UNDERSTANDING LEADERSHIP

Baltazar Lim

BASIC CONSIDERATIONS IN DEFINING

LEADERSHIP
Introduction:
Experts generally recognize leadership as the art
of influencing and directing people in a manner
that wins their obedience, confidence, respect
and enthusiastic cooperation in achieving a
common objective. Practitioners usually define a
leader as a person who applies principles and
techniques that ensure motivation, discipline and
productivity when working with people tasks and
situations in order to accomplish the objectives.
Considered in-the broadest context, people
exercise leadership any time they attempt to
change or modify the behavior of an individual or
a group of individuals To understand the nature
of leadership, one must first understand the
nature of people. To develop these relationships,
superiors or supervisors must successfully fuse
organizational and personal needs in a way that
permits people and organizations to reach peaks
of mutual achievement and satisfaction. Thus,
superiors and supervisors pave the way toward
the achievement of goal .
DEFINITION OF TERMS:
Leadership
a. is the process of influencing group activities
toward the achievement of goal;
b. is the process of influencing the activities of an
organized grouped efforts toward goal setting
and goal achievement and;
c. is getting people what to do what the leader
wants them to do because he has influenced or
inspired them to believe it is what they want to
do.
Trait- a distinguishing feature of one's personal
nature

Motive- the psychological feature that arouses

an organism to action toward a desired goal; the
reason for the action that gives purpose and
direction to behavior.

Characteristics- a distinguishing quality,

pertaining to or indicating the character.
 Attitude- a complex mental state involving
mental beliefs and feelings and values and
dispositions to act in certain ways.
Leading- is the process of directing.

6 SIX STYLES OF LEADERSHIP

1. AFFILIATIVE- leadership styles based on the
idea of putting people first, & it will able to
generate team spirit instead of promoting
competitiveness
2. DEMOCRATIC - a leadership style in which
group members take a more participative role in
the decision-making process.
3. COMMANDING - is all about being in control,
4. PACESETTING - it's a very goal-oriented
emotional leadership style that drives high-
achieving team members to accomplish at as
high a rate as possible/ focused on the final
product.
5. VISIONARY - ensures the vision becomes
reality by stating clear goals, outlining a strategic
plan for achieving those goals & equipping &
empowering each member to take action on the
plan at the organizational, team & individual
levels.
6. COACHING - involves recognizing team
members' strengths weaknesses & motivations
to help each individual improve, Coaching
leadership involves teaching and supervising
followers. A coaching leader is highly operational
in settings were results/performance
improvement. Basically, in this kind of leadership,
followers are help to improve their skills.
Coaching leadership does the following
motivates followers, inspires followers and
encourage followers.
4 TYPES OF LEADERS:
DOMINANT- bosses have the desire to dominate
plus the desire to achieve status through
competitive striving. (Ex: Leading through
prestige means displaying one's knowledge &
expertise & encouraging others to follow.)
AMBITIOUS PROFESSIONALS- have little
interest in dominance over others. They are
leaders because they possess technical ability.
(Ex: Confident- having an unwavering positive
belief in themselves & their leadership abilities)
INFORMAL INFLUENCERS- don't want to
compete because they fear failure. They want
power but without responsibility.
RELUCTANT LEADERS- prefer a safe,
rewarding niche (a suitable place or position)
from competition, they become leaders when
there is no one else is available /Shy-away from
taking initiative, attempt a new strategy or go w/
a new plan of action)
TRAITS OF A GOOD LEADER
Honesty
Competent (capable)
Forward Looking (considering future
developments when making plans)
Inspiring
Intelligent
Fair minded
Courage
Imaginative

COMMON LEADERSHIP STYLES

1. TRANSFORMATIONAL LEADERSHIP-
typically inspire staff by creating an environment
of "intellectual stimulation". Ex: having a leader
who encourages innovation & creativity, as well
as critical thinking & problem. Motivate others to
do more than they originally intended and often
that they thought possible. They set more
challenging even more expectations and typically
achieve a higher performance.
2. TRANSACTIONAL_LEADERSHIP-
establishes a clear chain of command utilizing a
"carrot & stick approach" to management
activities. Ex: a carrot- (desire) approach
incentivizes good work w/ rewards, while a stick-
(fear) approach uses punishment to push people
towards goals. This is a leadership style that
maintains or continues the status quo. It is also
the leadership that involves an exchange
process, whereby followers get immediate,
tangible rewards for carrying out the leader's
orders.
3. SERVANT LEADERSHIP- prefers power-
sharing models of authority & encourages
collective decision making.
4. AUTOCRATIC LEADERSHIP- have
significant control over staff, rarely considers
worker suggestions & share of power. Autocratic
management styles centralize the decisicn-
making process. On these teams, the leader
usually makes most decisions-including what the
team should focus on.
5. LAISSEZ-FAIRE LEADERSHIP-
characterized by their hands off approach,
allowably employees to get on with tasks as they
see fit. It gives authority to employees.
Subordinates are allowed to work as they choose
with minimal or no interference. This kind of
leadership has been consistently found to be the
least satisfying and least effective management
style.
6. DEMOCRATIC LEADERSHIP- participative
leadership, leaders often ask input from team
members before making a final decision.
Democratic, or participative, leaders/mangers
collaborate with their team members to distribute
the decision-making process. They invest in their
team's wellbeing and career development. This
style encourages creativity and employee-
engagement. Though they are still the person
making final decision.
 7. BUREAUCRATIC LEADERSHIP-
implemented in highly regulated environments,
with strict adherence to the rules are important.
8. CHARISMATIC LEADERSHIP- relies heavily
on the positive charm & personality of the leader
in question. In this type of leadership, the
charismatic leader manifests his or her
revolutionary power. Charisma does not mean
sheer behavioral change. It actually involves a
transformation of followers' values and beliefs,
9. SITUATIONAL LEADERSHIP- a thi rv that
the best teachers utilize a range of different
styles depending on the environment.
ANALYSIS OF STYLES OF
LEADERSHIP
Natural Child Leader- selfish, plays favorite, not
effective as a leader but does admit that he is
one, no positive stroke comes from him.
Adopted Child Leader- lacks creativity, tend to
be conservative, has the tendency to be
defensive, when things get rough he starts buck
passing.
Critical Parent Leader- frequently put people
down, positive strokes (makes you feel good) are
given only when the exacting standards are met,
subordinates find it hard to please him.
Nurturing Parent Leader- strokes people
unconditionally for liking people, tolerate the
minimal performance. (places major emphasis on
nurturing all participants emphasizing their
strengths & successes, modeling the role of
listening to each other; and nurturing well
develop sense of self- worth)
Advert Leader- good motivator, can
communicate people on a variety level.
-A group need a leader to keep them stable and
function smoothly.
-It reduce uncertainty and confusion
-it keep them focus on its goal.
ELEMENTS OF LEADERSHIP
1. Interpersonal influence (is the act of
changing the attitudes or behaviors of others)
2. Rising the situation (to-make a special effort
that is required to successfully deal w a difficult
situation)
3. Strong communication skill (it allows
everyone on the team to be educated o topic
that may affect their work.
4. Ability to direct attainment of particular
goal.
PRE-REQUISITE FOR SUCCESSFUL
LEADERS
1. Physical Proficiencyi Resiliency- (the ability
to recover
quickly/ flexible)
2. Intelligence
3. Character
CHARACTER TRAITS OF A GOOD
LEADER
1. Judgment- power to weight and to have
sound mind
2. Unselfishnes.
3. Decisiveness- the ability to make decisions
promptly
4. Enthusiasm- display of sincere interest in the
performance of duty
5. Loyalty- quality of faithfulness to organization
where you belong
6. Dependability- certainty of power
performance of duty with lovalty to superiors.
7. Integrity- uprightness of moral character.
8. Courage- ability to fact any problem with
calmness
9. Knowledge
10. Bearing
11. Initiative- quality of seeing of what to be
done and the course of action,.
12. Tact- ability to deal with other.
13. Endurance- mental and physical stamina to
stand pain and hardships.
14,. Justice- ability to be impartial.
ARE LEADERS BORN OR MADE?
What is the Great Man Theory of Leadership?
The Great Man Theory of Leadership
espouses/adopt that great leaders are born, not
made. These individuals come into the world
possessing certain characteristics and traits not
found in all people. Those abilities enable them
to lead while shaping the very pages of history.
Under great man theory, prominent loaders
throuahout the course of history were born to
lead and deserved to do so as a result of their
natural abilities and talents.
The Great Man Theory of Leadership
centers on two main assumptions:
1. Great leaders are born possessing certain
traits that
enable them to rise and lead.
2. Great leaders can arise when the need for
them is great.

Leadership seems to emerge when the situation

demands and the qualities converge. (to meet at
a point). Leaders have vis`ion, the leader job is
to create a vision, if there is no vision there is no
business.
VISION- is the mental image of a possible and
future state of the organization The vision
provides the direction in which a leader wants the
organization to move. Leaders are determined to
get things done, they are result oriented and they
have the ability to focus clearly on their goals
and concentrate on the purpose. Leaders
engage in transformational leadership, the
deployment and management of people
and.resources to get results Empowerment- is
the process of sharing with employees by
enhancing their confidence_and ability-to-
perform their jobs and beliefs that they are
influential contributors to the organization.
Empowering People- allowina them to
`articipate in decision making, expressing
confidence in the ability to perform at high levels
designs of their job.
POWER and LEADERSHIP
Power- is the ability to influence people
SOURCES OF POWER
1. Legitimate- the right or the authority to tell
subordinates to do or what to do.
2. Expert--possesses or have certain skills,
expertise or knowledge.
3. Referent- a leader has strong interpersonal
skills, so others follow them because they find
the leader inspiring.
4. Reward- influences subordinates because he
or she controls valued rewards/ incentives.
5. Coercive- the power to punish or dismiss an
employee for violating a law/ through threat or
force.
6. Charismatic- is the nature of attractiveness or
charm that compels others to follow someone/ it
inspires positivity & joyful feeling with others.
7. informational- someone holds informational
power when they know something others.
8. Moral - inspires_actions based on their beliefs
& behavior/ leaders' builds trust don't. through
their ethics, & they become a role model for
setting personal standards.
9. Connection--leader have connection power
when their alliance with influential people is
admired & desired by others.
FUNCTIONAL ROLES THAT LEADERS
PLAY
It means that a behavioral act that stems for a
certain role
with is satisfy in particular need.
1. Direct- such as choosing the group goal,
supervising performances, making decisions,
and completing plans.
2. Know yourself and your men- self- awareness
and self-development will increase his
understanding of others.
3. Keep the empJyees informed.
4.Set the example.
5. Make sound and timely decision.
6. Sense of responsibility- is the proper
supervision of authority.
7. Take responsibility of his 'actions and action of
subordinates. (Commano Responsibility)
SERVANT, BRIDGING, ADAPTIVE
A Servant Leader leads by serving others. In
other words, servant leaders place the interest
and needs of their subordinates ahead of their
own self-interest, and needs. Generally, they
value the development of their subordinates.
A Bridging Leadership that needs collaborative
action of all sectors.
Bridging Leadership Framework
"The Bridging Leadership undergoes three (3)
processes of transformation,
1. Ownership- it begins when a leader owns a
social problem and commits to solving it by
making a personal
response. We call this process ownership
2. Co-ownership
3. Co-creation
Co-ownership- Co-creation A problem affects
various people, As a bridging leader you must
bring these people together to acknowledge the
problem, and together to arrive a shared vision.
When you do this the problem is no longer just
your concern but the concern of the entire
organization. This co-ownership, together with
stakeholders a bridging leader must be able to
facilitate the creation of new strategies that can
address the problem.
Adaptive Leadership- is a practical leadership
framework that helps individuals and
organizations adapt and thrive in challenging
environments and make progress on complex
challenges.
Adaptive leadership can be summed up using
four (4) main principles:
1. Distributed Leadership (is primarily
concerned with the practice of leadership rather
than specific leadership roles and
responsibilities) is a leadership model favoring
the shared responsibility and accountability of
multiple individuals within a 7orkplace.
2. Optimal Talent Mix - leaders who create
successful teams think differently about their mix
talent.: Implementing measures like remote work,
engagement activities, or
helping employees gain new skills to adapt.
3. Possessing a Transparent Character -
CHARACTER. This principle points to arning
respect from those you lead Transparency is key.
The leader needs to be complelely open.
4. Developing Mutual Trust - Be honest and
supportive Understand their need to know and
communicate facts while being considerate of
their effort and sensitive to their feelings.
LEADERSHIP ETHICS AND SOCIAL
RESPONSIBILITY
The importance of Ethics & Social
Responsibility" Social responsibility is an
ethical theory in which individuals are
accountable for fulfilling their civic duty, and
the actions of the individual must benefit the
whole society
-It also helps create a positive work
culture, improve brand image & reputation,
foster employee loyalty, & increase
productivity
-Strategic leadership of ethics & social
responsibility includes leading by example.
One way to encourage Ethics is promoting
and compensating people who perform well
& have developed a reputation of integrity of
all.
 -Ethical leadership means that'
individuals behave according to a set of
principles & values that are recognized by
majority as a sound basis for the common
good.
 A true leader is not the one with the most
followers but the one who creates the most
leaders.
◦ A leader is best when people barely know he
exists, when his work is done, his aim fulfilled,
they will say: we did it ourselves Lao Tzu
Significant Concepts on Supervision
and Leadership: A. Supervision as a
Management Task Supervision as a
management functions refers to the act of
keeping a close eye on the work of workers and
employees in the performance of the jobs
assigned to them. Thus,the individual who is in
charged with this function and responsibility is
cailed a supervisor.
A supervisor is a leader. It is his actions
that his men are motivated to work toward
common goals. Supervision is crucial to all
organized endeavor and the behavior of a
supervisor is vital for determining the level of
productive and the morale of his work group.
Thus, the following are tips on how to become
an
EFFECTIVE SUPERVISOR:
*Gaing credibility
*Lead by example
*Be consistent
B. Transition from Subordinate to Supervisor
Advantages:
• A feeling of accomplishment;
• Prestige within and outside the organization;
◦ A step up in the organization;
◦ A greate opportunity to have more control over
various functions;
◦ A greater opportunity to provide input to the
decision-making process;
• An opportunity to be in charge of an operation;
and
• Receiving a broader perspective of the unit
overall operation
Disadvantages:
greater degree of commitment to management;
• Must function as a disciplinarian
• Accountable for work not performed by
subordinates;
• Must implement policy even not personally
supported; and
• Difficult to return to former position if being a
supervisor is undesirable.
D. Management, Peer, Subordinates
Expectation from the Supervisor
●Results (not excuses)
positive attitude loyalty performance
● Management wants from Supervisor
" Meet ith management, as needed, to resolve
specific problems or concerns.
●Communicate subordinate's concerns, desires,
and suggestions ta management
• Render testimony a disciplinary hearings "
Respond in writing to various requests from
managemen' Prepare and submit budget
requests " Complete assigned investigations.

3. THE LAW OF PROCESS - Leadership

Develops Daily, Not in a Day THE Becoming a
leader is a lot like investing in the stock market. If
your hope is to make a fortune In a day, you're
not going to be successful. What matters most is
what you do day to day over the long haul. ( the
routines & tasks you make time for each day are
what will eventually build the success of both
yourself)
4. THE LAW OF NAVIGATION - Anyone Can
Steer the Ship, But It Takes a Leader to Chart the
Course( having a vision and charting to get
there)
The only way to chart a good course is to PLAN
AHEAD: Predetermine a course of action; Lay
out your goals; Adjust your priorities, Notify key
personnel; Allow time for acceptance; Head into
action; Expect problems; Always point to, the
successes, Daily review your plan.
5. THE LAW OF E.F. HUTTON - When the Real
Leader Speaks P aople Listen You're a leader
only if you have followers, and that requires the c
a /elopment of relationships; the_deeper he
relationship, the stronger the potential for
leadersimp.(is about gaining respect)
 6.THE LAW OF SOLID GROUND - Trust Is the
Foundation of Leadership
Your people know when you make mistakes. The
real question is whether you are going to admit
them. If you do, you can often quickly regain1
their trust Character makes trust possible and
trust makes leadership possible.( It is all about
trust-based leadership. Leaders cannot
repeatedly break their employees trust and still
hope to influence them. As Maxwell says "trust
like coins in a leaders pocket." When you make a
good leadership decision, you gain more change.
Poor decisions cost you change.)
7. THE LAW OF RESPECT - People Naturally
Follow Leaders Stronger Than Themselves
People don't follow others by accident. They
follow individuals whose leadership they respect.
8. THE LAW OF INTUITION - The Law of
Intuition is based n facts plus instinat-_plas-
other intangible factors, such as employes
morale organizational momentum, and rational
dynamics. "Your intuition is the gut leetng you get
when you know something is right or wrong,
Leaders are readers of their situation, people,
trends, their resources, and themselves. The
principles of leadership are constant, but the
application changes with every leader and every
situation. The ability to be a great leader.
is informed intuition.
9. THE LAW OF MAGNETISM - Who You Are Is
Who You Attract You will attract people like
yourself)
Effective leaders are always on the lookout for
good people. Who you get is not determined by
who you want but who you are. In most
situations, you draw people to you who possess
the same qualities you do.
10. THE LAW OF CONNECTION - Leaders
Touch a Heart Before They Ask for a Hand ( We
understand people's self-identity, meet them
where they are, and build connection with them
first before we try to get them to follow us or buy
into the vision of where we want to go)
All great communicators recognize this truth and
act on it almost instinctively. You can't move
people to action unless you first move them with
emotion. The heart comes before the head.
11.THE LAW OF THE INNER CIRCLE - A
Leader's Potential Is Determined by Those
Closest to Him ( A'leader's potential is
determined by those closest to him, This is
similar in effect to the law of magnetism, which
says your followers will look at you, except that
this says you will' begin to look like those with
whom you surround yourself)
 *It: states that your success iS. to large extent,
determined by the people who are closest to you"
Under the best circumstances, the leader should
try to raise up people for his inner cirrle from
within his organization. You should try to
bring. five types of people into your inner circle;
1.) Potential Value- Those Who Raise Up
Themselves
2.) Positive Value- Those Who Raise Morale In
The Organization.
3.) Personal Value- Those Who Raise Up The
Leader
4.) Productive Value- Those Who Raise Up
Others 5.) Proven Value- Those Who Raise Up
People Who Raise Up Other People.
12. THE LAW OF EMPOWERMENT Only
Secure Leaders G,e Power To Others (The Law
of Empowerment requires you to see the
good in othe. people Dwell on their positive
characteristics & encourage their career
goals)

The best leader is the one who has sense

enough to pick good people to do what he wants
done, and the self-restraint enough to keep from
meddling with them while they do it

13. THE LAW OF REPRODUCTION - I Takes a

Leader to Raise Up a Leader (People car-not
give to others what they do not possess.
Followers simply cannot deveiop leaders.)
Create an "eagle" environment that not only
attracts other eagles, but teaches them how to
fly. An eagle environment is one where the leader
casts a vision, offers incentives, encourages
creativity, allows risks, and provides
accountability. Do this long enough and the
leaders you develop will develop other leaders
14.THE LAW OF BUY-IN - People Buy Into the
Leaders, Then th: Vision
People Jon't at first follow worthy causes. They
follow worthy leaders who promote worthwhile
causes. People buy in to the leader first, then the
leader's vision.
15. THE LAW OF VICTORY - Leaders Find a
Way for the Team ty Win The; 'on't allow failure to
be an option. However, it takes a strong leader
and team-to pull this off) Victorious leaders feel
the alternative to winning is totally unacceptable,
so they figure out what must be done to achieve
victory, and they go after it with everything at
their disposal.
16. THE LAW OF THE BIG MO - Momentum Is a
Leader's Best Friend
All leaders face the challenge of creating change
in an organization. The key is momentum. Just
as every sailor knows that you can't steer a ship
that isn't moving forward, strong leaders
understand that to change direction, you first
have to create forward progress
17.THE LAW OF PRIORITIES - Leaders
Understand That Activity ls Not Necessarily
Accomplishment (A leader has to intentionally
decide what to spend their time on and what to
avoid.) Priorities is all about having what it takes
to put
priorities first on the to-do agenda
To be effective, leaders must order their lives
according to these three questions:
1.) What ls Required? Anything required that's
not necessary or you to do personally should be
delegated or eliminated 2.) w.hat Gives The
Greatest Return? As a leader, you should spend
most of your time working in your areas of
strength 3.) What Brings The Greatest Reward?
The things that bring the greatest nersonal
roward aro tho firelinhters in a loador's lifo
Nothing energizes a person the way passion
does
18. THE LAW OF SACRIFICE - A Leader Must
Give Up to Go Up ( You cannot get something
you want, without giving up somet hing in return)
Leadership entails sacrifice. If you are not willing
to sacrifice, ou won't be able to travel far.
Leaders trade freedom for responsibility Many
preple today want to climb up the corporate
ladder because they believe that freedom and
power are the prizes waiting at the top. They
don't realize that the true nature of leadership is
really sacrifice. This law demands that the
greater the leader, the more he must give up.
19. THE LAW OF TIMING - When to Lead Is As
Important As What to Do and Where to
Go( Doing the right thing at the right time- When
the right action and right timing come together,
great things, happen- Great leaders recognize
that when to lead is as important as what to do
and where to go)When leaders do the right thing
at the right time, success is almost inevitable.
People, principles, and process converge to
make an incredible impact.Reading situation and
knowing what to do are not enough 10 make you
succeed in leadership Only the right action at the
right time will bring success.
20. THE LAW OF EXPLOSIVE GROWTH - To
Add Growth, Lead F bllowers- To Multiply, Lead
Leaders
(Effective leaders look beyond themselves by
developing qualities in other Leaders who
develop followers grow their organization only
one person al time. Leaders who develop leaders
multiply their growth, because for e leader they
develop, they also receive all of that leader's
followers.
21.THE LAW OF LEGACY - A Leader's Lasting
Value ls Measured by Succession
When all is said and done, your ability as a
leader will not be judged by what you achieved
personally or even by what your team
accomplished during your tenure. ou will be
judged by how well your people and your
organization did.
(Great leaders leave lasting impact and build a
legacy by investing in ofhers and developing
future leaders.)