Leading

1. Leading By: Mrs. Belen Apostol

2. What is Leading • setting direction and ensuring that that direction is followed. • involves influencing others toward the attainment of organizational objectives. • Effective leading requires: • manager to motivate subordinates (Studies of motivation and motivation theory provide important information about the ways in which workers can be energized to put forth productive effort) • communicate effectively (Studies of communication provide direction as to how managers can effectively and persuasively communicate.) • effectively use power. • their subordinates will be enthusiastic about exerting effort toward the attainment of organizational objectives. • managers must first understand their subordinates' personalities, values, attitudes, and emotions.

3. How Leaders Influence Others • Leadership - is the process of influencing others toward the achievement of organizational goals. • A leader has the ability to empower others and to change their lives. • Leaders have to have a certain amount of knowledge and experience,to be influential • Power is the capacity to affect the behavior of others. • is defined as the ability of one person to influence another.

4. Bases of Power • Legitimate power • Reward power • Coercive power • Referent power • Expert power

5. Bases of Power • Legitimate Power. A person who occupies a higher position has this power over persons in lower positions within the organization. • A supervisor for instance, can issue orders to the workers in his unit. Compliance is expected.

6. Bases of Power • Reward Power. When a person has the ability to give rewards to anybody who follows orders or request, he is said to have reward power. Rewards may be classified into two forms: material and psychic. • Material rewards refers to money or other tangible benefits like cars, house and lot. Psychic reward consist of recognition, praises and the like

7. Bases of Power • Coercive Power. When a person compels another to comply with others through threats or punishment, he is said to possess coercive power. Punishment may take the form of demotion, dismissal, or withholding of promotion. • Coercive power typically leads to short-term compliance, but in the long-run produces dysfunctional behavior. • The threat of termination for failure to comply

8. Bases of Power • Referent Power. Referent power derives from employees' respect for a manager and their desire to identify with or emulate him or her. • the manager leads by example. • based on the charisma and interpersonal skills of the power holder

9. Bases of Power • Expert Power. This refers to the ability to influence someone regarding a course of action because of specific knowledge, experience, or expertise. • Expert power is the power people derive from their skills, knowledge and experience and the organization’s need for those skills and expertise.

10. The Nature of Leadership • leadership in an organizational role involves • establishing a clear vision, • sharing that vision with others so that they will follow willingly, • providing the information, knowledge, and methods to realize that vision, and • coordinating and balancing the conflicting interests of all members or stakeholders.

11. Traits of Effective Leaders • Traits that leaders should possess to be effective: • Bearing Judgment • Courage Knowledge • Decisiveness Loyalty • Dependability Sense of Justice • Endurance Tact • Enthusiasm Unselfishness • Initiative • Integrity

12. Leadership Skills • Leadership skills are generally regarded as competencies that can be learned and developed for an effective leadership • Three tasks that leaders are expected to perform are: • create vision, • develop strategy, and • lead people

13. Leadership Skills • Skills required to accomplish the job of a leader: • Technical skill • Conceptual skill • Human skill

14. Leadership Skills • Technical skill is knowledge and ability of a person in any type of process or technique. Examples are the skills learned by accountants, engineers, word processing operators and toolmakers. •  As a skilled person, he will be more confident in performing his functions.

15. Leadership Skills • Conceptual skill is the ability to think in terms of models, frameworks and broad relationship such as long-range plans. A small group of executives like president, vice president, chief executive officer holds at higher organizational levels and they create the organization's goals, overall strategy and operating policies. • When implementing plans, a very clear requirement is a clear and well expressed presentation of what must be done

16. Leadership Skills • Human skill is the ability to effectively work with subordinates, peers, and bosses. • Good leaders must know how to get along with people, motivate them, and inspire them. • Human skills include coaching, communicating, morale building, training, and development, supporting and delegating

17. Behavioral Approaches to Leadership Styles • Different leaders exhibit different patterns of behavior that is unique and different from other patterns. Such patterns reflect their leadership styles. • leaders may either use positive leadership • or negative leadership. • Positive - rewards which may be monetary or non-monetary • Negative - punishment in the form of reprimand, suspension, or dismissal • leaders alternately use positive and negative leadership depending on the characteristics of the individual subordinates.

18. Leadership styles • autocratic, • Participative, • free-rein.

19. Leadership styles • Autocratic leadership - authoritarian leadership, characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers. Autocratic leadership involves absolute, authoritarian control over a group. • Autocratic style is effective in emergencies and when absolute followership is needed. An appropriate situation is when a fire marshall is leading his subordinates in putting out fire on a certain row of residential buildings

20. Leadership styles • Participative leadership - democratic leadership is a style of leadership that involves all members of a team in identifying essential goals and developing procedures or strategies to reach those goals. Participative leadership can be seen as a leadership style that relies heavily on the leader functioning as a facilitator rather than simply issuing orders or making assignments.

21. Leadership styles • Free rein leadership - delegative leadership and Laissez-faire, there is an indirect supervision of subordinates. It is a form of management supervision that allows others to function on their own without extensive direct supervision. People are allowed to prove themselves based upon accomplishments rather than meeting specific supervisory criteria • (relative freedom to do whatever it takes to accomplish those objectives)

22. Contingency Approaches to Leadership Styles • The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization.

23. Hersey and Blanchard’s Situational Theory • is an approach that focuses a great deal of attention on the characteristics of followers in determining appropriate leadership behavior.

24. Fiedler’s Contingency Theory • The starting point for this theory is the extent to which the leader’s style is task-oriented or relationship-oriented (people-oriented).

25. Path-Goal Theory • a fourfold classification of leader behaviors. These classifications are the types of leader behavior the leader can adopt and include supportive, directive, achievement-oriented, and participative styles.

26. Path-Goal Theory • Supportive leadership involves leader behavior that shows concern for subordinates’ well-being and personal needs. • Directive leadership occurs when the leader tells subordinates exactly what they are supposed to do. • Participative leadership means that the leader consults with his or her subordinates about decisions. • Achievement-oriented leadership occurs when the leader sets clear and challenging goals for subordinates.