Lesson 11 - Leadership on Management Dynamics

1. Leadership
KRISMAR D. TIBAY

2. ➢ What is Leadership?
➢ Leadership vs. Management
➢ Contemporary Leadership
➢ Leadership Traits
➢ Leadership Behavioral Approaches
➢ Leader-Follower Relationship Approaches
➢ Charismatic and Transformational Leadership
➢ Post-pandemic Leadership
Topics to be Discussed:

3. What is leadership?
It is defined as “the ability to influence people toward the
attainment of goals.” It is also about creating an
environment where people feel valued, respected, and
empowered to contribute their ideas and talents to achieve
mutual success.
NATURE OF LEADERSHIP
➢ Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from
administrative paper shuffling or problem-solving.
➢ Being a leader can be more powerful than being a 'boss’.
➢ Leadership has three aspects - people, influence, and
goals. Leadership occurs among people, involves the use
of influence, and is used to attain goals.

4. Management versus Leadership
Management promotes stability, order
and problem solving within the existing
organizational structure and system.
Leadership promotes vision,
creativity and change.
• Managers should
develop a balance of
both manager and
leader qualities.
• Leadership cannot
replace management;
it should be in addition
to management.
Manager Qualities:
• MIND
• Rational
• Consulting
• Persistent
• Problem solving
• Tough-minded
• Analytical
• Structured
• Deliberate
• Authoritative
• Stabilizing
• Position power
Leader Qualities:
• SOUL
• Visionary
• Passionate
• Creative
• Flexible
• Inspiring
• Innovative
• Courageous
• Imaginative
• Experimental
• Initiates change
• Personal power

5. Contemporary Leadership
• Builds enduring greatness through a paradoxical blend
of personal humility and professional will.
• Leaders are often shy and unpretentious.
• Leaders give credit for successes to other people. Citing
his/her great colleagues, successors, and predecessors
as the reason for the accomplishments.
• Leaders want everyone to develop to their fullest
potential.
• Focuses on minimizing personal ambition and developing
others.
• Leaders favor a consensual and collaborative process, and
influence derives from relationships rather than position
power and formal authority.
• Leaders delegate tasks and authority to others and help them
to be more effective.
• Leaders have personal contact with people and let them
appreciate.
Re Level 5 Leadership Interactive Leadership
• This modern leadership times also known as Postheroic Approach that focuses on the subtle, unseen, and often
unrewarded acts that good leaders perform, rather than on the grand accomplishment of celebrated business heroes.
Its major characteristic is humility.

6. Physical Characteristics Personality Work-Related Characteristics
• Energy
• Physical Stamina
• Self-confidence
• Honesty and integrity
• Enthusiasm
• Desire to Lead
• Independence
• Achievement drive
• Desire to excel
• Conscientiousness in pursuit
of goals
• Persistence against obstacles
Intelligence and Ability Social Characteristics Social Background
• Intelligence
• Cognitive ability
• Knowledge
• Judgement
• Decisiveness
• Sociability
• Interpersonal skills
• Cooperativeness
• Ability to enlist cooperation
• Tact, diplomacy
• Education
• Mobility
Leadership Traits: Personal Characteristics of Leaders

7. Leadership Behavioral Approaches
• Ohio State Studies. They
identified two major behaviors:
consideration and initiating
structure
• Initiating Structure is the degree of
task behavior, that is, the extent to
which the leader is task oriented and
directs subordinate work activities
toward goal attainment.
• Consideration falls in the category of
people-oriented behavior and is the
extent to which the leader is mindful of
subordinates, respects their ideas and
feelings, ad establishes mutual trust.
Task-oriented Behavior
Re Research Programs People-oriented Behavior
• Michigan Studies. They took
different approach by comparing
the behavior of effective and
ineffective leaders.
• Job-centered leaders (less-effective
leaders) tended to be less concerned
with goal achievement and human
needs.
• Employee-centered leaders (most-
effective leaders) were those who
focused on the subordinates’ human
need to build effective work groups with
high performance goals.
• Texas Studies. They proposed two-dimensional theory called managerial grid, which was later restated by Robert Blake and Anne Adams
McCanse as the Leadership Grid. (To be further discussed on the next slide).

8. 1 Team Management (9,9)
The Leadership Grid
If often considered as the most effective style and is
recommended for leaders because organization
members work together to accomplish tasks.
2 Country Club Management (1,9)
It occurs when primary emphasis is given to people
rather than to work outputs.
3 Authority-Compliance Management (9,1)
It occurs when efficiency in operations is the dominant
orientation.
4 Middle-of-the-Road Management (5,5)
It reflects a moderate amount of concern for both
people and production.
5 Impoverished Management (1,1)
It means the absence of a management philosophy;
managers exert little effort toward interpersonal
relationships or work accomplishment.

9. 1
Contingency Approaches:
Leader-Follower Relationship
It focuses a great deal of attention on the characteristics of followers in
determining appropriate leadership behavior. The point of this theory is
that subordinates vary in readiness level.
Hershey and Blanchard’s Situational Theory
2
It considered a person’s leadership style to be relatively fixed and difficult
to change; therefore, the basic idea is to match the leader’s style with the
situation most favorable for his or her effectiveness.
Feidler’s Contingency Theory
3
It suggests that situational variables can be so powerful that they
substitute for or neutralize the need for leadership. This approach
outlines those organizational settings in which a leadership style is
unimportant or unnecessary.
Substitutes-for-Leadership

10. S3
Hersey and Blanchard’s Situational
Theory of Leadership
Participating
It is based on the combination of high concern
for people and relationships and low concern
for production tasks. The leader shares ideas
with subordinates, gives them a chance to
participate, and facilitate decision making.
S4 Delegating
It reflects a low concern for both relationships
and tasks. This leader style provides little
direction and little support because the leader
turns over responsibility for decisions and
their implementation to subordinates.
S2 Selling/ Coaching
It is based on a high concern for both people
and tasks. With this approach, the leader
explains decisions and gives subordinates a
chance to ask questions and gain clarity and
understanding about work tasks.
S1 Telling/ Directing
It reflects a high concern for tasks and a low
concern for people and relationships. This
highly directive style involves giving explicit
directions about how tasks should be
accomplished.

11. Fiedler’s Contingency Theory:
Matching Leader Style to the Situation
KEY POINTS:
• The suitability of a person’s leadership style is determined by whether the situation is favorable
and unfavorable to the leader in terms of three elements.
• Task-oriented leaders are more effective when the situation is either highly favorable or
highly unfavorable . While relationship-oriented leaders are more effective in situations of
moderate favorability.
Performance
Task-oriented leader
Relationship-oriented leader

12. Substitutes and Neutralizers for
Leadership
KEY POINTS:
• Situational variables can be so powerful that they substitute for or neutralize the need for
leadership.
• A substitute for leadership makes the leadership style unnecessary or redundant. A
neutralizer counteracts the leadership style and prevents the leader from displaying a certain
behaviors.
• When followers are highly professional and experienced, both leadership styles are less
important. People do not need much direction or consideration.

13. Charismatic
Leadership
Transformational
Leadership
Has the ability to inspire and motivate people to do more than they
would normally do, despite obstacles and personal sacrifices.
• The impact of charismatic leaders is normally from:
• Stating a lofty vision of an imagined future that the employees
identify with
• Displaying an ability to understand and empathize with
followers
• Empowering and trusting subordinates to accomplish results
• But it can be used for self-serving purposes that lead to deception,
manipulation, and exploitation of others.
• Example leaders are Mother Theresa, Alexander the Great, Oprah
Winfrey, and Osama Bin Laden.
This refers to a leadership style that focuses on a leader's ability to
motivate and inspire employees to make “changes” for the benefit of the
organization.
• Transformational leaders typically:
• Inspire followers not just to believe in the leader personally, but to
believe in their own potential.
• Has the ability to lead changes in the organization’s mission,
strategy, structure, and culture.
• Emotionally stable and positively engaged with the world around
them
• Have a strong ability to recognize and understand other’s emotions

14. Six Leadership Paradoxes for the
Post-Pandemic Era
• Leaders who want to succeed in this complex and fast
paced business environment need to have clarity about
what the new world will look like and what their
company’s place in that world is going to be.
Re Strategic Executor
1
Re Humble Hero
2
• Leaders need to have the humility to acknowledge what
they don’t know and to bring on board people with
potentially very different skills, backgrounds, and
capabilities.
Re Tech-Savvy Humanist
3
• Leaders who understand how technology impacts
people’s lives and they need to help their people adapt
to and adopt the many changes that technology will
enforce.
• Leaders need to innovate and try out new things —
faster than at any time before within the guardrails
consistent with the company’s purpose.
Re Traditioned Innovator
4
Re High-Integrity Leader
5
• Leaders need to make compromises, be flexible in
tweaking their approach and go one step back to be
able to move two steps forward.
Re Globally-Minded Localist
6
• Leaders in the digital age also need to be deeply aware
of and responsive to the situation and preferences of
individual customers and to the local communities and
ecosystems in which they operate.

15. Thank you.