CHAPTER EXERCISES

1. Explain the importance of leading to managers.

- Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what
they do best. They can provide guidance and direction and delegate tasks to make the most of everyone's
strengths.
2. Cite ways to influence others.
a. Build rapport: Establishing a connection with someone by building rapport can make them more
likely to listen to you and be influenced by your ideas.
b. Use persuasion techniques: Persuasion techniques, such as presenting a compelling argument, using
evidence and statistics to support your points, and appealing to emotions, can be effective in
influencing others.
c. Use social proof: People are often influenced by the actions of others. Providing examples of other
people who have taken a similar course of action can be a powerful way to influence others.
d. Use authority: People are often more likely to be influenced by those who have authority or
expertise in a particular area. If you have expertise or credentials in a certain area, use them to
influence others.
3. Contrast bases of power according to its source.
Legitimate Power - It is often referred to as formal authority. It is based on belief that people in
positions of authority have the right to make decisions and give orders. Legitimate power can be
effective in situations where the person in authority has the trust and respect of their subordinates.
Reward Power - is the ability to provide incentives, such as bonuses or promotions, to influence
behavior. It is based on the belief that people will be motivated to do what they are asked if they
believe that there will be a positive outcome as a result.
Coercive Power - is the ability to use punishment or negative consequences to influence behavior. It is
based on the belief that people will be motivated to avoid negative outcomes, such as loss of job or
demotion.
Referent Power - is the ability to influence others based on the respect, trust, and admiration that
others have for the person. This power is often based on personal qualities such as charisma, expertise,
or personal relationships.
Expert Power - is the ability to influence others based on the knowledge, skills, and expertise that the
person possesses. This power is often based on the belief that the person in authority has the ability to
provide guidance or make decisions based on their knowledge and experience.
4. From the various traits of a leader, rank them based on what you think should be the most and the least
important trait a leader must possess.
1. Personal Integrity 4. Knowledge of the Company 7. The desire to lead
2. Self-Confidence 5. Creativity 8. Personal Drive
3. Analytical Ability 6. Flexibility 9. charisma
5. Cite scenarios where each of the skills a manager should be applied.
Technical Skills - Facilitates growth. Knowledge is power, and the more your employees know, the
more your business can grow. By providing technical skills training for your employees, you're instilling
self-confidence that they have the knowledge and competence to perform their daily tasks to the best
of their ability.
Human Skills - human skills for a manager include empathy, adaptability, communication, listening
attentively, and a growth mindset. In addition, managers should be able to facilitate collaboration by
building trust across the team.
Conceptual Skills - Conceptual skills cover a swath of key soft skills, such as creative thinking skills,
interpersonal skills, managerial skills, decision-making skills, and the ability to motivate. By honing and
refining these skills, managers can better lead their teams and are best-poised to arrive at their desired
outcomes.
6. Distinguish behavioral and contingency approach from leadership. - The behavioral approach focuses on the
leader's behavior, while the contingency approach emphasizes the importance of adapting the leadership style
to fit the situation. While both approaches contribute to our understanding of leadership, they have different
implications for how leaders should approach their role and interact with their followers.

SUGGESTED ITEM FOR RESEARCH

Identify a manager of your choice. Describe his leadership style. Are there important changes that have
to be made to improve his style? What are those? List down the proposed character changes applicable.

The manager of my choice is Milkha Santos, she is a manager of make up cosmetics.

The important changes that have to be made to improve his style are the ff:
Develop active listening skills - Milkha needs to actively listen to his team members' opinions and
ideas, acknowledge their perspectives, and give them feedback on their work. Active listening can help
you not only retain more information but also better understand what is being said.
Participation - Participative leadership provides a deeper feeling of community to lower-level group
members. This could create a more positive work environment where employees have higher morale
and more motivation. It can also help increase employee retention for highly skilled employees.
Celebrate successes - By celebrating our success, we reinforce the motivation that will carry us through
the next achievement. This is important for you individually as well as for your organization. Take the
time to step back and recognize the effort that went into achieving that big success or even a modest
win, and do it authentically.

CASE 11. KOOKABOORA CONTAINER CORPORATION: Maybe Tomorrow

When the Clark Special Economic Zone in Pampanga opened its gates for investors in light and medium
industries, the Kookaboora Container Corporation (KCC) was among the first ten companies to locate in the
zone's premises. KCC manufactures containers of various shapes and sizes, which are used by manufacturers of
industrial chemicals, food products, cooking oil, motor oil, and others.

Engineer Nicolas Aisporna, a licensed mechanical engineer, heads the production department of KCC. He
is a tickler for discipline. When even small mistakes happen in his department, he personally calls the offending
employees and metes the appropriate penalty. As a result, his department is adjudged best in efficiency. The
department records very minimal wastages in materials and time.
 Under the direct supervision of Engineer Aisporna are 10 supervisors who are graduates of engineering
courses and with an average of 3 years work experience. Ten workers report to a supervisor. All of the workers
are high school graduates. All employees including the supervisors and the workers are paid on a monthly basis.
The workers, however, are required to produce a minimum number of units per day.

During slack seasons, workers are engaged only from 50% to 75% of their normal working hours due to
lack of sufficient job orders. The company lays off no worker and everyone receives full pay. This is so because of
the strong recommendation made by Engineer Aisporna to the top management. Slack seasons last up to three
months. At the fourth month, job orders begin to pour in and everybody starts to cover 100% of their working
time.

On the seventh month of the current year, orders are received at more than the normal capacity of the
company. For the first time since the company began operating, the department will be required to work
overtime. No additional compensation will be given except for fre meals in the evening.

When Engineer Aisporna calls the department's entire workforce to a meeting, he explains the
importance of accepting the additional orders and working on them on overtime. He says that he is expecting
everybody to lend a hand in the additional effort. When he asks for comments, only one indicates his
availability. Engineer Aisporna cannot believe the cold response of his subordinates. As the hours pass by, the
anger felt by Engineer Aisporna gets deeper and deeper and he thinks he can no longer contain it. He thinks
aloud: "What kind of people are these? During periods of less work, they are not laid off; and they don't think of
it as a favor! They could not reciprocate management kindness!"

Learning Assessment
1. Examine and discuss the leadership style employed by Engineer Aisporna.
- Engineer Aisporna's leadership style can be described as autocratic or directive. He is a stickler
for discipline and personally imposes penalties on employees who commit even small mistakes
2. Cite reasons for Engineer Aisporna's ineffective leadership style.
-Engineer Aisporna's leadership style has resulted in high efficiency and minimal wastage in his
department, it also has some negative effects. His autocratic approach can lead to low morale and
motivation among his subordinates, as they may feel undervalued and not trusted to make decisions.
3. Assess which power should Engineer Aisporna utilize to influence his people to follow accordingly.
- Engineer Aisporna should utilize his expert power as a licensed mechanical engineer and the
head of the production department. He can use his expertise to explain to his subordinates the
importance of accepting the additional orders and working on them on overtime.
4. Based on your evaluation, propose the more appropriate approach between behavioral and
contingency. Explain your choice.
- This is because the focus of this approach is on the behavior of the leader towards his
subordinates, and how this behavior affects their performance and productivity. In the given
scenario, Engineer Aisporna's behavior towards his subordinates is becoming a hindrance to
their willingness to work overtime.
Chapter Test 11
Name: Score:

Section: Professor:

1. LEADING is a management function which involves influencing others to engage in the work behavior
necessary to reach organizational goals. 
2. POWER refers to the ability of a leader to exert force on another.
3. LEADERSHIP is the process of influencing and supporting others to work enthusiastically toward achieving
objectives.
4.  Leadership skills consist of technical, human, and CONCEPTUAL SKILLS
5. LEADERSHIP STYLE is the total pattern of behavior exhibited by persons in positions of leadership.
6. POSITIVE LEADERSHIP refers to the leadership style where the leader's approach emphasizes rewards 
7. AUTOCRATIC are leaders who make decisions without consulting subordinates.
8. FREE-REIN leaders are also known as laissez-faire leaders.
9. DIRECTIVE is that leadership style where the leader focuses on clear task assignments, standards of successful
performance, and work schedules. 
10. DELEGATING is that leadership style appropriate for people who have both competence and commitment.
II. Match column A with column B
A
J. 1. reward power
A. 2. expert power
I. 3. personal integrity
B. 4. creativity
C. 5. human skill
E. 6. negative leadership
F. 7. employee-oriented leader
G. 8. Fiedler's Contingency Model
H. 9. Path-Goal Model of Leadership
D. 10. supportive leadership