Organizational Development: LEADERSHIP

● Sheila Karen Molina
● Aiza Padilla
LEADERSHIP

Sheila Karen Molina and Aiza Padilla: LEADERSHIP
What is it?
Leadershi
p

l
What’s a
eader
anyway
A leader can be defined by
an ability to get others to
follow willingly

LEADERSHIP DEFINITION

LEADERSHIP
Leading people
Influencing people
Guiding people
Commanding people

• Be a good role model
• Be clear about your rules
• Admit your mistakes
• Learn from mistakes
• Ask for feedback and opinion
from others
• Keep promise
• Show your commitment
How to be
a good
leader?

• Leader by the position
achieved
• Leader by personality,
charisma
• Leader by moral example
• Leader by power held
• Intellectual leader
• Leader because of ability to
accomplish things
types
of leaders

four
factors of
Leadership

Managers
versus
Leaders
Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follows the rules
Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

Formal and Informal Leaders
Formal and Informal Leaders
• FORMAL LEADER:
A member of an organization who is given authority to influence
other organizational members to achieve organizational goals.
• INFORMAL LEADER:
An organizational member with no formal authority to influence
others, but who has special skills or talents to influence others.

LEADERSHIP STYLE
Authoritarian
-Holds all authority and responsibility, with communication usually moving from top to bottom
Characteristics of Autocratic leadership
-Leader make the decisions
-Leader decide all the works method and processes
-Leader have a lot of power to their people
-When decisions must be made quickly and without dissent
How to be effective with this position: Good fits for Autocratic Leadership:
- Respect your Subordinates -Military
-Explain the rules -Manufacturing
-Be consistent -Construction
-Educate before you enforce
-Listen, even if you don’t change

LEADERSHIP STYLE
Democratic
-Decision making in group
-Discuss openly
-Collegial style of running a team
-Synthesizing all the available information into the best possible decision
-Share ideas in group
How to be effective with this position:
-Keep communication open
-Focus the discussion
-Be ready to commit
-Respect the ideas
-Explain, but don’t apologize

LEADERSHIP STYLE
Laissez-faire
-"Hands-off¨ style
-Gives employees as much freedom as possible
-Power is given to the employees and they must determine goals, make
decisions, and resolve problems on their own.
This is an effective style to use when:
-Employees are highly skilled, experienced, and educated.
-Employees have pride in their work and the drive to do it successfully
on their own.
-Outside experts, such as staff specialists or consultants are being used
-Employees are trustworthy and experienced.

Theories of Leadership
Trait Theory
Behavioral Theory
Contingency Theory

This theory believes that people
are either born or are made with
certain qualities that will make
them excel in leadership roles.
That is, certain qualities such as
intelligence, sense of
responsibility, creativity and other
values puts anyone in the shoes of
a good leader.
t rait
t heory

b ehavioral
theory
In reaction to the trait leadership
theory, the behavioral theories are
offering a new perspective, one
that focuses on the behaviors of
the leaders as opposed to their
mental, physical or social
characteristics.

c ontingen
cy
heoryT
The Contingency Leadership theory
argues that there is no single way
of leading and that every
leadership style should be based on
certain situations, which signifies
that there are certain people who
perform at the maximum level in
certain places; but at minimal
performance when taken out of
their element.

• Fiedler Model
• Hersey and Blanchard's
Situational leadership
Model
Two
Model of
Contingency Theory
Magat, Silvestre and Maris: Location
Planning & Analysis by Stevenson

Least-Preferred
Co-Worker Scale
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Backbiting 1 2 3 4 5 6 7 8 Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate 1 2 3 4 5 6 7 8 Considerate
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Gloomy 1 2 3 4 5 6 7 8 Cheerful
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious

Herseyand Blanchard's Situational leadership Model

Top 20 Leadership Traits
1. Trustworthiness
2. Passion and motivation
3. Approachability and
Friendliness
4. Consistency
5. Confidence
6. Ability to Listen
7. Calmness
8. Ability to delegate
9. Charisma
10. Clarity
11. Human Understanding
12. Adaptability and Flexibility
13. Wide Outlook
14. Sense of Humor
15. Appreciates Quality
16. Modesty
17. Fairness/Equity
18. Hard work
19. Continuous Development
20. Patience

“Develop your
leadership skills,
become more
employable
and successful
at work”

Sheila Karen Molina and Aiza Padilla
Thank you.
Organizational Development
Graduate School
Lyceum of the Philippines University
September 16, 2016
LEADERSIP

Organizational Development: LEADERSHIP

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