The document discusses various approaches and styles of leadership. It describes leadership as influencing others to work towards organizational goals. Leaders can influence others through different bases of power such as legitimate, reward, coercive, referent, and expert power. Leadership styles discussed include employee-oriented, task-oriented, participative, free-rein, autocratic, and consultative. Contingency approaches consider which leadership practices are appropriate for different situations. The path-goal model also examines how leadership impacts motivation.

1. CHAPTER 10

2. A LEADER IS ONE WHO
KNOWS THE WAY, GOES THE
WAY, AND SHOWS THE WAY.

4. LEADING
is that management
function which
involves influencing
others to engage in
the work,behaviors
necessary to reach
organizational goals.

5. HOW LEADERS
INFLUENCED OTHERS ?

6. MAINTAIN EFFECTIVE WORK
FORCES
REQUIRED TO PERFORM
LEADERSHIP ROLES
TO BE ABLE TO INFLUENCE OTHERS
POWER
REFERS TO THE ABILITY OF A LEADER TO EXERT
FORCE ON ANOTHER.

7. BASES OF
POWER
LEGITIMATE
POWER
REWARD
POWER
COERCIVE
POWER
REFERENT
POWER
EXPERT
POWER

8. NATURE OF LEADERSHIP

9. LEADERSHIP
MAY BE REFFERED TO US THE PROCESS OF
INFLUENCING ANG SUPPORTING OTHERS TO WORK
ENTHUSIASTICALLY TOWARD ACHIEVING
OBJECTIVES. LEADERSHIP IS EXPECTED OF ANY
MANAGER INCHARGE OF ANY UNIT OR DIVISION.
ONE CANNOT EXPECT A UNIT OR DIVISION TO
ACHIEVE OBJECTIVES IN THE ABSENCE OF
EFFECTIVE LEADERSHIP EVEN IF A NOMINAL
LEADER IS PRESENT,IF HE IS NOT FUNCTIONING
PROPERLY, NO UNIT OR DIVISION OBJECT CAN BE
EXPECTED TO BE ACHIEVED.

10. TRAITS OF EFFECTIVE LEADERS
THE DESIRE TO LEAD
PERSONAL INTEGRITY
SELF CONFIDENCE
ANALYTICAL ABILITY OR
JUDGEMENT
KNOWLEDGE OF THECOMPANY,INDUSTRY OR
TECHNOLOGY
CHARISMA
CREATIVITY
FLEXIBILITY

11. BEHAVIORAL
APPROACHES TO
LEADERSHIP
STYLES

14. BEHAVIORAL
APPROACHES
TO
LEADERSHIP
STYLES
ACCORDING TO WAYS
LEADERS APPROACH
PEOPLE TO MOTIVATE
THEM
ACCORDING TO THE WAY
THE LEADER USES
POWER
ACCORDING TO THE
LEADERS ORIENTATION
TOWARS TASKS AND
PEOPLE
POSITIVE LEADERSHIP
AUTOCRATIC
EMPLOYEE ORIENTATION
TASK ORIENTATION
PARTICIPATIVE
FREE-REIN
NEGATIVE LEADERSHIP

15. A LEADER IS SAID TO
BE EMPLOYEE
ORIENTED WHEN HE
CONSIDERS
EMPLOYEES AS
HUMAN BEINGS OF
INTRINSIC
IMPORTANCE AND
WITH INDIVIDUAL AND
PERSONAL NEEDS TO
SATISFY.
A LEADER IS SAID TO
BE TASK ORIENTED IF
HE PLACES STRESS
ON PRODUCTION AND
THE TECHNICAL
ASPECTS OF THE JOB
AND THE EMPLOYEE
ARE VIEW AS THE
MEANS OF GETTING
THE WORK DONE.

16. CONTINGENCY APPROACHES
TO LEADERSHIP STYLES
THE CONTINGENCY APPROACH
REFERS TO THAT EFFORT TO
DETERMINE THROUGH RESEARCH
WHICH MANAGERIAL PRACTICES
AND TECHNIQUES ARE
APPROPRIATE IN SPECIFIC
SITUATION.

19. PATH GOAL MODEL OF
LEADERSHIP

20. THE WAY THAT THESE FACTORS IMPACT ON YOU HELPS YOU DETERMINE THE BEST LEADERSHIP AND
DECISION-MAKING STYLE TO USE. VROOM-JAGO DISTINGUISHES THREE STYLES OF LEADERSHIP, AND FIVE
DIFFERENT PROCESSES OF DECISION-MAKING THAT YOU CAN CONSIDER USING:
AUTOCRATIC – YOU MAKE THE DECISION AND INFORM OTHERS OF IT.
THERE ARE TWO SEPARATE PROCESSES FOR DECISION MAKING IN AN AUTOCRATIC STYLE:
PROCESS:
AUTOCRATIC 1(A1) – YOU USE THE INFORMATION YOU ALREADY HAVE AND MAKE THE DECISION
AUTOCRATIC 2 (A2) – YOU ASK TEAM MEMBERS FOR SPECIFIC INFORMATION AND ONCE YOU HAVE IT, YOU
MAKE THE DECISION. HERE YOU DON'T NECESSARILY TELL THEM WHAT THE INFORMATION IS NEEDED FOR.
CONSULTATIVE – YOU GATHER INFORMATION FROM THE TEAM AND OTHER AND THEN MAKE THE DECISION.
PROCESS:
CONSULTATIVE 1 (C1) – YOU INFORM TEAM MEMBERS OF WHAT YOU'RE DOING AND MAY INDIVIDUALLY ASK
OPINIONS, HOWEVER, THE GROUP IS NOT BROUGHT TOGETHER FOR DISCUSSION. YOU MAKE THE DECISION.
CONSULTATIVE 2 (C2) – YOU ARE RESPONSIBLE FOR MAKING THE DECISION, HOWEVER, YOU GET TOGETHER
AS A GROUP TO DISCUSS THE SITUATION, HEAR OTHER PERSPECTIVES, AND SOLICIT SUGGESTIONS.
COLLABORATIVE – YOU AND YOUR TEAM WORK TOGETHER TO REACH A CONSENSUS.
PROCESS:
GROUP (G2) – THE TEAM MAKES A DECISION TOGETHER. YOUR ROLE IS MOSTLY FACILITATIVE AND YOU
HELP THE TEAM COME TO A FINAL DECISION THAT EVERYONE AGREES ON.

21. REPORTERS:
COMBONG , JEARELYN D.
ELORZA , SARAH JEAN R.
ROBLES , WILROSE B.
COSTAN , JOEZEL D.