Narrative Report
Narrative Report
Narrative Report
0 LEADING
(NARRATIVE REPORT)
REPORTERS:
ARROZA, GERMAINE V.
GARCIA, MYRA ROSE R.
I. INTRODUCTION
Leadership is often defined as a process wherein an individual, influences and encourages
others to achieve the organizational objectives and directs the organization so that it becomes
more coherent and cohesive to work. Moreover, a person who can bring out the change is the
one who possesses the ability to be a leader. Moreover, a person who can bring out the
change is the one who possesses the ability to be a leader. A good leader is the one who
always looks out after others before himself and is proactive. Proactive refers to a leader’s
tendency of being three steps ahead of others, thinking of all the possibilities of a scenario.
Leadership is all about developing people, in turn helping them to reach their maximum
potential. In the simplest of terms, Leadership is an art of motivating the people to help
achieve a common goal.
II. OUTLINE
III. OBJECTIVES
IV. DISCUSSION
Leading
➢ Is that management function which “involves influencing others to engage in the work
behaviours necessary to reach organizational goals.”
➢ Refers to the function while, leadership refers to the process
Leadership
➢ It is a process of social influence in which one person can enlist the aid and support of
others in the accomplishment of a common task.
➢ It is the process of directing and influencing people so that they will strive willingly and
enthusiastically towards the achievement of group objectives.
➢ It is the capacity to influence a group towards the realization of a goal. Leaders are
required to develop a future vision and to motivate the organizational members to achieve
the visions.
NATURE OF LEADERSHIP
Leadership derives from the power and is similar to, yet distinct from, management.
▪ The ability to lead effectively is one of the keys to being an effective manager because
she/he has to combine resources and lead a group to achieve objectives.
▪ By understanding motivation, one can appreciate better what people want and why they
act as they do. A leader can encourage or dampen workers’ motivation by creating a
favorable or unfavorable working environment in the organization.
▪ In other words, it is the willingness of people to follow a person that makes that person a
leader. Moreover, people tend to follow those whom they see as providing a means of
achieving their desires, needs and wants.
▪ Group members are not powerless; they can shape group activities in some ways. Still,
the leader will usually have more power than the group members.
▪ Followers learn ethics and values from their leaders. Leaders are the real teachers of
ethics, and they can reinforce ideas. Leaders need to make positive statements of ethics
if they are not hypocritical.
COERCIVE POWER
▪ Coercive power rests in the ability of a manager to force an employee to comply with an
order through the threat of punishment. Coercive power typically leads to short-term
compliance, but in the long-run produces dysfunctional behavior.
▪ In times of economic crisis or threats to the survival of the organization at large,
coercion may come to the forefront. Coercive power may also materialize as
organizations attempt to streamline their operations for maximum efficiency. If
employees must be fired, those who fail to conform to the organizational goals for
survival will be the most likely candidates for termination. The threat of termination for
failure to comply, in turn, is coercive power.
LEGITIMATE POWER
▪ Legitimate power rests in the belief among employees that their manager has the right to
give orders based on his or her position. For example, at the scene of a crime, people
usually comply with the orders of a uniformed police officer based simply on their
shared belief that he or she has the predetermined authority to give such orders.
REWARD POWER
▪ Reward power, as the name implies, rests on the ability of a manager to give some sort
of reward to employees. These rewards can range from monetary compensation to
improved work schedules. Reward power often does not need monetary or other tangible
compensation to work when managers can convey various intangible benefits as
rewards.
REFERENT POWER
▪ Referent power derives from employees' respect for a manager and their desire to
identify with or emulate him or her. In referent power, the manager leads by example.
Referent power rests heavily on trust. It often influences employees who may not be
particularly aware that they are modelling their behaviour on that of the manager and
using what they presume he or she would do in such a situation as a point of reference.
EXPERT POWER
▪ Expert power rests on the belief of employees that an individual has a particularly high
level of knowledge or highly specialized skill set. Managers may be accorded authority
based on the perception of their greater knowledge of the tasks at hand than their
employees.
LEADERSHIP STYLE
• Is the result of the leader’s philosophy, personality, value system, and experience.
b. A democratic leader usually gives instructions only after consulting with the
group. He sees to it that policies are worked out in group discussion and with the
acceptance of the group.
c. A free rein leader completely abdicates his leadership position, to give all
responsibility of most of the work entrusted to him to the group which he is
supposed to lead, limiting his authority to maintain the contact of the group with
persons outside the group. This is also known as the permissive style of lead
d. Under Paternalistic Leadership, the leader assumes that his function is paternal
or fatherly. His attitude is that of treating the relationship between the leader and
the group as that of a family with the leader as the head of the family. He works to
help, guide, protect, and keep his followers happily working together as members
of a family.
➢ Concern for people: This is the degree to which a leader considers the
needs of team members, their interests, and areas of personal development
when deciding how best to accomplish a task.
➢ Concern for production: This is the degree to which a leader emphasizes
concrete objectives, organizational efficiency, and high productivity when
deciding how best to accomplish a task.
To become an effective leader, you should strive to become an expert in your field
and aim to cultivate essential leadership qualities.
✓ Accountability. The best leaders take full responsibility for their team’s performance,
whether the outcome is good or bad. As a leader, you should aim to praise your team
when they perform well and provide constructive criticism to help them improve. It’s also
important for you to take responsibility when you have made a bad decision or done
something unfavorable. We are all human and prone to mistakes, but effective leaders
recognize their areas of improvement and are open with their team about them.
✓ Adaptability. Experienced leaders understand that plans, schedules and even goals
can change at any time. To become a strong leader, you should aim for a flexible
approach that allows you to pivot as necessary. As you develop adaptability, you may
also find that you develop related leadership characteristics, such as resourcefulness and
problem-solving abilities.
✓ Empathy. Company leaders like executives, managers and supervisors work at a higher
level than other team members. In these positions, you should always try to empathize
with the reality that your team experiences so you can work together more easily. To
understand your team members better, try scheduling informal meetings to help you
acknowledge the challenges they face and the goals they want to achieve.
✓ Focus. Focus can help you handle possible distractions while achieving major objectives.
When you give your attention to the most important aspects, you can complete your
biggest goals while managing your time and resources.
✓ Positivity. Quality leaders use positivity to motivate their team to achieve goals, do their
best work and exceed expectations. To be an effective leader, you should exhibit
positivity during difficult situations such as overcoming obstacles or delivering
constructive criticism.
✓ Risk-taking. Leaders regularly encounter risks, but they must know when to embrace a
challenge and when to take a safe approach. To become a master at navigating risk, start
by learning how to assess situations and compare pros and cons. Strive to make decisive
judgments so that your team can readily accept and act upon your decisions.
✓ Stability. Although leaders are charged with driving significant change, they also need a
strong sense of stability. Taking a steady, reliable approach can allow you to keep your
project, team or company on track. Establishing regular routines and telling your team
what to expect allows you and your staff members to maintain energy and focus, even as
you strive for constant progress.
✓ Team-building. Even the strongest leaders need dedicated teams to complete projects.
To be an effective leader, you must know how to encourage teamwork and collaboration,
inspire team members to contribute their best work and motivate colleagues to
accomplish seemingly impossible tasks.
V. CONCLUSION
We can conclude that leadership is the ability to direct a group of people in realizing a
common goal. This is done by people applying their leadership attributes. Leaders create
commitment and enthusiasm amongst followers to achieve goals. Great leaders help people
grow. They willingly share what they know and look out for learning opportunities for the
people they work with (or the people who work for them). They build up the team and foster
strong relationships, rapport and cooperation within that team.
VI. REFERENCES
https://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-and-
Bases-of-
Power.html#:~:text=Bases%20of%20power%20refer%20to%20the%20methods%20t
hat,tied%20to%20the%20behavior%20of%20superiors%20over%20subordinates.
thriveglobal.com/stories/leadership-and-management-an-introduction/