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LEADING

Leading

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13 views3 pages

LEADING

Leading

Uploaded by

oalizzamae
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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LEADING

Leading – management function which involves influencing others to engage in the work behaviors necessary to
reach organizational goals.
Leading refers to the function, leadership refers to the process.

HOW LEADERS INFLUENCE OTHERS


Bases of Power (ability of a leader to exert force on another)
1. Legitimate Power – a person who occupies a higher position has a legitimate power over persons in lower
positions within the organization.
2. Reward Power – when the person has the ability to give rewards to anybody who follows orders or requests.
 Material rewards – money or other tangible benefits like cars, house, etc.
 Psychic rewards – consist of recognition, praises, etc.
3. Coercive Power – when a person compels another to comply with orders through threats or punishment.
4. Referent Power – when a person can get compliance from another because the latter would want to be
identified with the former.
5. Expert Power – experts provide specialized information regarding their specific line of expertise
- possessed by people with great skills in technology.

THE NATURE OF LEADERSHIP


Leadership – the process of influencing and supporting others to work enthusiastically toward achieving
objectives.

TRAITS OF EFFECTIVE LEADERS


1. (high level of) Personal Drive
2. the desire to lead
3. personal integrity
4. self-confidence
5. analytical ability or judgement
6. knowledge of the company, industry, or technology
7. charisma
8. creativity
9. flexibility
Leadership Skills
1. Technical Skills – specialized knowledge needed to perform a job.
2. Human Skills – ability of a leader to deal with people, both inside and outside the organization.
3. Conceptual Skills – the ability to think in abstract terms, to see how parts fit together to form the whole.

Behavioral Approaches to Leadership Styles


Leadership style – a pattern of behavior that is unique and different from other patterns
1. Ways Leaders Approach People
 Positive leadership – emphasizes rewards
 Negative leadership – punishment is emphasized

2. Ways Leaders Uses Power


 Autocratic leaders – leaders who make decisions themselves, without consulting subordinates.
 Participative leaders – when a leader openly invites his subordinates to participate or share in decisions,
policy-making and operation methods.
 Free-Rein leaders – leaders who set objectives and allow employees or subordinates relative freedom to
do whatever it takes to accomplish these objectives.
3. Leaders Orientation Toward Tasks and People
 Employee orientation – when he considers employees as human beings of ‘intrinsic importance and with
individual and personal need’ to satisfy.
 Task orientation – if he 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


Contingency approach – an effort to determine through research which managerial practices and techniques are
appropriate in specific situations
1. Fiedler’s Contingency Model
 (Fred Fiedler) leadership is effective when the leader’s style is appropriate to the situation.
 Situational characteristics (factors) – the relations between leaders and followers, the structure of the
task, the power inherent in the leader’s position
2. Hersey and Blanchard Situational Leadership Model
 The most important factor is the development level of subordinate. The leader should match his/her
style to this maturity level.
 Maturity has two components: job skills and knowledge, psychological maturity
 Leadership styles
- Directing – for the people who lack competence but are enthusiastic and committed.
- Coaching – for the people who have some competence but lack commitment.
- Supporting – for the people who have competence but lack of confidence or motivation.
- Delegating – for the people who have both competence and commitment.
Path-Goal Model of Leadership
(Robert J. House and Therese R. Mitchell) – leadership can be made effective because leaders can influence
subordinate’s perceptions of their work goals, personal goals, and paths to goal attainment.
Leadership styles:
1. Directive leadership – where the leader focuses on clear task assignments, standards of successful
performance, and work schedules.
2. Supportive leadership – where subordinates are treated as equals in a friendly manner while striving to
improve their well-being.
3. Participative leadership – where the leader consults with subordinates to seek their suggestions and
considers those suggestions.
4. Achievement-oriented leadership – where the leadership set challenging goals, emphasizes excellence, and
seek continuous improvement

Vroom’s Decision-Making Model


- Prescribes the proper leadership style for various situations, focusing on the appropriate
degrees of delegation of decision-making authority.
 Decision-making styles: two are autocratic, two are consultative, one is group directed.

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