CHAPTER 10

GROUP 10

A LEADER IS ONE WHO KNOWS THE WAY, GOES THE WAY, AND SHOWS THE WAY.

LEADING

LEADING is that management

function which involves influencing others to engage in the work,behaviors necessary to reach

organizational goals.

HOW LEADERS INFLUENCED OTHERS ?

MAINTAIN EFFECTIVE WORK FORCES

REQUIRED TO PERFORM LEADERSHIP ROLES

TO BE ABLE TO INFLUENCE OTHERS

POWERREFERS TO THE ABILITY OF A LEADER TO EXERT

FORCE ON ANOTHER.

BASES OFPOWER

LEGITIMATE POWER

REWARD POWER

COERCIVEPOWER

REFERENT POWER

EXPERT POWER

NATURE OF LEADERSHIP

LEADERSHIP MAY BE REFFERED TO US THE PROCESS OF

INFLUENCING ANG SUPPORTING OTHERS TO WORK ENTHUSIASTICALLY TOWARD ACHIEVING OBJECTIVES. LEADERSHIP IS EXPECTED OF ANY MANAGER INCHARGE OF ANY UNIT OR DIVISION.

ONE CANNOT EXPECT A UNIT OR DIVISION TO ACHIEVE OBJECTIVES IN THE ABSENCE OF EFFECTIVE LEADERSHIP EVEN IF A NOMINAL LEADER IS PRESENT,IF HE IS NOT FUNCTIONING PROPERLY, NO UNIT OR DIVISION OBJECT CAN BE EXPECTED TO BE ACHIEVED.

TRAITS OF EFFECTIVE LEADERSA HIGH LEVEL OF PERSONAL DRIVE

THE DESIRE TO LEAD

PERSONAL INTEGRITY

SELF CONFIDENCE

ANALYTICAL ABILITY OR JUDGEMENT

KNOWLEDGE OF THECOMPANY,INDUSTRY OR TECHNOLOGY

CHARISMA

CREATIVITY

FLEXIBILITY

BEHAVIORAL APPROACHES TO

LEADERSHIP STYLES

THERE ARE SEVERAL

APPROACHES USED IN

CLASSIFYING

LEADERSHIP STYLES :

1.WAYS LEADERS

APPROACH PEOPLE

2.WAYS LEADERS

USE POWER

BEHAVIORAL APPROACHES

TO LEADERSHIP

STYLES

ACCORDING TO WAYS LEADERS APPROACH PEOPLE TO MOTIVATE

THEM

ACCORDING TO THE WAY THE LEADER

USES POWER

ACCORDING TO THE LEADERS

ORIENTATION TOWARS TASKS AND

PEOPLE

POSITIVE LEADERSHIP

AUTOCRATIC

EMPLOYEE ORIENTATION

TASK ORIENTATION

PARTICIPATIVE

FREE-REIN

NEGATIVE LEADERSHIP

3.LEADERS ORIENTATION

TOWARD TASK

AND PEOPLE

EMPLOYEE ORIENTATION

TASK ORIENTATION

A LEADER IS SAID TO BE EMPLOYEE ORIENTED WHEN HE CONSIDERS EMPLOYEES AS

HUMAN BEINGS OF INTRINSIC

IMPORTANCE AND WITH INDIVIDUAL AND PERSONAL

NEEDS TO SATISFY.

A LEADER IS SAID TO BE TASK

ORIENTED IF HE PLACES STRESS ON PRODUCTION AND THE TECHNICAL ASPECTS OF THE

JOB AND THE EMPLOYEE ARE VIEW AS THE

MEANS OF GETTING THE WORK DONE.

CONTINGENCY APPROACHES TO LEADERSHIP STYLES

THE CONTINGENCY APPROACH REFERS TO THAT EFFORT TO DETERMINE THROUGH RESEARCH WHICH MANAGERIAL PRACTICES AND TECHNIQUES ARE APPROPRIATE IN SPECIFIC SITUATION.

PATH GOAL MODEL OF LEADERSHIP

THE WAY THAT THESE FACTORS IMPACT ON YOU HELPS YOU DETERMINE THE BEST LEADERSHIP AND DECISION-MAKING STYLE TO USE. VROOM-JAGO DISTINGUISHES THREE STYLES OF LEADERSHIP, AND FIVE DIFFERENT PROCESSES OF DECISION-MAKING THAT YOU CAN CONSIDER USING: AUTOCRATIC – YOU MAKE THE DECISION AND INFORM OTHERS OF IT.THERE ARE TWO SEPARATE PROCESSES FOR DECISION MAKING IN AN AUTOCRATIC STYLE:PROCESS:

AUTOCRATIC 1(A1) – YOU USE THE INFORMATION YOU ALREADY HAVE AND MAKE THE DECISIONAUTOCRATIC 2 (A2) – YOU ASK TEAM MEMBERS FOR SPECIFIC INFORMATION AND ONCE YOU HAVE IT, YOU MAKE THE DECISION. HERE YOU DON'T NECESSARILY TELL THEM WHAT THE INFORMATION IS NEEDED FOR.

CONSULTATIVE – YOU GATHER INFORMATION FROM THE TEAM AND OTHER AND THEN MAKE THE DECISION.PROCESS:CONSULTATIVE 1 (C1) – YOU INFORM TEAM MEMBERS OF WHAT YOU'RE DOING AND MAY INDIVIDUALLY ASK OPINIONS, HOWEVER, THE GROUP IS NOT BROUGHT TOGETHER FOR DISCUSSION. YOU MAKE THE DECISION. CONSULTATIVE 2 (C2) – YOU ARE RESPONSIBLE FOR MAKING THE DECISION, HOWEVER, YOU GET TOGETHER AS A GROUP TO DISCUSS THE SITUATION, HEAR OTHER PERSPECTIVES, AND SOLICIT SUGGESTIONS.

COLLABORATIVE – YOU AND YOUR TEAM WORK TOGETHER TO REACH A CONSENSUS.PROCESS:GROUP (G2) – THE TEAM MAKES A DECISION TOGETHER. YOUR ROLE IS MOSTLY FACILITATIVE AND YOU HELP THE TEAM COME TO A FINAL DECISION THAT EVERYONE AGREES ON.

REPORTERS: COMBONG , JEARELYN D. ELORZA , SARAH JEAN R. ROBLES , WILROSE B. COSTAN , JOEZEL D.

THANK YOU