CHAPTER 6-Leading

1. Leading – management function, which involves influencing others to engage in the

work behaviors necessary to reach organizational goals.

Leader’s Bases for Power - the power possessed by leaders may be classified according to
various bases. They are as follows:

a. Legitimate Power – a person who occupies a higher position has legitimate power
over persons in lower positions within the organization.
b. Reward Power – when a person has the ability to give rewards to anybody who
follows order or request, he is said to have reward power.
c. Coercive Power – when a person compels another to comply with orders through
threats or punishment, he is said to possess coercive power.
d. Referent Power – when a person can get compliance from another because latter
would want to be identified with the former, that person is said to have referent
power.
e. Expert Power – expert provide specialized information regarding their specific lines
of expertise.

2. Motivation – the process by which a person’s efforts are energized, directed and
sustained towards attaining a goal.
A. Early Theories of Motivation
1. Maslow’s Hierarchy of Needs Theory – states that there are 5 basic needs
of man starting from the bottom triangle:
 Physiological Needs – food, drink, shelter, sex and other physical
requirements.
 Safety Needs – security and protection from emotional and physical
harm
 Social Needs – affection, belongingness, acceptance and friendship.
 Esteem Needs – self respect, autonomy, achievement, recognition,
attention.
 Self Actualization Needs – growth, self fulfillment, potential, love
2. McGregor’s Theory X and Theory Y.
 Theory X – states assumption that employees dislike work, lazy,
avoid responsibility and must be forced to perform.
 Theory Y – states the assumption that employees are creative, enjoy
work, seek responsibility and can exercise self direction.
3. Herzberg’s Two Factor Theory/Motivation Hygiene Theory – intrinsic
factors are related to job satisfaction and motivation whereas extrinsic
factors are associated with job dissatisfaction.
4. McClelland’s 3 Needs Theory – states that 3 acquired needs namely:
achievement, power and affiliation are major motives in work.

5. Alderfer’s ERG Theory - these needs are those that compel a person to
make creative or productive efforts for him or herself.
 The satisfaction of growth is what a person needs to experience in a sense of
completeness as a human being

B. Contemporary Theories
1. Goal setting Theory says that specific goals increase performance and that
difficult goals when accepted result in higher performance than do easy
goals.
2. Reinforcement Theory states that behavior is a function of its consequences.

3. Leadership Theories

Leadership – the process of influencing and supporting others to work enthusiastically

toward achieving objectives.

Traits of Effective Leaders:

1. Personal Drive – persons with drive are those identified as willing to accept
responsibility, possess vigor, initiative, persistence, and health.
2. Desire to Lead – persons who appear to have all the qualifications for leadership, yet
they cannot become leaders because they lack one special requirement the desire to
lead.
3. Personal Integrity – integrity includes honesty, honor, incorruptibility, rectitude,
righteousness, uprightness, and other similar virtues.
4. Self-Confidence – the activities of leaders require moves that will produce the
needed outputs. For the moves to be continuous and precise, self-confidence is
necessary in leadership functions such as conceptualizing, organizing, and
implementing activities.
5. Analytical Ability – a leader with sufficient skill to determine the root cause of the
problem may be able to help the subordinate to improve his production.
6. Knowledge of the Company, Industry, and Technology – leader who is well informed
about his company, the industry where the company belongs and the technology
utilized by the industry, will be in a better position to provide directions to his unit.
7. Charisma – when a person has sufficient personal magnetism that motivates people
to follow his directives, this person is said to have charisma.
8. Creativity – ability of the manager to find new and better ways of accomplishing his
work.
9. Flexibility – people differ in the way they do their work. One will adapt a method
different from another person’s method. A leader, who allows this situation as long
as the required outputs are produced, is said to be flexible.

Behavioral Approaches to Leadership Styles

1. Ways Leaders Approach People. In motivating people, leaders use a positive or

negative approach.
 2. Ways leaders use power – leader’s styles also vary according to how power is used.
They consist of autocratic, participative and free-rein.
 Autocratic Leaders – leaders who make decisions without consulting
subordinates are called autocratic leaders. Motivation takes the front of
threats, punishment, and intimidation of all kinds.
 Participative Leaders – when a leader openly invites his subordinates to
participate or share in decision making, policy-making, and operation
methods, he is said to be a participative leader.
 Free-Rain Leaders – leaders who set objective and allow employees or
subordinates relative freedom to do whatever it takes to accomplish those
objectives.
3. Leaders orientation towards task and people – leadership may be classified
according to how leaders view task and people. A leader may either be:
 Employee oriented – when a leader considers employees as human being
intrinsic importance and with individuals and personal needs to satisfy.
 Task oriented – when a leader places stress on production and the technical
aspects of the job and the employees are viewed as the means of getting the
work done.

Contingency approaches to leadership style

The contingency approach refers to that effort to determine through research which
managerial practices and techniques are appropriate in specific situations. The following are
the contingency approaches:

1) Fiedler’s Contingency Model. Fred Fiedler believes that leadership is effective when
the leader’s style is appropriate to the situation. The situational characteristic is
determined by three principal factors:
 The relation between leader and follower
 The structure of the task
 The power inherent in the leader’s position

The situational characteristics vary from organization. To be effective, according to

fiedler, the situation must fit the leader. If this is not so, any of the following may be
tried:

 Change the leader’s traits or behavior

 Select leaders who have traits or behavior fitting the situation
 Move leaders around in the organization until they are in positions that fit them
 Change the situation

2) Hersey and Blanchard Situational Leadership Model. The situational leadership

model develop by Hersey and Blanchard suggest that most important factor
 affecting the selection of a leader’s style is the development (or maturity) level of
the subordinate.

Blanchard and others elaborated on the leadership styles appropriate for the various
maturity levels of subordinates. They are the following:
 Directing – is for people who lack competence but are enthusiastic and
committed. They need direction and supervision to get them started.
 Coaching – is for people who have some competence but lack commitment.
They need direction and supervision because they are still relatively
inexperienced.
 Supporting – is for people who have competence but lack confidence or
motivation.
 Delegating – is for people who have both competence and commitment.
3) Path-Goal Model of Leadership. The path-goal model of leadership espoused by
Robert J. House and Terence R. Mitchell stipulates that leadership can be made
effective because leaders can influence subordinate’s perception of their work goals,
personal goals and paths to goal attainment.

By using the path-goal model, it is assumed that effective leaders can enhance
subordinate motivation by:

 Clarifying the subordinate’s perception of work goals

 Linking meaningful rewards with goal attainment
 Explaining how goals and desired rewards can be achieved.

The Path-Goal Process

The leadership styles, which may be used by path-goal proponents, are as follows:

 Directive Leadership – when the leader focuses on clear task assignments, standards
of successful performance, and work schedules.
 Supportive Leadership – when subordinates are treated as equals in a friendly
manner while striving to improve their well-being.
 Participative Leadership – when the leader consults with subordinates to seek their
suggestions and then seriously consider those suggestions when making decisions.
 Achievement – Oriented Leadership – when the leader sets challenging goals
emphasizes excellence, and seeks continuous improvement while maintaining a high
degree of confidence that subordinates will meet challenges in a responsible
manner.
4) Vroom’s Decision Making Model – Vroom’s model of leadership is one that
prescribes the proper leadership style for various situations, focusing on the
appropriate degrees of delegation of decision making authority.

4. COMMUNICATION- Effective Communication is significant for managers in the

organizations so as to perform the basic functions of management, i.e., Planning,
 Organizing, Leading and Controlling. Communication helps managers to perform
their jobs and responsibilities.

Five Types of Communication

 Verbal Communication.
 Non-Verbal Communication.
 Written Communication.
 Listening.
 Visual Communication.

 VERBAL COMMUNICATION- Verbal communication occurs when we engage in

speaking with others. It can be face-to-face, over the telephone, via Skype or Zoom,
etc. Some verbal engagements are informal, such as chatting with a friend over
coffee or in the office kitchen, while others are more formal, such as a scheduled
meeting. Regardless of the type, it is not just about the words, it is also about the
calibre and complexity of those words, how we string those words together to
create an overarching message, as well as the intonation (pitch, tone, cadence, etc.)
used while speaking. And when occurring face-to-face, while the words are
important, they cannot be separated from non-verbal communication.
 NON-VERBAL COMMUNICATION- What we do while we speak often says more than
the actual words. Non-verbal communication includes facial expressions, posture,
eye contact, hand movements, and touch. For example, if you’re engaged in a
conversation with your boss about your cost-saving idea, it is important to pay
attention to both the their words and their non-verbal communication. Your boss
might be in agreement with your idea verbally, but their nonverbal cues: avoiding
eye contact, sighing, scrunched up face, etc. indicate something different.
 WRITTEN COMMUNICATION- Whether it is an email, a memo, a report, a Facebook
post, a Tweet, a contract, etc. all forms of written communication have the same
goal to disseminate information in a clear and concise manner – though that
objective is often not achieved. In fact, poor writing skills often lead to confusion and
embarrassment, and even potential legal jeopardy. One important thing to
remember about written communication, especially in the digital age, is the
message lives on, perhaps in perpetuity. Thus, there are two things to remember:
first, write well – poorly constructed sentences and careless errors make you look
bad; and second, ensure the content of the message is something you want to
promote or be associated with for the long haul.
 LISTENING-The act of listening does not often make its way onto the list of types of
communication. Active listening, however, is perhaps one of the most important
types of communication because if we cannot listen to the person sitting across from
us, we cannot effectively engage with them. Think about a negotiation – part of the
process is to assess what the opposition wants and needs. Without listening, it is
impossible to assess that, which makes it difficult to achieve a win/win outcome.
 VISUAL COMMUNICATION-We are a visual society. Think about it, televisions are
running 24/7, Facebook is visual with memes, videos, images, etc., Instagram is an
image-only platform, and advertisers use imagery to sell products and ideas. Think
about from a personal perspective – the images we post on social media are meant
to convey meaning – to communicate a message. In some cases that message might
 be, look at me, I’m in Italy or I just won an award. Others are carefully curated to tug
on our heartstrings – injured animals, crying children etc.

5. MANAGEMENT OF CHANGE AND DIVERSITY- Diversity and Change Management

gives you knowledge about work in dynamic organizations in a global environment
characterized by diversity, strategic complexity, and constant change.This includes
work in diverse teams, management of challenging projects and managing
organizational change.

6. FILIPINO AND FOREIGN CULTURES- Filipino owned organizations exhibit a different

organizational cultures as compared to their foreign counterparts. Filipino and
foreign culture in organization excert big influence on how managers do their
functions and how theur subordinates respond to rules and regulations and
leadership styles. Organizational culture is a critical factor in numerous
organizational and endeavors.