1. Aurelia A. Valerio
and
Helen Grace A. Cabuhat

2. Leadership
- as the ability to influence a group
toward the achievement of a vision or
set of goals
- is to pull people together and move
them toward the desired future
Management
- the process of acquiring, allocating,
and deploying resources to assure the
sustained success of an endeavor

3. LEADERS MANAGERS
Innovate Administer
Develop Maintain
Inspire Control
Long-Term View Short-Term View
Ask what and why Ask how and when
Originate Imitate
Challenge the status quo Accept the status quo
Do the right things Do things right
Distinctions between leaders and managers

4. LEADERSHIP THEORIES
TRAIT THEORY
BEHAVIORAL THEORIES
CONTINGENCY THEORIES
LEADER-MEMBER
EXCHANGE THEORY (LMX)

5. Trait Theories
Theories that consider personal qualities and
characteristics that differentiate leaders from
nonleaders.
Big Five Personality Traits
• Openness ( creative and flexible )
• Conscientiousness ( disciplined and committed )
• Extraversion ( tend to enjoy human interactions )
• Agreeableness ( kind, cooperative, sympathetic )
• Emotional stability

6. Behavioral Theories
Theories proposing that specific
behaviors differentiate leaders from
nonleaders.
- Behavioral studies implied we could
train people to be leaders

7. Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

8. Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.
Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.

9. • Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.

10. Contingency Theories
a. Fiedler Contingency Model
The theory that effective groups depend on a
proper match between a leader’s style of
interacting with subordinates and the degree to
which the situation gives control and influence to
the leader.
least preferred co-worker (LPC) questionnaire
An instrument that purports to measure
whether a person is task or relationship oriented.

11. Fiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
Task Structure
The degree to which the job assignments are
procedurized.

12. Findings from Fiedler Model

13. A contingency theory that focuses on followers’
readiness.
Leader: decreasing need
for support and supervision
Follower readiness:
ability and willingness
Unable and
Unwilling
Unable but
Willing
Able and
Willing
Directive High Task and Relationship
Orientations
Supportive
Participative
Able and
Unwilling
Monitoring
b. Situational Leadership Theory (SLT)

14. c. The Path-Goal Theory
A theory that states that it is the leader’s job
to assist followers in attaining their goals and
to provide the necessary direction and/or
support to ensure that their goals are
compatible with the overall objectives of the
group or organization.

15. d. Leader-Participation Model
A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situation

16. Leader-Member Exchange (LMX) Theory
Theory that supports leaders creation of in-
groups and out-groups, and subordinates with in-
group status will have higher performances
ratings, less turnover, and greater satisfaction
with their superior.

17. Leader-Member Exchange Theory

18. Transactional Leaders
Leaders who guide or motivate their followers
in the direction of established goals by
clarifying role and task requirements.
Transformational Leaders
Leaders who provide individualized
consideration and intellectual stimulation,
and who possess charisma.

19. Characteristics of Transactional
Leaders
Contingent Reward: Contracts exchange of
rewards for effort, promises rewards for good
performance, recognizes accomplishments.
Management by Exception: Watches and
searches for deviations from rules and
standards, takes corrective action.

20. Characteristics of
Transformational Leaders
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes
in simple ways.
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving.
Individualized Consideration: Gives personal attention,
treats each employee individually, coaches, advises.