Leadership in organization

LEADERSHIP IN ORGANIZATION

Ronaele ReyesJose Reyes III

USEP

LEADERSHIP

-Process

-Property

As a PROCESS,Leadership is the use

of non-coercive influence to shape the

group’s or organization’s goals, to motivate behavior

toward the achievement of those

goals, and to help define group or

organizational culture.

As a PROPERTY,Leadership is

the set of characteristics attributed to

individuals who are perceived to

be leaders

GOODLEADERS

HIP

PURPOSIVE

Strive for goals

EFFECTIVE

Perform now and build for future

SATISFYING

Make yourself and others feel

good

ETHICALDo the right things in the

right way

LEADERSHIP

Changing Views of

As a leader, you need to interact with your followers, peers, seniors,

and others; whose support you need in order to accomplish your goals. To gain their support, you must be able to understand and

motivate them. To understand and motivate people, you must know

human nature. Human nature is the common qualities of all human

beings. People behave according to certain principles of human nature.

Theory of Human Behavior

SELF-TRANSCENDENCEA higher level or state of development that emphasizes visionary

quick thinking, altruism, and unity

consciousnessSimply, going

BEYOND your EGO

Scientific Management(Frederick W.

Taylor)The Scientific Management paradigm

says that managers should concentrate on improving the

techniques and methods of the workers.  Workers need to adapt

themselves to the ideas of management, and managers. Taylor said, scientific manager should not be concerned with workers' human

affairs or emotions. The main focus of a scientific manager is to

meet the needs of the organization, not the needs of

the individual. 

HAWTHORNE EFFECT

People work better together when

they are allowed to socially interact with one another

and are given supportive attention. 

McGregor's Theory X and Theory Y

Theory X and Theory Y — two opposing perceptions

about how people view human behavior at work and organizational life. McGregor felt that organizations and

their managers followed one or the other approach.

THEORY X1. People have an inherent dislike for work and will avoid it whenever possible.2. People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives.3. People prefer to be directed, do not want responsibility, and have little or no ambition.

4. People seek security above all else.

In an organization with Theory X assumptions,

management's role is to coerce and

control employees.

THEORY Y1. Work is as natural as play and rest.2. People will exercise self-direction if they are committed to the objectives (they are NOT lazy).3. Commitment to objectives is a function of the rewards associated with their achievement.

5. People learn to accept and seek responsibility.

4. Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem.

6. People have potential.

In an organization with Theory Y assumptions,

management's role is to develop the

potential in employees and help them to release that

potential towards common goals.

LEADERSHIP

Approaches to the study of

Trait Approach

Leaders are born with traits that cause them to be effective and that those who do not possess these traits are incapable of becoming a leader.

Leaders are BORN, not MADE.

Behavioral Approach

People can learn to become leaders through teaching and observing. We can train people to become leaders. Leader

s can be MADE.

Situational Approach

Leaders choose the best course of action based upon the situational variables Different

situations demand Different kinds of leadership

Supporting     Coaching  

Delegating     Directing

LEADERSHIPTheories of

CONTINGENCY THEORY(FIELDER)

Effective leadership is

dependent on both the

characteristics of the leader and the situation.

Leader Style: The enduring characteristics approach to

leadership is a manager that is: *Relationship-Oriented: concerned with developing good relations with workers

*Task-oriented: concerned that workers perform so the job gets done.

CONTINGENCY THEORY(FIELDER)

PATH-GOAL THEORY

The Path-Goal Theory of Leadership was developed to

describe the way that leaders encourage and

support their followers in achieving the goals they

have been set by making the path that they should take

clear and easy.

In particular, leaders:

1. Clarify the path so subordinates know which way to go.

2. Remove roadblocks that are stopping them going there.

3. Increasing the rewards along the route.

Leadership is all about making decisions, conceiving vision, setting goals,  and making all

efforts with followers in achieving it. Effective

Leadership requires taking situation based decisions.

Normative Decision THEORY

LEADERSHIPSTYLES

HEADSHIPVs.

LEADERSHIP

Personal and Situation Variables

HEADSHIP(Nominal Leadership)Leaders are imposed

on the group by external sources.

LEADERSHIP(Effective Leadership)The members of the group select those whom they wish to

lead them

Power exercised by Appointed by Elected or chosen leader

Source of authority Delegated from above Accorded from below

Basis of authority Legal or official Personal Competence

Authority vested by Values institutionalized in

formal contact

Recognition of contribution to group

goals

Differences Between Headship and

Leadership

Differences Between Headship and

LeadershipPersonal and

Situation VariablesHEADSHIP

(Nominal Leadership)Leaders are imposed

on the group by external sources.

LEADERSHIP(Effective Leadership)The members of the group select those whom they wish to

lead them

Relationship of superior to subordinate

Domination Personal Influence

Responsible to Superiors Superior and Subordinates

Social gap with followers

Wide Narrow

Behavior pattern Authoritarian Democratic

Cont.

AuthoritarianVs.

Democratic

Authoritarian

Democratic

Directive Leadership Participative Leadership

Task-oriented Relations-oriented

Initiating structure(The degree to which a

leader is oriented towards goal)

Consideration Structure(The degree to which

leaders shows concern and respect for

followers)

THEORY X THEORY Y

JOB-CENTERED EMPLOYEE CENTERED

Differences Between Authoritarian and

Democratic

Differences Between Authoritarian and

DemocraticAuthoritari

anDemocratic

Concern for production Concern for people

Directive Supportive

Achievement-oriented Participative

Transactional Leadership

Transformational leadership

LEADERSHIPThe Role of Power

The influence of a leader over

his followers is often referred to as POWER

POWER Description

Reward power Leaders will reward them

Coercive power Leaders will punish them

Legitimate power Leaders have the right to instruct them.

Referent power Leaders have desirable qualities

Expert power Leaders are experts and knowledgeable

Kinds of Power in

Leadership

Functions of

LEADERSHIP

*Initiating structure(The degree to which a leader is

oriented towards goal)

2 Dimensions of leadership function

*Consideration Structure(The degree to which leaders shows concern and respect

for followers)

4 Elements of consideration for

Effective managers

1. Creating a feeling of approval

2. Developing personal relations

3. Providing fair treatment

4. Equitable rule enforcement

How do managers balance the two often conflicting

sets of demands?1. Managers must determine realistic objectives

2. Managers must provide the necessary resources

3. Managers must take their expectations known

How do managers balance the two often conflicting

sets of demands?4. Managers must provide an adequate reward structure.

5. Managers must delegate authority and invite participation.6. Managers must remove barriers to effective perfromance

How do managers balance the two often conflicting

sets of demands?7. Managers must periodically appraise their subordinates’ performance.

Characteristics of

LEADERS

LEADERS as…

Supervisor…1. Person-centered

2. Supportive

3. Loyal to both company and employess4. Democratic

5. Flexible

Executives…1.Conceptual skills

2. Human Skill

3.Technical skills

3 Personality Dimensions1.Thinking

2. Feeling

3. Interrelationship and outward behavior

WOMEN IN

MANAGEMENT

WOMEN= MEN

WOMEN≠ MEN

LEADERSHIP

THANK YOU