The document discusses the concepts of leadership and management. It provides definitions and comparisons of the key terms, including: - Leaders guide and influence followers through inspiration and vision toward new goals, while managers maintain existing systems and ensure objectives are met. - Several leadership theories are examined, such as trait, contingency, and path-goal theories, which propose that different leader behaviors and styles are effective depending on the situation. - The document also explores styles of leadership, including task-oriented, people-oriented, and styles based on authority like autocratic, democratic, and laissez-faire. Effective leadership traits and tools are listed. - In comparing leaders and managers, leaders are seen as agents of

1. EULOGIO “AMANG” RODRIGUEZ INSTITUTE OF
SCIENCE AND TECHNOLOGY (EARIST)
TOPIC: LEADERSHIP
JANET ESPORLAS LINQUICO
Master of Arts in Education Admin and Supervision

2. Leadership
LEADERS ARE CALLED TO STAND IN THAT LONELY PLACE
BETWEEN NO LONGER AND THE NOT YET AND
INTENTIONALLY MAKE DECISIONS THAT WILL BIND,
FORGE, MOVE AND CREATE HISTORY.
WE ARE NOT CALLED TO BE POPULAR, WE ARE NOT CALLED
TO BE SAFE, WE ARE NOT CALLED TO FOLLOW, WE ARE THE
ONES CALLED TO TAKE RISKS, WE ARE THE ONES CALLED
TO CHANGE ATTITUDES; TO RISK DISPLEASURES WE ARE
THE ONES CALLED TO GAMBLE OUR LIVES, FOR A BETTER
WORLD
MARY LOU ANDERSON, APRIL 1970

3. LEAD
To guide or conduct by showing the
way
To direct and govern
To show the method of attaining an
objective
To entice, allure, induce, influence
To go before and show the way

4. LEADER
One who leads or conducts
A guide or point of reference

5. LEADERSHIP
The position, office, term, or
function of a leader
The capacity to be a leader
The ability to lead
The act or instance of leading
The "people side" of the job

6.  MANAGE
 To handle
 To have under control
 To conduct, carry on, guide
 To move or use in the desired manner
 To be cautious and use good judgment with
people
 To be concerned with all aspects of the
organization

7. MANAGER
The one who manages
The one who has the guidance or
direction over everything
The one who is at the head of an
undertaking

8.  MANAGEMENT
 The act, manner, or practice of managing,
handling, directing, or controlling something
 The person/persons who manage a place,
business, establishment, organization, or
institution
 Skill in managing
 Executive ability
 The technical/academic side of being a teacher
or administrator

9. Managers involves power
by position.
Leaders involves power
by influence.

10. Abraham Zaleznik (1977)
leaders as inspiring
visionaries, concerned about
substance
managers he views as
planners who have concerns
with process

11. Warren Bennis (1989)
 Managers administer, leaders innovate
 Managers ask how and when, leaders ask what and
why
 Managers focus on systems, leaders focus on
people
 Managers do things right, leaders do the right
things
 Managers maintain, leaders develop
 Managers rely on control, leaders inspire trust

12.  Managers have a short-term perspective, leaders
have a longer-term perspective
 Managers accept the status-quo, leaders challenge
the status-quo
 Managers have an eye on the bottom line, leaders
have an eye on the horizon
 Managers imitate, leaders originate
 Managers emulate the classic good soldier, leaders
are their own person
 Managers copy, leaders show originality

13. Paul Birch (1999)
managers concerned
themselves with tasks
leaders concerned themselves
with people

14. Bruce Lynn
A Leader optimizes upside
opportunity
Manager minimizes
downside risk.

15. PATRICIA PITCHER (1994)
 Three Types of Leaders
1. Artists – imaginative, inspiring,
visionary, entrepreneurial, intuitive,
daring, emotional
2. Craftsmen – well-balanced, steady,
reasonable, sensible, predictable
3. Technocrats – cerebral, detail-oriented,
fast, uncomprising, hard-headed

16. LEADERSHIP
•DEFINED AS A PROCESS OF INFLUENCING THE
ACTIVITIES OF FORMAL AND INFORMAL WORK
GROUPS IN THEIR TASKS OF GOAL SETTING AND
GOAL ACHIEVEMENT.
•IT IS THE ART OR PROCESS OF INFLUENCING
PEOPLE SO THAT THEY WILL STRIVE WILLINGLY
AND ENTHUSIASTICALLY TOWARD TO ATTAINMENT
OF GROUP GOALS.
•IT IS COORDINATING AND MOTIVATING
INDIVIDUALS AND GROUPS TO ACHIEVE DESIRED
ENDS

17. Hemphill and Coons, 1967
LEADERSHIP IS THE BEHAVIOR
OF AN INDIVIDUAL WHEN HE IS
DIRECTING THE ACTIVITIES OF A
GROUP TOWARD A SHARED
GOAL.

18. Tannenbaum, Wesler & Massrik,
1967
LEADERSHIP IS INTERPERSONAL
INFLUENCE, EXERCISED IN A
SITUATION AND DIRECTED,
THROUGH THE COMMUNICATION
PROCESS, TOWARD THE ATTAINMENT
OF A SPECIAL GOAL OR GOALS.

19. Stogdill, 1974
LEADERSHIP IS INITIATION AND
MAINTENANCE OF STRUCTURE IN
EXPECTATION AND INTERACTION.

20. Jacobs, 1970
LEADERSHIP IS AN INTERACTION
BETWEEN PERSONS IN WHICH ONE
PRESENTS INFORMATION OF A SORT
AND IN SUCH A MANNER THAT THE
OTHER BECOMES CONVINCED THAT
HIS OUTCOMES WILL BE IMPROVED
IF HE BEHAVES IN THE MANNER
SUGGESTED OR DESIRED.

21. Janda, 1987
LEADERSHIP IS A PARTICULAR TYPE OF
POWER RELATIONSHIP CHARACTERIZED BY
A G ROU P MEMB E R ’ S P E R C E P T I ON THA T
ANOTHER GROUP MEMBER HAS THE RIGHT
TO PRESCRIBE BEHAVIOR PATTERNS FOR
THE FORMER REGARDING HIS ACTIVITY AS
A GROUP MEMBER.

22. Kochan, Schmit & Coties, 1975
LEADERSHIP IS AN INFLUENCE
PROC ES S WHEREBY O’ S AC T ION
CHANGED P ’ S BEHAVIOR AND P VIEW
THE INFLUENCE ATTEMPT AS BEING
LEGITIMATE AND THE CHANGE AS
BEING CONS I S TENT WI TH P ’ S GOAL .

23. Katz, & Khan, 1978
LEADERSHIP IS THE
INFLUENTIAL INCREMENT OVER
AND ABOVE MECHANICAL
COMPLIANCE WITH THE
ROUTINE DIRECTIVES OF THE
ORGANIZATION.

24. Leadership Effectiveness
1 . LEADERSHIP INVOLVES THE MOST VITAL
RESOURCES OF ANY ORGANIZATION THE
PEOPLE.
2. POWER DISTRIBUTION BETWEEN LEADERS AND
GROUP MEMBERS IS UNEQUAL.
3. LEADERSHIP INVOLVES THE USE OF
DIFFERENT FORMS OF POWER TO INFLUENCE
THE BEHAVIOR OF FOLLOWERS.
4. LEADERSHIP IS ABOUT VALUES.

25. Dimensions of Leadership
Behavior
1. THE ABILITY TO USE POWER
EFFECTIVELY AND IN A
RESPONSIBLE MANNER.
2. THE ABILITY TO COMPREHEND
THAT HUMAN BEINGS HAVE
DIFFERENT MOTIVATION FORCES
AT DIFFERENT TIMES AND IN
DIFFERENT SITUATIONS.

26. Theories of Leadership
TRAIT THEORY – THE LEADER IS CONCEIVED TO
B E A “ G R E A T MA N ” WH O S E S U P E R I O R
ENDOWMENTS INDUCE OTHERS TO FOLLOW HIM.
ENVIRONMENT THEORY - IT EXPLAINS
LEADERSHIP ON THE BASIS OF SITUATIONS AND
CRISES THAT PROVIDES OPPORTUNITIES FOR THE
PEOPLE.
PERSONAL-ENVIRONMENTAL THEORY –
MAINTAINS THAT CHARACTERISTICS OF A
LEADER, THE FOLLOWERS AND THE SITUATIONS
THAT INTERACT DETERMINE WHO WILL BE THE
LEADER.

27. Theories of Leadership
EXCHANGE THEORY – IT SUGGEST THAT GROUP
INTERACTION REPRESENTS AN EXCHANGE PROCESS IN
WHICH LEADERSHIP IS CONFERRED UPON THE MEMBER
WHOSE EFFORTS APPEARS MORE LIKELY TO REWARD
OTHER MEMBERS FOR THEIR EFFORT ON BEHALF OF
THE GROUP.
HUMANISTIC THEORY – IT IS BASED ON THE
HYPOTHESIS THAT GROUPS WILL BE MORE EFFECTIVE
AND MEMBERS WILL BE BETTER SATISFIED WHEN THE
LEADER ALLOWS FOLLOWERS FREEDOM TO SATISFY
THEIR NEEDS FOR ACHIEVEMENT AND SELF -
ACTUALIZATION.

28. Theories of Leadership
EXCEPTIONAL THEORY – IT MAINTAINS THAT
LEADERSHIP IS MOST LIKELY TO BE ACHIEVED BY
THE MEMBER WHO SUCCEEDS IN INITIATING AND
RE-ENFORCING THE EXPECTATIONS THAT HE WILL
MAINTAIN THE ROLE OF STRUCTURE AND GOAL
DIRECTION OF THE GROUP.
CONTINGENCY THEORY – IT PROPOSES THAT A
GIVEN PATTERN OF LEADERSHIP BEHAVIOR WILL
LEAD TO EFFECTIVE GROUP PERFORMANCE IN
SOME CIRCUMSTANCES, AND INEFFECTIVE, IN
SOME CASES

29. Theories of Leadership
PATH-GOAL THEORY – IT SUGGEST THAT
CERTAIN PATTERNS OF LEADER BEHAVIOR
FACILITATE THE CLARIFICATION OF THE
GROUP GOAL WHILE OTHER PATTERNS OF
BEHAVIOR STIMULATE EFFECTIVE
INSTRUMENTS AND RESPONSE ON THE
FOLLOWER GROUP.

30. Styles of Leadership
1 . TASK-ORIENTED LEADERSHIP – THE LEADERS
LOOK TOWARD ACHIEVING GOOD
INTERPERSONAL RELATION BY WAY OF
ATTAINING A POSITION OF PERSONAL
PROMINENCE IN THE ORGANIZATION.
2. PEOPLE-ORIENTED LEADERSHIP – THE
RELATION OF LEADER PERSONALITY AND
BEHAVIOR TO THE FOLLOWER AND GROUP
RESPONSE.

31. Styles of Leadership Based on
the Use of Authority
1. AUTOCRATIC LEADER
• DEMOCRATIC OR PARTICIPATIVE
LEADER
• BENEVOLENT-AUTOCRAT
• LIBERAL LEADER OR FREE-REIN
LEADER

32. Styles of Leadership Based on
the Use of Authority
2. LAISSEZ-FAIRE – TO LET PEOPLE
DO AS THEY CHOOSE. NO LEADERSHIP
AT ALL
3. MANIPULATED-INSPIRATIONAL –
THE LEADER OF THE GROUP OF
LEADERS SETS THE RULES AND
INTERPRETS THEM AS THEY SEE.

33. Ten Powerful Tools of
Leadership
1. PERSUASION
2. PATIENCE
3. GENTLENESS
4. TEACHABLE
5. ACCEPTANCE

34. Ten Powerful Tools of
Leadership
6. KINDNESS
7 . COMPASSIONATE CONFRONTATION
8. CONSISTENCY
9. OPENNESS
10. INTEGRITY

35. The Art of Leadership
1 . THE LEADER IS A GREAT SERVANT.
2 . THE LEADER SEES THINGS THROUGH THE EYES OF
HIS FOLLOWERS.
3. T H E L E A D E R D O E S N O T S A Y , “ G E T G O I N G ! ,
I N S T E A D T H E S A Y S . “ L E T S G O ” A N D L E A D S T H E
WAY.
4 . THE LEADER DUPLICATES HIMSELF IN THE
OTHERS.
5 . THE LEADER DOES NOT HOLD PEOPLE DOWN, HE
LIFTS THEM UP.

36. The Art of Leadership
6. THE LEADER HAS FAITH IN PEOPLE.
7. THE LEADER USES HIS HEART AS WELL AS HIS
HEAD.
8. THE LEADER IS A SELF STARTER.
9. THE LEADER HAS A SENSE OF HUMOR
10. THE LEADER CAN BE LEAD.
1 1 . THE LEADER KEEPS HIS EYES ON HIS GOALS.

37. Traits of a Leader
1 . KNOWLEDGE
2 . BEARING
3 . COURAGE
4 . ENDURANCE
5 . ENTHUSIASM

38. Traits of a Leader
6. INTEGRITY
7 . DECISIVENESS
8. DEPENDABILITY
9. FORCE
10 HUMILITY

39. Traits of a Leader
1 1 . HUMOR
12. INITIATIVE
13. JUDGMENT
14. JUSTICE
1 5 . LOYALTY

40. Traits of a Leader
16. SYMPATHY
1 7 . EMPATHY
18. TACT
19. UNSELFISHNESS
20. WIT

41. Subject Leader Manager
Essence Change Stability
Focus
Leading
people
Managing
work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power
Personal
charisma
Formal
authority
Appeal to Heart Head

42. Energy Passion Control
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames

43. Leadership Questionnaire
Instructions
Objective: To determine the degree that a person likes working with tasks and
people.
 never sometimes always
 0 1 2 3 4 5

 _______ I encourage my team to participate when it comes decision making
time and I try to implement their ideas and suggestions.

 _______ Nothing is more important than accomplishing a goal or task.

 _______ I closely monitor the schedule to ensure a task or project will be
completed in time.

 _______ I enjoy coaching people on new tasks and procedures.

 _______ The more challenging a task is, the more I enjoy it.

44. Leadership Questionnaire
 _______ I encourage my employees to be creative about their job.

 _______ When seeing a complex task through to completion, I
ensure that every detail is accounted for.

 _______ I find it easy to carry out several complicated tasks at the
same time.

 _______ I enjoy reading articles, books, and journals about
training, leadership, and psychology; and then putting what I have
read into action.

 _______ When correcting mistakes, I do not worry about
jeopardizing relationships.
Instructions
Objective: To determine the degree that a person likes working with tasks and
people.

45. Leadership Questionnaire
Instructions
Objective: To determine the degree that a person likes working with tasks and
people.
 _______ I manage my time very efficiently.

 _______ I enjoy explaining the intricacies and details of
a complex task or project to my employees.

 _______ Breaking large projects into small manageable
tasks is second nature to me.

 _______ Nothing is more important than building a
great team.

 _______ I enjoy analyzing problems.

46. Leadership Questionnaire
Instructions
Objective: To determine the degree that a person likes working with tasks and
people.
 _______ I honor other people's boundaries.

 _______ Counseling my employees to improve
their performance or behavior is second nature to
me.

 _______ I enjoy reading articles, books, and trade
journals about my profession; and then
implementing the new procedures I have learned.

47. Scoring Section
After completing the Questionnaire, transfer your answers to the spaces
below:
 People
 Question
 1.______
 4.______
 6.______
 9.______
 10.______
 12.______
 14.______
 16.______
 17.______
 TOTAL ________
 X 0.2 = ________
 (multiple the Total by 0.2 to get your final score)
 Task
 Question
 2.______
 3.______
 5.______
 7.______
 8.______
 11.______
 13.______
 15.______
 18.______
 TOTAL ________
 X 0.2 ________
 (multiple the Total by 0.2 to get your final score)

48. Matrix Section