(sy 2012-2013-11) leadership (simple)

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LEADERSHIPand

MANAGEMENT

In

Nursing



LEADERSHIP



FOR EVERYTHING THERE IS SEASON, AND A TIME FOR EVERY MATTER UNDER HEAVEN:

A time to be born, and a time to die;

A time to plant, and a time to pluck up what is planted;

A time to kill, and a time to heal; A time to breakdown, and a time to build up;

A time to weep, and a time to laugh;

A time to mourn, and a time to dance;

A time to cast away stones, and a time to gather stones together;

A time to embrace, and a time to refrain from embracing; A time to seek, and a time to lose;

A time to keep, and a time to cast away;

A time to rend, and a time to sew;

A time to keep silence, and a time to speak;

A time to love, and a time to hate;

A time for war, and a time for peace.

What gain has the worker from this toil?

Ecclesiastes 3:1-9



LEADERSHIP IN NURSING



LEADERSHIP

• Is the process of PERSUASION and

EXAMPLE by which an individual induces

a group to take action that is in accord

with the leader’s purposes or the shared

purposes of all.



LEADERSHIP

• A process of influence on a group in a

particular situation, at a given point in time,

and in a specific set of circumstances that

stimulate people to strive willingly to attain

organizational objectives, giving them the

experience to attain the common objectives

and satisfaction with the type of leadershipprovided.



Manager Vs. Leader

May Have

Managerial

Authority andInfluence Others

Appointed and

Have Formal

Authority

Manager Leader



Can anyone be a leader?



Is leadership always necessary?



HOW SHOULD A NURSE LEAD?



CONSIDERATIONS FOR EFFECTIVE LEADERSHIP:

• 1. A person receiving a communication understands it.

• 2. This person has the resources to do what is beingasked in the communication.

• 3. This person believes that the behavior being asked isconsistent with personal interests and values.

• 4. This person believes it is consistent with the purposesand values of the organization.



MAJOR VARIABLES IN LEADERSHIP

• 1. The CHARACTERISTICS of a LEADER;

• 2. The ATTITUDES, NEEDS, and other PERSONALCHARACTERISTICS of the FOLLOWERS;

• 3. The CHARACTERISTICS of the ORGANIZATION

• 4. The SOCIAL, ECONOMIC, and POLITICAL MILIEU



CHARACTERISTICS OF LEADERSHIP

Co-existence with follower ship

Responsibility

Understanding nature

Precedence

Situation



Co-existence with Followership

a leader cannot exist without followers existing.



Responsibility

A leader is expected to assume full responsibility

in all situations.



Understanding Nature

An important characteristic feature of leadership

is its nature to understand the feelings and

problems of the group as a whole as well as

the individuals.



Precedence

Since the leader influences the behavior and the

activities of the followers he should be

endowed with the technical competence and

personality traits.



Situation

Leadership patterns changes according to the

type of group and the situation in which the

group is operating.



IMPORTANCE OF LEADERSHIP

1. Initiates action

2. Motivation

3. Providing guidance

4. Creating confidence

5. Building morale

6. Builds work environment

7. Co-ordination



Initiates action

•Leader communicates the policies andplans to the subordinates from where the

work actually starts.



Motivation

• A leader motivates the employees with

economic and non- economic rewardsand thereby gets the work from thesubordinates.



Providing guidance

A leader guides by instructing the subordinates

the way they have to perform their work effectively and efficiently.



Creating confidence

Confidence is an important factor which can be

achieved through expressing the work efforts tothe subordinates, explaining them clearly theirrole and giving them guidelines to achieve thegoals effectively.

It is also important to hear the employees withregards to their complaints and problems.



Builds work environment

Management is getting things done frompeople. An efficient work environment

helps in sound and stable growth.Heshould listen to his subordinates problemsand solve them.

He should treat employees onhumanitarian terms.



Co-ordination

Co-ordination can be achieved through reconciling

personal interests with organizational goals. Thissynchronization can be achieved through properand effective co-ordination which should beprimary motive of a leader.



Elements of Leadership

• VISION

• INFLUENCE

• POWER• AUTHORITY

• RESPONSIBILITY

• ACCOUNTABILITY



VISION

• Provides direction to the influence process.

• For leadership to occur, leaders must

communicate the vision the their followers in

such a way that the followers adopt the vision

as their own

• It is essential for organizational effectiveness

and success



INFLUENCE

• Ability to obtain followers, compliance or

request

• It is a skill that can be developed , and is one

of a major components of the power triangle



POWER

• Ability to efficientlyand effectivelyexercise authorityand controlthrough personal,organizational andsocial strength

• Ability to imposethe will of one

person or group tobring about certainbehaviors in other groups or persons



Sources of POWER

Reward power: based on theinducements in

exchange forcooperation

Source: ability to grant

favore.g. pay, promotion,

recognition, privileges

Coercive power: ability to punish

Source: fear

e.g. withholding pay rises & promotion,

withdrawing friendship, formal

reprimands, lay off



Legitimate power:

based on leader's position Source: position

Referent power: based on respect,attractiveness,reputation, orcharisma

Source: Association with others

Expert power: competence,special knowledgeor expertise in a

given area.Source: knowledge

& skills



AUTHORITY

• Represents the right to expect or secure

compliance

• Authority is backed by legitimacy



RESPONSIBILITY

• Corresponding obligation and accountability

for all actions done

• Ability to do assigned task

• Responsibilities fall into 2 categories:

individual and organizational



ACCOUNTABILITY

• Is answering for the result of one’s actions or

omissions.

• It is a form of reckoning, where one accepts

the consequences of their decisions, good or

bad



LEADERSHIP THEORIES

1.GREAT MAN THEORY 2. TRAIT THEORY 3. BEHAVIORAL THEORY

4. SITUATIONAL THEORY 5. MOTIVATIONAL THEORY 6. INTERACTIONAL THEORY

7. TRANSACTIONAL THEORY 8. TRANSFORMATIONAL THEORY 9. PATH GOAL THEORY 10. CHARISMATIC THEORY



GREAT MAN THEORY

• This theory assumes that the capacity for

leadership is inherent, that great leaders are

born not made

• These theories portray great leaders as heroic,

mythic and destined to rise leadership when

needed



According to this theory, leaders are gifted with certain

qualities that developed and show in their ability to

get along with people, persuade them in the course of action, have forceful personalities, posses integrity,

and are efficient in their work.



• Traits that are related to leadership

effectiveness:

Intelligence traits - knowledge, judgment,decisiveness.

Personality traits - adaptability, creativity,integrity, etc.

Ability traits – ability to enlist cooperation,popularity, prestige, etc.



COMMON LEADERSHIP TRAITS

• 1. INTELLIGENT

• 2. INITIATIVE

• 3. CREATIVITY

• 4. EMOTIONAL MATURITY

• 5. COMMUNICATION

• 6. PERSUASION

• 7. PERCEPTIVE ENOUGH

• 8. PARTICIPATE IN SOCIAL ACTIVITIES



21 INDISPENSABLE QUALITIES OF A LEADER(John C. Maxwell)

• 1. CHARACTER 11. LISTENING• 2. CHARISMA 12. PASSION

• 3. COMMITMENT 13. POSITIVE ATTITUDE

• 4. COMMUNICATION 14. PROBLEM-SOLVING

• 5. COMPETENCE 15. RELATIONSHIPS

• 6. COURAGE 16. RESPONSIBILITY

• 7. DISCERNMENT 17. SECURITY

• 8. FOCUS 18. SELF-DISCIPLINE• 9. GENEROSITY 19. SERVANTHOOD

• 10. INITIATIVE 20. TEACHABILITY

21. VISION



concerned with what leaders to and actthan who the leader is

Actions of the leaders and not their mental

qualities or traits make them leaders„great leaders are made not born‟



SITUATIONAL THEORY

• The skill with which you apply the three

(3) basic tools of leadership:

– AUTOCRATIC

– DEMOCRATIC

– FREE-REIN



The AUTOCRAT

• Centralize authority

• An individual who has little trust in group

members

• Believes that MONEY is the only reward that

will motivate workers

• Issues orders to be fulfilled with no questions

asked.



The LAISSEZ-FAIRE LEADER

• Has little or no self-confidence in his of her

leadership ability.

• Sets no goals for the group

• Minimizes communication and group

interaction

• Characterized by low concern for people and

tasks or production because the leader does

not take leadership role.



The DEMOCRAT LEADER

• Delegates authority to others

• Shares decision making with the group

members

• Explains to the group reasons for personal

decisions when necessary

• Objectively communicates criticism and praise

to subordinates



MOTIVATIONAL THEORY

• Maslow’s theory of motivation that is basedon a holistic-dynamic theory.



INTERACTIONAL THEORY

• Signifies an interaction between the

person and situation.



TRANSACTIONAL THEORY

• Emphasizes relationship between leadersand followers

• Examines the mutual benefit from an

exchange-based relationship• Leader offers certain things like rewards or

resources, in return leaders get followers’commitment or acceptance of leader’sauthority (extrinsic motivation)



TRANSFORMATIONAL THEORY

• In contrast to Transactional (extrinsic

motivation) this theory emphasizes intrinsic

motivation

• Emphasis on commitment rather than

compliance from the followers

• Transformational leader – proactive and

innovative visionary.

PATH GOAL THEORY



1. Directive Leadership: The leader explains the

performance goal and provides specific rules and regulations to

guide subordinates toward achieving it. 2. Supportive Leadership: The leader displays personalconcern for subordinates. This includes being friendly to

subordinates and sensitive to their needs. 3. Achievement-oriented Leadership: The leader

emphasizes the achievement of difficult tasks and theimportance of excellent performance and simultaneouslydisplays confidence that subordinates will perform well. 4. Participative Leadership: The leader consults with

subordinates about work, task goals, and paths to resolvegoals. This leadership style involves sharing information aswell as consulting with subordinates before making decisions.

PATH GOAL THEORY

Path-Goal Situations



&

Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.



CHARISMATIC THEORY

The ability to inspire

Motivate people to do more than they would

normally doTend to be less predictable than transactional

leaders

Create an atmosphere of changeMay be obsessed by visionary ideas



L E A D E R S



TWO CLASSES OF LEADERS

• FORMAL LEADER

• INFORMAL LEADER



FORMAL LEADER

• Holds a position in an organization either by

election or by appointment.



INFORMAL LEADER

• Emerges in an informal group and the one

seen by the group as most capable of

satisfying its needs.



The seven (7) C’s of Leadership

• COMPETENCE

• CHARACTER

• COMMITMENT

• COMMUNICATION

• CAPACITY FOR LISTENING

• CAPABILITY FOR LEADERSHIP PRESENCE• CHARISMA AND PASSION



LEADERSHIP SYSTEMS

• 1. LIKERT’S LEADERSHIP SYSTEM

• 2. LEADERSHIP GRID: A 2D model



LIKERT’S LEADERSHIP SYSTEM

• 1. AUTHORITATIVE LEADERSHIP

– EXPLOITATIVE-AUTHORITATIVE

– BENEVOLENT – AUTHORITATIVE

• 2. PARTICIPATIVE LEADERSHIP

– CONSULTATIVE-DEMOCRATIC

– PARTICIPATIVE-DEMOCRATIC



EXPLOITATIVE

AUTHORITATIVE

BENEVOLENT

AUTHORITATIVE

CONSULATATIVE

DEMOCRATIC

PARTICIPATIVE

DEMOCRATIC

Top management

makes ALLDECISIONS

Top management

makes MOSTDECISIONS

SOME

DELEGATEDDECISIONS madeat lower levels

Decision making

DISPERSEDthroughoutorganization

Motivation by

COERCION

Motivation by

ECONOMIC andEGO motives

Motivation by

economic, ego,and OTHER MOTIVES

Motivation by

ECONOMICREWARDSestablished bygroupparticipation

CommunicationDOWNWARD

CommunicationmostlyDOWNWARD

CommunicationDOWN and UP

Communicationdown, up andWITH PEERS

The Managerial Grid



The Managerial Grid



• Autocratic or Authoritarian

• Democratic or Participative

• Bureaucratic

• Laissez-Faire, Permissive or Free reign



AUTHORITARIAN (AUTOCRATIC)

I want both of you to. . .

http://www.flickr.com/photos/bdld/2784885484/



AUTOCRATIC LEADERSHIP

• It involves CENTRALIZED DECISION MAKING,

with the leader making decisions and using

power to command and control others.

Autocratic or Authoritarian



Leadership Style

Style:Decision is made WITHOUT ANY FORM OF

CONSULTAIONRely on threats and punishment toinfluence employees

Do NOT TRUST subordinates

NOSUBORDINATE

input

Leader Characteristics:Concerns with TASK

ACCOMPLISHMENT

rather than relationships

Uses DIRECTIVE

behavior

Exercises POWER with

COERSION

Makes decisions ALONE

Expects RESPECT &

OBEDIENCE of staff

Autocratic or Authoritarian



INEFFECTIVE whensubordinates:

become tense,fearful, or resentful

expect to havetheir opinions

heardhave low morale,

high turnover andabsenteeism and

work stoppage

EFFECTIVE when:Employees do not

respond to any other

leadership style

There is high-volume

production

There is limited time to

make a decision

A manager’s power is

challenged by an

employee

Leadership Style



PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .




DEMOCRATIC LEADERSHIP

• This leadership style is participatory, with

authority DELEGATED to others.

Participative/Democratic



Leader Characteristics:

Concerns with human

relations & teamworkFosters open & two-

way communication

Recognizes andencourages

achievement

p

Leadership Style



LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go…




LAISSEZ-FAIRE LEADERSHIP

• This leadership style is PASSIVE and permissive

and the leader defers decision making.

Laissez Faire



Leadership Style

EFFECTIVE whenEMPLOYEES are:

highly skilled,

experienced, andeducated.

trustworthy

Utilizing outsideexperts, such asstaff specialists orconsultants

INEFFECTIVE when…

• It makes employees

feel insecure at the

unavailability of amanager.

• Leaders are

ungrateful



BUREAUCRATIC LEADERSHIP

• The bureaucrat acts as a representative of the

power and prestige of the entire structure,

irrespective of his position within the

heirarchy.

Bureaucratic Leadership Style



Style:

Everything is done

according to

procedure or policy

Leader Characteristics:

manages

“by the book” Exercises power by

exercising fixed rules

Tends to relateimpersonally to staff



WHAT LEADERSHIP STYLE IS

USUALLY APPLIED IN PHILIPPINESETTING?



Servant Leadership

• Endure misunderstanding and suffering

instead of seeking honor and glory

• Show initiative when people are apathetic

ili i S l f d hi



Filipino Styles of Leadership

• Paternalistic Style and more professional style

of leadership and management.

IMPACT OF VALUES AND BEHAVIOR ON FILIPINO



IMPACT OF VALUES AND BEHAVIOR ON FILIPINO

LEADERSHIP

• 1. Amor propio

• 2. Utang na loob

• 3. Pakikisama

• 4. Hiya

• 5. Galang

• 6. Lakad system

• 7. Bata system

• 8. Personalism

LEADER



LEADER

• L – LEAD, LOVE, LEARN

• E – ENTHUSIASTIC, ENERGETIC

• A – ASSERTIVE, ACHIEVER

• D – DEDICATED, DESIROUS

• E – EFFICIENT AND EFFECTIVE

• R – RESPONSIBLE, RESPECTFUL



ACTIVITY 1



CASE STUDY

Nurse A is the nurse manager of a 68-bed respiratory unit with 95

employees. Nurse A tailors her leadership style according to theemployees’ needs, experience, and situation. She is helping a graduate

nurse who is in orientation to learn how to use the documentation

forms. Nurse A provides detailed instructions to the new nurse,

explaining step-by-step the process for documentation. In anothersituation, Nurse A asks a seasoned clinical nurse to take responsibility

for the total quality improvement process. She provides the nurse with

information & offers to assist anytime the clinical nurse needs

consultation. Nurse A promotes Nurse B, a clinical nurse to a 2-10PM

charge position. Because this is Nurse A’s first management experience,

Nurse A is providing a structured orientation but is giving Nurse B the

opportunity to seek out the information she needs and to design

learning objectives to meet her needs.



CASE STUDY QUESTIONS:

1. What type of leadership theory is Nurse A using?

2. What are the benefits of changing the leadership style

based on the employee’s experience, knowledge, &situation?

3. What is the relationship between followership and

leadership?

4. What are the characteristics of the leaders here?



MANAGEMENT

MANAGEMENT



MANAGEMENT

• A process of coordinating actions andallocating resources to achieve organizational

goals.

MANAGERIAL ROLES



MANAGERIAL ROLES

• 1. INFORMATION PROCESSING

• 2. INTERPERSONAL

• 3. DECISION-MAKING

INFORMATIONAL ROLES



INFORMATIONAL ROLES

• The MONITOR role

• The DISSEMINATION role

• The SPOKESMAN role

INTERPESONAL ROLE



INTERPESONAL ROLE

• The FIGUREHEAD role

• The LEADER role

• The LIASON role

DECISIONAL ROLE



DECISIONAL ROLE

• The ENTREPRENEURIAL role

• The DISTURBANCE HANDLER role

• The RESOURCE ALLOCATOR role• The NEGOTIATOR role

MANAGEMENT PROCESS



MANAGEMENT PROCESS

• Planning

• Organizing

• Staffing

• Directing

• Controlling

PLANNING



PLANNING

• Refers to the formulation of objectives,programs, policies, procedures, rules and

regulations, and budget in order to achieve

goals.

ORGANIZING



ORGANIZING

• Is the grouping together of people,establishing relationships among them,

defining the authority and responsibility that

the personnel have in the use of thecompany’s material resources to attain

predetermined goals or objectives.

STAFFING



STAFFING

• Involves filling and keeping the positionsprovided for in the organization structure.

DIRECTING



DIRECTING

• Is a process that entail human resourcemanagement responsibilities, such as

motivating, managing conflict, delegating,

communicating, and facilitating collaboration.

CONTROLLING



CONTROLLING

• Is the process of measuring and correcting of activities of subordinates and the company to

assure conformity to plans.

MANAGEMENT THEORIES



MANAGEMENT THEORIES

• 1. SCIENTIFIC MANAGEMENT (Frederick Taylor)

• 2. BUREAUCRATIC MANAGEMENT (Max Weber)

• 3. ADMINISTRATIVE PRINCIPLES

• 4. HUMAN RELATIONS

SCIENTIFIC MANAGEMENT



(Frederick Taylor)

• Focus is on GOALS and PRODUCTIVITY.

Principles of Scientific Management



Principles of Scientific Management

• 1. Replacing rule of thumb with science.

• 2. Obtaining harmony in group action rather than

disagreement.

• 3. Achieving cooperation of employees rather thandisorganized men.

• 4. Working for maximum result than limited result.

• 5. Developing all workers to the fullest extent possible

for their own and their company’s highest prosperity

and profitability.

General Principles of Management



(Henri Fayol)

• 1. Division of work

• 2. Authority and Responsibility

• 3. Discipline

• 4. Unity of command

• 5. Unity of direction

• 6. Subordination of individual to generalinterest.

• 7. Remuneration

General Principles of Management



(Henri Fayol)

• 8. Centralization

• 9. Scalar chain

• 10. Order

• 11. Equity

• 12. Stability of tenure

• 13. Initiative• 14. Esprit de corps

DIVISION OF WORK



DIVISION OF WORK

• This is the assignment of specialized jobs tovarious departments and/or positions.

AUTHORITY & RESPONSIBILITY



AUTHORITY & RESPONSIBILITY

• Authority as the power or the right entrustedto make the work possible and Responsibility

as the duty or work assigned to a particular

position.

DISCIPLINE



DISCIPLINE

• Respect for agreements which are directed atachieving obedience, application, and energy.

UNITY OF COMMAND



UNITY OF COMMAND

• This means that subordinates should receiveorders from one superior only.

UNITY OF DIRECTION



UNITY OF DIRECTION

• The same objective must have one head andone plan.

SUBORDINATION OF INDIVIDUAL TO GENERAL



INTEREST

• When the interest of management and theworkers differ, management must RECONCILE

them.

REMUNERATION



REMUNERATION

• Employees must be paid a fair wage for theirservices rendered to the organization.

CENTRALIZATION



CENTRALIZATION

• The degree to which subordinates areinvolved in decision making.

SCALAR CHAIN



SCALAR CHAIN

• This is the “chain of superiors” from thehighest to the lowest ranks.

ORDER



ORDER

• There is order when people and materials arein the right place at the right time.

EQUITY



EQUITY

• Loyalty and commitment should be elicitedfrom personnel by a combination of kindness

and justice on the part of managers when

dealing with subordinates.

STABILITY OF TENURE



STABILITY OF TENURE

• When there is high employee turnover, thereis inefficient management.

INITIATIVE



INITIATIVE

• Is conceived to be the thinking out andexecution of a plan and one of the

satisfactions for an intelligent individual to

experience.

ESPRIT DE CORPS



ESPRIT DE CORPS

• This is the principle that “in unity, there isstrength.”

BUREAUCRATIC MANAGEMENT

(M W b )



(Max Weber)

• Focus is on SUPERIOR-SUBORDINATECOMMUNICATION transmitted from the top

down via a clear chain of command, a

hierarchy of authority, and a division of laborchain.

ADVANTAGES OF BUREAUCRATIC MANAGEMENT



• 1. Competent & responsible employees are produced.• 2. Employees perform by uniform rules and conventions.

• 3. Employees are accountable to one manager who is an

authority.

• 4. They maintain social distance with supervisors and clients.

• 5. Favoritism is reduced and impersonality is promoted.

• 6. Rewards and other incentives are provided to employees

based on technical qualifications, seniority & achievement.

DISADVANTAGES OF BUREAUCRATIC MANAGEMENT



• 1. Complaints about red tape are frequentlyheard and experienced.

• 2. Procedural delays are observable.

• 3. General frustrations among employees andclients are inevitable.

ADMINISTRATIVE MANAGEMENT



• Focus is on the science of management andprinciples of an organization applicable in any

setting.

HUMAN RELATIONS



HUMAN RELATIONS

• Focuses on EMPOWERMENT of the individualworker as the source of control, motivation,

and productivity in organizations.

MOTIVATION THEORIES



• 1. MASLOW’S HIERARCHY OF NEEDS

• 2. TWO-FACTOR THEORY (Frederick Herzberg)

• 3. THEORY X and THEORY Y

• 4. THEORY Z

• 5. THEORY M

ABRAHAM MASLOW’S HIERARCHY OF

NEEDS



NEEDS

• Needs at one level must be satisfied before

one is motivated by needs at the next higher

level of needs.

TWO-FACTOR THEORY

(F d i k H b )



(Frederick Herzberg)

• Hygiene – Maintenance Factors includeadequate salary status, job security, quality of

supervision, safe and tolerable working

conditions, and relationships with others.

• Motivator Factors include satisfying &

meaningful work, development & advancementopportunities, and responsibility & recognition.

THEORY X

(D l M G )



(Douglas Mc Gregor)

• Leaders must direct and control because

motivation results from reward and

punishment.

• Employees prefer security, direction, and

minimal responsibility, and they need coercionand threats to get the job done.

THEORY Y

(D l M G )



(Douglas Mc Gregor)

• Leaders must remove work obstacles as under

the right work conditions, workers have self-

control and self-discipline.

• The workers’ reward is their involvement in

work and in the opportunity to be creative.

THEORY Z

(Willi O hi)



(William Ouchi)

• Uses collective decision making, long term

employment, mentoring, holistic concern, and

use of quality circles to manage service and

quality.

THEORY M

(All )



(Allen)

• People are motivated to work by highly

complex factors that may be biological,

psychological, social, or economic. Suchfactors vary in relative importance according

to conditions at the time.

LEVELS OF SKILLS MANAGEMENT



• 1. CONCEPTUAL

• 2. INTERPERSONAL

• 3. TECHNICAL

CONCEPTUAL SKILLS



• Refer to an individual’s mental ability tocoordinate a variety of interests and activities.

INTERPERSONAL SKILLS



• Provide individuals a unique flair in theirspeech, determine the amount of empathy

heard in their words of consolation, and rule

their desires to examine what is said.

TECHNICAL SKILLS



• Are the tools, procedures, and techniques thatare unique to the nurse manager’s specialized

situation.



MANAGEMENT

Pinoy Style

STYLES OF PINOY MANAGEMENT



• 1. Management by “KAYOD”

• 2. Management by “LIBRO”

• 3. Management by “LUSOT”

• 4. Management by “SUYOD”

Management by “KAYOD”



• The REALIST MANAGER.

• His work is his pleasure in life.

Management by “LIBRO”



The Idealist manager.

Highly professional person who prefers

American type management styles withtechnical jargon.

Management by “LUSOT”



• The Opportunist Manager.

• The type of manager who wants the least

hardship and sweat, paying off problems andtaking shortcuts.

Management by “SUYOD”



• The Reconsider Manager.

• Comprehensiveness, depth, and thoroughness

type of management.

AMERICAN MANAGEMENT PINOY MANAGEMENT



Creative function Pakulo

Planning function Oido and swerte / bahala na

Organizing function Bata-bata style

Motivating function Alalay or warning

Decision-making function Utos ng boss or Utos ng Misis

Communicating Function Pakiusap or Mando

Controlling function Sipa or bonus

MASLOW PINOY MANAGEMENT



Physiological needs Tiyan muna

Safety Safety – security guard sa bahay

Social Garbo – Social status

Esteem Maging Presidente ng Rotary Club

Self-realization Maging miyembro ng Cabinet



Thank you!



LEADERSHIP



DEFINITIONAccording to Koontz and o’ Donnell “it is the art

of including the subordinates to accomplish

their assignments with zeal and confidence.Zeal reflects ardour, earnestness and intensity

in execution of work; confidence reflects

experience and technical ability.”

CONCEPT OF LEADERSHIP



Managers are people who do things right, while leaders are people

who do the right thing.

'Leadership is all about courage to dream big.‘

Leadership is a complex process by which a person influences others

to accomplish a mission, task, or objective and directs the organization

in a way that makes it more cohesive and coherent

Leadership makes people want to achieve high goals and objectives,

while, on the other hand, bosses tell people to accomplish a task or

objective.

Leadership can be used for good or ill

Leadership skills can be perverted to pursue bad ends

CHARACTERISTICS OF LEADERSHIP



Co-existence with follower ship

Responsibility

Understanding nature

Precedence

Situation



Co-existence with follower ship : • a leader cannot exist without followers

existing.

• A leader exercises authority over the group,and it should be willingly accepted by his

followers.

• Leadership is not conferred or ordered but isone to be earned



Responsibility:

• a leader is expected to assume full

responsibility in all situations.

• he must steer the group clear of all difficulties.• he has to assume responsibility for all actions

of the group.



Understanding nature: • important characteristic feature of leadership is its

nature to understand the feelings and problems of the group as a whole as well as the individuals.

• guide a leader is looked upon as a friend and aphilosopher.

• a leader should strive to satisfy the personal andsocial needs of his followers, which is very much

expected by them



Precedence: • Since the leader influences the behavior and

the activities of the followers he should be

endowed with the technical competence andpersonality traits.

• He should also be well aware of his own

preferences and limitations to impress uponhis followers



Situation: • Leadership patterns changes according to the

type of group and the situation in which the

group is operating.• A leader should know on the role to be

adopted on different situations

IMPORTANCE OF LEADERSHIP



1. Initiates action

2. Motivation

3. Providing guidance

4. Creating confidence

5. Building morale

6. Builds work environment

7. Co-ordination

Initiates action



•Leader communicates the policies andplans to the subordinates from where thework actually starts.

Motivation



Motivation

• A leader motivates the employees with

economic and non- economic rewardsand thereby gets the work from thesubordinates.

P idi id



Providing guidance

A leader guides by instructing the subordinatesthe way they have to perform their work effectively and efficiently.

Creating confidence



g

Confidence is an important factor which can beachieved through expressing the work efforts to

the subordinates, explaining them clearly theirrole and giving them guidelines to achieve thegoals effectively.

It is also important to hear the employees withregards to their complaints and problems.

Building morale



A leader can be a morale booster by achievingfull co-operation so that they perform with best

of their abilities as they work to achieve goals.

Builds work environment



Management is getting things done frompeople. An efficient work environment

helps in sound and stable growth.Heshould listen to his subordinates problemsand solve them.

He should treat employees onhumanitarian terms.

Co-ordination



Co ordination

Co-ordination can be achieved through reconcilingpersonal interests with organizational goals. This

synchronization can be achieved through properand effective co-ordination which should beprimary motive of a leader.

IMPACT OF LEADERSHIP INAN ORGANISATION



AN ORGANISATION

Leadership and human behavior

Leadership and Communication

Leadership and motivation



Leadership and human behavior

Human nature is the common qualities of allpeople have similar needs .

A leader must understand these needs becausethey are powerful motivators.





Communication is very importantbecause a leader coach, coordinate,counsel, evaluate, and supervisethrough this process.

Leadership and motivation



A person's motivation is a combination of desire and

energy directed at achieving a goal.

LEADERSHIP

THEORIES



THEORIES

1.TRAIT APPROACH

2.BEHAVIOURAL APPROACH

3.SITUATIONAL APPROACH

TRAIT APPROACH



Keith davis has summarized four of the majortraits which might have an impact onsuccessful organizational leadership. Theyare:

• Intelligence

• Social maturity and breath:

• Inner motivation and achievement drives

• Human relations attitude

• Intelligence: Research has shown that generally a leader hashigher intelligence that the average intelligence of thefollowers. However the leader cannot be exceedingly muchmore intelligent than his followers



more intelligent than his followers

• Social maturity and breath: Leaders tend to be emotionally

stable and mature and to have broad interests and activities.They have an assured, respectful self concept

• Inner motivation and achievement drives: Leaders haverelatively intense motivational drives of the achievementtype. The strive for intrinsic than extrinsic rewards.

• Human relations attitude: Successful leaders recognize theworth and dignity of their followers and are able to emphasizewith them. According to research studies leaders possessconsideration and are employee centered rather thanproduction centered.

BEHAVIOURAL APPROACH



• Autocratic• Participative or supportive

• Instrumental or instrumental supportive

• Autocratic: An autocratic leader is one who commands andexpects compliance. He is dogmatic and positive and leads byhis ability to withhold or give rewards and punishments.



• Participative or supportive:The participative or supportive

leadership behaviour is based on the assumption that peopleessentially want to participate, want to accomplish and willwork well if general supervision is employed and where theyare allowed to use their own initiative and support is givenwhile accomplishing their task.

• Instrumental or instrumental supportive:Instrumentalbehaviour of leadership emphasizes the leaders role as amanager in the rational aspects of management namelyplanning, organizing, controlling etc.

SITUATIONAL APPROACH



• Stagdill and his associates research findingsrevealed that leadership ability is heavilyaffected by situational factors like their job,the organizational environment in which they

operated history of the enterprise, communityin which the organization operates,psychological climate of the group theircharacteristics, group member personalitiesand cultural influences and so on

• CONTIGENCY THEORIES:

THE FIEDLER MODEL:Fred E. Fiedler argued thateffectiveness depends on two interacting factors: leadershipstyle and the degree to which the situation gives the leader



style and the degree to which the situation gives the leadercontrol and influence. Three things are important here:

• The relationship between the leaders and followers: If leaders are liked and respected they are more likely to havethe support of others.

• The structure of the task: If the task is clearly spelled out asto goals, methods and standards of performance then it are

more likely that leaders will be able to exert influence. • Position power: If an organization or group confers powers on

the leader for the purpose of getting the job done, then thismay well increase the influence of the leader.

SITUATIONAL LEADERSHIP THEORY:



• It is a contingency theory that focuses on

followers' readiness. Readiness refers to the

extent to which people have the ability and

willingness to accomplish a specific task.

There are four stages of readiness: able andwilling, able and unwilling, unable and

willing and unable and unwilling

THE PATH-GOAL THEORY:

Path-goal theory identifies four kinds of leader behavior.

• directive leader behavior - letting subordinates know what is



expected of them, giving guidance and direction, and

scheduling work.• supportive leader behavior - being friendly and approachable,

showing concern for subordinate welfare, and treatingmembers as equals.

• participative leader behavior - consulting subordinates,soliciting suggestions, and allowing participation in decisionmaking.

• achievement-oriented behavior - setting challenging goals,expecting subordinates to perform at high levels, encouraging

subordinates and showing confidence in subordinates'abilities.

Path-Goal Situations &



Preferred Leader Behavior

Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.

CONTEMPORARY THEORIES



Transactional Leaders Clarify the role and task requirements of

subordinates

Initiate structure

Provide appropriate rewards

Display consideration for subordinates

Meet the social needs of subordinates

Ch i i d



Charismatic Leaders

The ability to inspire

Motivate people to do more than they wouldnormally do

Tend to be less predictable than transactionalleaders

Create an atmosphere of change

May be obsessed by visionary ideas



Transformational Leader Similar to charismatic leaders

Distinguished by their special ability to bring about

innovation and change by

Recognizing followers’ needs and concerns

Helping them look at old problems in new ways

Encouraging them to question the status quo



TEAM LEADER: Leadership is increasingly taking place within a team

context. The role of team leader is different from the

traditional leadership role. The challenge for most

managers is learning how to become an effectiveteam leader. There are four basic team leadership

roles: team leaders are liaisons with external

constituencies, troubleshooters, conflict managers

and coaches

LEADERSHIP STYLES



Leadership styles refer to a leader’s

behaviour.

It is the result of the philosophy,

personality and experience of the leader.

Kurt Lewin's Leadership styles

A i



Autocratic

Democratic

Laissez Faire

Functional

Institutional

Paternalistic

Autocratic Leader:



• An Autocratic leader will not entertain anysuggestions or initiative from subordinates.

Under this type of leadership, one person

decides for the whole group. An autocratic

leader does not trust anybody.



Merits:• It helps to make quick decisions

• Inefficient and insincere workers can easily be

identified

Demerits

• It kills initiatives for work and results in frustration

among workers.

• It often gives scope for conflicts between the leader

and his followers

Participative or Democratic Leader:

• A democratic leader can win the cooperation of his group



A democratic leader can win the cooperation of his group

and can motivate them effectively and positively.Merits

• The decision finally made is mutually accepted.

• It improves the job attitudes of the sub-ordinate staff.

Demerits

• this leadership is suitable only if the subordinates are all

capable of making worthwhile suggestions.

• It may, sometimes be very difficult to evolve a solution

that is acceptable to everyone.

Laissez Faire or Free Rein Leader:

• A free rein leader will leave the group entirely to itself



• A free rein leader will leave the group entirely to itself

such as a leader allows maximum freedom tosubordinates.

Merits

• 1. The superior subordinate relationship is found to be

very good.• Highly efficient subordinates, can make use of the

freedom given to them to excel.

Demerits

• Control may become difficult As the leader does not

involve himself at all in the activities.

• The subordinates are deprived of the expert advice and

moral support of their leader.

Functional Leader:• A functional leader is one who is an expert in a particular



p p

field of activity. Such a leader always thinks of the task hehas undertaken and spends most of his time finding out

ways and means of doing it better.

Merits• The very presence of an expert is beneficial to the

followers and the organisation.

• the subordinates can certainly enrich their job knowledge

and skill.

Institutional Leader:

• An institutional leader is one who has become a



• An institutional leader is one who has become a

leader by virtue of his official position in theorganisational hierarchy. An institutional leader

may not be an expert in his field of activity.

Merits

• He has official authority to act.

• He may initiate action against a subordinate who isshirking duties.



• Demerits

• He will not be in a position to offer proper

guidance to his followers because he may not bean expert in his field of activity.

• Although the leader has the official right to

demand performance from his followers, he may

not have the moral right

Paternalistic Leader:• A paternalistic leader takes care of his followers in



A paternalistic leader takes care of his followers in

the way the head of the family takes care of thefamily members

Merits

•He assumes a paternal role to protect his sub-ordinates.

• He is always ready to provide the necessary physical

amenities to the sub-ordinates

Demerits

• He is not in a position to offer intellectualhelp to his followers.



• Demerits

• The functional leader will not be able to go down

to the level of an average worker and offer any help.• Misunderstandings may also arise between the

leader and his followers.

IMPORTANT KEYS FOR LEADERSHIP



IMPORTANT KEYS FOR LEADERSHIP



• Trust and confidence in top leadership is thesingle most reliable predictor of employeesatisfaction in an organization.

• Effective communication by leadership in thecritical areas is the key to winningorganizational trust and confidence:

• Helping employees understand the company's

overall business strategy.



• Helping employees understand how theycontribute to achieving key business

objectives.

• Sharing information with employees on bothhow the company is doing and how an

employee's own division is doing relative to

strategic business objectives.

LEADERSHIP SECRETS



1. DECISIVENESS IS KEY (LALIT KHAITAN, Chairman and ManagingDirector, Radico khaitan)

The most distinguished trait that defines a

good leader is the willingness to makedecisions that are need of the hour no matterhow difficult they may be. And the most

significant component of such decision-making is self-confidence.

2 VISIONARY LEADERSHIP



2.VISIONARY LEADERSHIP

(B.MUTHURAMAN, Managing Director, Tata

steel)

The ability to create a shared vision among

team members is the primary trait of a true

leader.



3. RELATE AND RULE (N.LAKSHMI NARAYAN, CEO AND President,

Cognizant Technology Solutions)

Good leadership is the ability to recognize allthe factors that would make the leader

succeed in motivating the group.



4. TAKE RESPONSIBILTY(R.V.SHASTRI, Chairman and Managing Director,

Canara bank)

A leader is only as good as his team. Leadership

involves two steps: helping subordinates takeadvantage of their talents, and then fine tuning their

performance. Good leaders always take responsibility

for both the success and failure of their teams

(sy 2012-2013-11) leadership (simple)

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