BASES OF POWER

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LEGITIMATE REWARD COERCIVE REFERENT EXPERT

POWER POWER POWER POWER POWER
1. LEGITIMATE POWER When a person has the
BASES OF POWER
ability to give rewards to
anybody who follows
a person who occupies a
orders or requests.
higher position has
Rewards may be
legitimate power over a
classified into two forms:
MATERIAL REWARD
persons in lower
Material and– Psychic. 
refers to money or
positions within the
other tangible
organization.
benefits.
 PSYCHIC
REWARD –
consists POWER
2. REWARD of
recognition, praises,
BASES OF POWER

etc.
COERSIVE POWER REFERENT POWER
BASES OF POWER BASES OF POWER
• when a • when a
person person can
compels get
another to compliance
comply with from another
orders because the
through latter would
threats or want to be
punishment identified with
s. the former.
EXPERT POWER
BASES OF POWER

• provides specialized
information
regarding their
specific lines of
expertise. It is
possessed by
people with great
skills in technology.
THE NATURE OF
LEADERSHIP
One cannot expect a unit or division to
achieve objectives in the absence of
effective leadership. Even if a leader is
present, but if he is not functioning
properly, no unit or division objectives
can be expected to be achieved.
 Knowledge of
high level of Analytical the company,
personal drive ability or industry or
judgment technology

Personal
The desire to integrity
Self-confidence
lead

Charisma Creativity Flexibility

TRAITS OF EFFECTIVE
LEADERS
 HIGH LEVEL OF
PERSONAL
DRIVE

Persons with drive are those

identified to accept
responsibility, possess vigor,
initiative, persistence, and
health
 THE DESIRE TO
LEAD

Leaders with a desire to

lead will always have a
reservoir of extra efforts
which can be used
whenever needed.
 PERSONAL
INTEGRITY

One who does not have personal

integrity will have a hard time
convincing his subordinates
about the necessity of
 SELF
CONFIDENCE

the step of conceptualizing,

organizing, and implementing
will be completed if sustained
effort are made. For the
moves to be continuous and
 ANALYTICAL
ABILITY

-the ability to analyze is one

desirable trait that a leader can
use to tide him over many
challenging aspects of
leadership.
 KNOWLEDGE OF
THE COMPANY,
INDUSTRY OR
TECHNOLOGY

a leader who is wellinformed about his

company, the industry where the
company belongs, and the technology
utilized by industry, will be in a better
position to provide directions to his unit.
 CHARISMA

When a person has sufficient

personal magnetism that leads
people to follow his directives, this
person is said to have charisma.
 CREATIVITY

Ronnie Millevo defines creativity as “ the

ability to combine existing data,
experience and preconditions from
various sources in such a way that the
results will be subjectively regarded as
new, valuable, and innovative, and as a
 FLEXIBILITY

People differ in the way they

do their work. One will adapt a
different method from another
persons method. A leader who
allows this situation as long as
LEADERSHIP SKILLS AND
THEIR USES AT VARIOUS
MANAGEMENT LEVELS
 Technical
LEADERSHIP
Skills
SKILLS
Human Skills

Conseptual
Skills
TECHNICAL SKILLS

these are skills a leader must possess

to enable him to understand and
make decisions about work
processes, activities, and technology.
Technical skill is a specialized
knowledge needed to perform a job.
HUMAN SKILLS

these skills refer to the ability of a

leader to deal with people, both inside
and outside the organization. Good
Leader s must know how to get along
with people, motivate them and
inspire them.
CONCEPTUAL
SKILLS

this skills refer to “ the ability to think

in abstract terms, to see how parts fit
together to form the whole. A leader
without sufficient conceptual skills will
fail to achieve this.
According to According to
ways According to the leader’s
leaders how the way the orientation
approach leader uses towards task
people to power. and
motivate According people.Accor
them. ding

BEHAVIORAL
APPROACHES TO
LEADERSHIP STYLES
WAYS NEGATIVE
LEADERSHIP –
OF when punishment is
emphasizes by the leader.

LEADE POSITIVE
LEADERSHIP –
RS when the leader’s
approach emphasizes
TO rewards.
 3
WAYS
LEADERS
USES POWERS
AUTOCRATIC
LEADERS
Leaders who make
decisions themselves,
without consulting
subordinates. Motivation
takes the form of threats,
FREE-REIN
LEADERS
leaders who set
objectives and allow
employees or
subordinates relative
freedom to do whatever it
PARTICIPATIVE
LEADERS

When a leader openly

invites his subordinates to
participate or share in
decisions, policymaking
and operation methods,
 LEADERS
ORIENTATION
TOWARD TASKS
AND PEOPLE
EMPLOYE
E
A leaders is said
ORIENTATI
to be employee-
ON
oriented when he
considers
employees as
human beings of
“intrinsic importance
and with individual
TASK
ORIENTATI
A leader is said to be
ON
task-oriented 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

The contingency approach is an effort

to determine through research which
managerial practices and techniques
are appropriate in specific situations.
 “Leadership is effective
when the leader’s style
is appropriate to the
situation”. The
FIEDLER situational
characteristics is
’S determined by three
principal factors.

CONTIN 1.The relations

between leaders and
 The situational
characteristics vary from
organization to
organization. To be

FIEDLER effective, the situation must

fit the leader. If this is not
so, the following may be
’S tried.
1. Change the leader’s trait

CONTIN or behaviors.
2. Select leaders who have
traits or behaviors fitting
 HERSEY AND
BLANCHARD
SITUATIONAL
Suggests that the most important factor
LEADERSHIP
affecting the selection of a leader’s style is
the development (or maturity) level of
MODEL
subordinate. The leader should match his
LEADERSHIP STYLES APPROPRIATE
FOR VARIOUS MATURITY LEVEL

DIRECTING – is for people who competence

but are enthusiastic committed. lack and
COACHING – is for people who competence
but lack commitment. have SUPPORTING –
is for people who have competence but lack
of competence or motivation.
DELEGATING – is for people who have both
 PATH-GOAL
MODEL OF
LEADERSHIP
By using the path-
goal model, it
2. Linking
meaningful
assumed that attainment, and
effective leaders rewards with goal
1.can enhance
Clarifying the 3. Explaining how
subordinate
subordinate’s goals and desired
motivationofby:
perception work rewards can be
THE PATH-GOAL
PROCESS
THE LEADERSHIP STYLES WHICH MAY BE USED
BY PATH-GOAL PROPONENTS ARE AS FOLLOWS

DIRECTIVE
LEADERSHIP
•Where the leader focuses in
clear task assignments,
standards of successful
performance, and work
SUPPORTIVE
LEADERSHIP
Where the subordinates are
treated as equals in a friendly
manner while striving to
improve their well-being.
 PARTICIPATIVE
LEADERSHIP
Where the leader consults with
the subordinates to seek their
suggestions and then seriously
considers those suggestions
when making decisions.
 ACHIEVEMENT
ORIENTED
Where the leaderLEADERSHIP
set challenging
goals, emphasize excellence, and
seek continuous improvement while
maintaining a high degree of
confidence that subordinates will
meet difficult challenges in a
responsible manner.