” when necessary.

27. Pour into a bowl these organizational/
people skills to start. Add a teaspoon of
foresight, with a pinch of drive, effort and
initiative. Mix thouroughly. To that, include a dash
of imagintion / craetivity and rhetoric. Into the
concoction, add two tablespoons of love.
Combine and mix together. Pour contents in a
casserole and let things cook for the right
amount of time and at the appropriate
temperature. When finished, let cool for as long
as you need. This has enough servings for all and
is a healthy, nutritious and nourishing way to
snack on for effective organizational leadership

28. THANK YOU!!!