Leadership

The ability and the process of influencing

others to make them understand what
needs to be done and to work at their best
to accomplish the shared objective
The Nature of Directing
A leader must be able to direct other
people’s actions and behavior toward a
specific objective. It is important to know
the essential factors to successfully direct
other people’s actions and behavior
Leader Follower Relationship
Directing other people’s behavior and
actions requires developing and
maintaining good working relationships
between the leader and the members.

The members have their own individual

differences in personality, attitudes
toward work, work habits and perceptions
about the target goal.
Influence of Persuasive Power
Power is the ability to influence other
people to do something that you want
them to do.

Expert power, a leader’s persuasive power

may rest on his skills, competence or
specialized knowledge.
Example: Technical aspects of work
Referent power, leader’s persuasive power
may also come from his positive character
or personality traits that the members
admire.

Example: leaders gains the trust of his

members
Traits Perspective on Leadership
1. Ambition- a clear sense of what one wants
to achieve in one’s life
2. Motivation – an inner drive and energy to
accomplish an objective
3. Honesty – A high sense for truth,
transparency and integrity
4. Self confidence- a strong belief in one’s
inner strengths and capabilities to get a
job done or archive goal
5. High need for achievement- a commitment
to excel or to reach a worthy goal
Behavioral Perspective on Leadership
Some people tend to think that traits are
important in a leader, but actions are
much more important as basis for
leadership.

High performing leaders versus low

performing leaders
Differences between Leading and
Managing
Leader
More concerned in setting a direction for
the organization in the long-term
Highly focused on crafting strategies
Strives to empower others
Mostly inspires people
Manager
More concerned with the short-term
challenges in the workplace
Highly focused on implementing strategies
Strives to accomplish tasks
Mostly directs people
Leadership Style
Pertain to those recurring or relatively
consistent patterns of behavior shown by
leaders when they go about doing their
work.

Blake and Mouton framework has two

style, one dimension focused on
accomplishing task or giving priority to
profits concern for production, other
dimension examines the leader concern
for people giving priority to people’s need.
Five Leadership Style According to Blake
and Mouton
1. Impoverished Management-Managers
are low on both dimensions and exercise
minimum effort to get the work done from
subordinates. The leaders are termed
ineffective wherein their action is merely
aimed at preserving job and seniority
2. Task management- Also called
dictatorial or perish style, leaders are
more concern about production and have
less concern for people.
3. Middle-of-the road- This is a
compromising style wherein the leader
tries to maintain a balance between goals
of company and the needs of people.
4. Country Club- This is collegial style
characteristics by low task and high people
orientation where the leader gives
thoughtful attention to the needs of people,
thus providing them with a friendly and
comfortable environment.
5. Team Management- Characterized by
high people and task focus, the leader feels
that empowerment, commitment, trust and
respect are the key elements in creating a
team atmosphere that will automatically
result in high employee satisfaction and
production
Additional Type of Leaders
Charismatic leadership- This leadership
pertains to those exceptional figures
whose personal qualities and abilities
make them capable of having a profound
and extra ordinary effect on their followers

Transactional leadership-This pertains to

a leader-follower relationship borne out of
routine accomplishment of tasks and
activities in the workplace.
Transformational leadership- This
pertains to a leader-follower relationship
that goes beyond routine accomplishment
of task activities, but widens to a more
meaningful relationship wherein the
leader is able to successfully influence
follower to go beyond their self-interest for
the good of other people.
Motivation
Pertains to internal needs and drives of a
person that gives direction to his behavior
and determines the level of energy and
effort that he or she puts in his work.
Theories of Motivation
Needs Theories on Motivation
Emphasize that people are motivated by
their desire to satisfy their needs.
Different Theories of Needs
Maslow Hierarchy of Needs
The hierarchy of needs pertains to
physiological needs (food, water, shelter,
clothing) safety needs (protection from the
harm of environment)security needs
(stability in work and in life) social needs
(need to be with people) esteem needs
(high regard of people for one’s
accomplishment or status in life) and self
actualization needs (becoming the best of
what one can possibly be.
Alderfer’s ERG Theory
Individuals have unfulfilled needs that
form different levels – existence
(physiological and safety needs),
relatedness (interpersonal relationships)
and growth (individual development
needs).
Herzberg’s Two-factor Theory
This theory states that there are two
separate sets of factors that influence
motivation. One set is called
maintenance (or hygiene) factors because
they must not be ignored. They are potent
dissatisfiers and can cause negative
feelings to employees.
However, these factors are merely
dissatisfiers and therefore, not strongly
related to motivation.
The other set of factors is motivational
factors, is comprised of the real satisfiers
and therefore the ones that actually
motivate people in the workplace.
The maintenance of hygiene factors are
necessary, but are not critical to propel an
individual to be fully motivated in his
work.

One can be satisfied or dissatisfied with

the basic essential or so called
maintenance factors, namely: pay,
working conditions, job security, peers
and subordinates.
The real factors that motivate an employee
are recognition, advancement,
responsibility, advancement for growth,
achievement, and the work itself.

This theory became the basis why

companies put emphasis on the
continuous development of their
employees. This theory points out that in
the long run, pay is not true motivator.
The company’s recognition of their
accomplishments are important
Conduct a class debate on the issue
whether Herzberg’s Two factor Model is
applicable in the Philippine setting.
According to Herzberg’s Model of
motivation, pay is not a motivational
factor, but only a maintenance factor. As
such, the issue of the debate is “Is pay a
motivational factor in the Philippines?”.
One group will defend that pay is a
motivational factor, while other group will
oppose it by defending that pay is not a
motivational factor.
Behavioral Modification Model
Focus on the external environment that
influences employee behavior. The
assumption is that behavior can affected
by manipulating their consequences,
particularly by administering rewards and
punishment.
Behavior therefore learned, modified or
reinforced through their potential
consequences, maybe positive or negative
on the part of the employee.
The Law of Effect
The law of effect maintains that a person
will likely repeat a certain behavior if it is
accompanied by a favorable consequence
and that a person will likely not repeat a
certain behavior if it is accompanied by an
unfavorable consequence or lack of
consequence.
The Law of Effect implies that the people
will work at their best when conditions in
the workplace are encouragingly pleasant
and non-threatening. Managers should be
aware that employees expect some form of
reward for their good behavior and
positive performance.

Employees also expects some form of

punishment.
Motivating people at work, therefore, may
be help if a manager finds adequate time
to explain to his or her employees the
effects of their work output and
performance to the unit itself, to the other
departments, and to organization.

Example: Quality Inspector

Goal Setting Model
Goals are targets of performance for
people. They provide focus to the actions
of individuals in the workplace. Goals
stimulate the actions of employees to plan
for how they achieve their targets.
Goal as motivational factors:
• Goal acceptance
• Goal specificity
• Goal challenge

An important concept in goal setting is

self-efficacy, or the belief of an individual
in himself that he has capabilities and
competencies to do work.
Expectancy Model
States that motivation is a product of how
much one wants something, and the
estimated probabilities of one’s effort will
lead to task accomplishment and reward.
Three Factors in Expectancy Theory
1. Valence – is the strength of a person’s
preference for an outcome.
Example: sales person wants a job
promotions so badly this year
2. Expectancy- is the belief that one’s
effort will be successful in accomplishing
task.
3. Instrumentality- is the strength of belief
that successful performance will be
followed by reward.
Equity Model
The equity model relates to the employees
intellectual processes for balancing his or
her effort and the rewards that he or she
gets.
The model has a double comparison- a
match between an employee’s perceived
inputs and outcomes, coupled with a
comparison with some referent person’s
rewards for his or her input level.