a tool for organization’s success

1. Prepared by: MARY ROSE F. MONTANO

2.  the art or process of influencing people so
that they will strive willingly and
enthusiastically toward the achievement of
group goals
 the influential increment over and above
mechanical compliance with the routine
directives of the organization
 the ultimate act that identifies, develops,
channels, and enriches the potentials that is
already in an organization

3. Managers… Leaders…
• holds formalholds formal
positionspositions
• use informaluse informal
influenceinfluence
• achieve results byachieve results by
directing othersdirecting others
• Create a vision andCreate a vision and
inspire others toinspire others to
achieve this visionachieve this vision
and stretchand stretch
themselves beyondthemselves beyond
their normaltheir normal
capabilitiescapabilities

4.  Traits
- potentials which are relatively fixed in
the short term.
 Behavior (skills and actions)
- the successful release and expression of
those traits; can be learned and changed.

5. ∞ creativity and
originality
∞ charisma
∞ cognitive ability
∞ desire to lead
∞ flexibility and
adaptiveness
∞honesty and integrity
∞knowledge of business
∞personal drive
∞positive affectivity (warmth)
∞self-confidence

6.  Technical Skill
- refers to a person’s- refers to a person’s
knowledge and ability inknowledge and ability in
any type of processorany type of processor
technique. Examples aretechnique. Examples are
skills learned byskills learned by
ACCOUNTANTS,ACCOUNTANTS,
engineers, andengineers, and
toolmakers.toolmakers.

7. - the ability to think in terms of models,- the ability to think in terms of models,
frameworks, and broad relationships,frameworks, and broad relationships,
such as long range plans.such as long range plans.
- ability to work- ability to work
effectively with peopleeffectively with people
and to build teamwork.and to build teamwork.
Lack of human skills hasLack of human skills has
been the downfall ofbeen the downfall of
many managers and CEOs.many managers and CEOs.

8.  Leadership is situational for
reasons that an action suitable for
one situation, will never be the
best, or even just suitable, to the
second.
 At times, the appropriate
leadership action is to stay in the
background keeping pressures of
the group, to keep quiet so that
others may talk, to be calm in
times of uproar, to hesitate
purposefully, and to delay
decisions. Other times, a leader
must be more decisive, directive
and controlling.

9. The key task for a leader is
to recognize different
situations and adapt to them
on a conscious basis.

10.  There are many
leadership styles
from which to choose
 Different styles were
needed for different
situations and each
leader needed to
know when to exhibit
a particular
approach.

11.  Represents a consistent combination of
philosophy, skills, traits, and attitudes that
are exhibited in a person’s behavior.
 Each style also reflects, implicitly or
explicitly, the manager’s beliefs about a
subordinate’s capabilities.

13.  centralize power and decision
making in themselves
 Manager retains as much
power and decision making
authority as possible
 Does not consult subordinate,
nor allowed to give any input
 Subordinates are expected to
obey orders without receiving
any explanations
 Structured set of rewards and
punishments

14.  permits quick decisions
 allows the use of less
competent
subordinates
 provides security and
structure to employees
Advantages…Advantages…

15. Sometimes the most effective style to use, when:
 New, untrained SUBORDINATES do not know
which tasks to perform or which procedures to
follow
 Effective supervision provided only through
detailed orders and instructions
 SUBORDINATES do not respond to any other
leadership style
 Limited time in which to make a decision
 A manager’s power challenged by
SUBORDINATES
 Work needs to be coordinated with another
department or organization

16. When:
 subordinates become tense, fearful, or resentful
 subordinates expect their opinions to be heard
 subordinates depend on their manager to make all
their decisions
 Low subordinate’s morale

17.  Develops plans to help
subordinate evaluate their
own performance
 Allows subordinate to
establish goals
 Encourages subordinate to
grow on the job and be
promoted
 Recognizes and encourages
achievement

18. When:
 wants to keep subordinates informed
about matters that affect them
 wants subordinates to share in decision-
making and problem-solving duties
 wants to provide opportunities for
subordinates to develop a high sense of
personal growth and job satisfaction
 want to encourage team building and
participation

19.  Not enough time to get everyone’s input
 more cost-effective for the manager to make the
decision
 Can’t afford mistakes
 Manager feels threatened by this type of leadership
 Subordinates’ safety is a critical concern

20.  Leader uses his power very rarely
 Giving subordinates a high degree of
independence
 The leader is a figure-head
 Laissez-faire leader (let people do a they
choose)

21. When:
 Subordinates are able to analyze the
situation and determine what needs to be
done and how to do it
 You have full trust and confidence in the
people below you
 You cannot do everything and you need to
set priorities and delegate certain tasks

22. When:
 You can blame others when things go wrong

23.  The three sets of “forces” that a leader needs to consider before
choosing a leadership style are the following: forces in leader, forces
in employees (whom they call subordinates), and forces in the
situation.
 A good leader uses all three styles, depending on what forces are
involved between the followers, the leader, and the situation. Some
examples include:
 Using an authoritarian style on a new member who is just learning the
job/task. The leader is competent and a good coach. The employee is
motivated to learn a new skill. The situation is a new environment for the
subordinate.
 Using a participative style with a team of workers who know their job.
The leader knows the problem, but does not have all the information.
The subordinates know their jobs and want to become part of the team.
 Using a delegative style with a worker who knows more about the job
than you. You cannot do everything! The employee needs to take
ownership of her job. Also, the situation might call for you to be at other
places, doing other things.
 Using all three: Telling your subordinates that a procedure is not working
correctly and a new one must be established (authoritarian). Asking for
their ideas and input on creating a new procedure (participative).
Delegating tasks in order to implement the new procedure (delegative).

24.  There is no universally effective style of leading.
Sometimes it is best for the leader to tell
subordinates what to do; sometimes it is best for
leaders and subordinates to make decisions
together; and sometimes it is best for employee
to direct themselves. The best style of
leadership depends on qualities of the leader,
characteristics of the followers, and the nature
of the situation.
 If styles of leading and styles of following
conflict, extra patience and communication are
needed, especially in the following areas:
 Decision-Making.
 Goal setting.
 Communication.

25.  The role of the leader in today’s high-tech, fast
paced, and ever-changing workplace is
increasingly difficult. In dealing with a wide
variety of employees along a full range of skills,
the leader must add new demands to traditional
duties.
 Traditional Duties New Demands
 1. Give Orders 1. Empower people.
 2. Implement plans. 2. Generate ideas.
 3. Manage individuals.3. Coach teams.
 4. Do things right. 4. Do the right things.
 5. Organize work. 5. Develop people.