leading john philip gamboa

8/8/2019 Leading John Philip Gamboa

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Prepared by:

JOHN PHILIP C. GAMBOA


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Leading is that management functionwhich involves influencing others to engage inthe work behaviors necessary to reachorganizational goals. The definition indicatesthat a person or a group of persons tasked withmanaging a group must assume the role performby leaders.


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Engineer managers are expected tomaintain effective work forces. To be able to doso, they are required to perform leadership

roles. Leadership are said to be able toinfluence others because of the power theypossess. Power refers to the ability of a leaderto exert force on another.


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The power possessed by leaders maybeclassifiedaccording to various bases. Theyareas follows:

1. Legitimate power

2. Reward power

3. Coercive power

4. Referent power5. Expert power


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Legitimate Power. A power who occupies ahigher

position has legitimate power over persons inlower positions within the organization. Asupervisor, for instance, can issue orders to theworkers in his unit . Compliance can be

expected.


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Reward Power. When a person has the abilityto

give rewards to anybody who follows orders orrequests, he is saidto have reward power.Rewards maybe classified into two forms:material and psychic.

Material rewards refer to money orother tangible like cars, house and lot, etc.

Psychic rewards consist of recognition,praises, etc.


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Coercive Power. When a person compels another to

comply with others throughthreats orpunishment, he is saidto possess coercivepower. Punishment maytake the form ofdemotion, dismissal, withholding of

promotion, etc.


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Referent Power. When a person can get compliance

from another because the latter would wanttobe identified with former, that person is saidtohave referent power.


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Expert Power. Experts provide specialized

information regarding their specific lines ofexpertise. This influence called expert power, ispossessedby people with great skills intechnology.


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Leadership may be referredto as the processof influencing and supporting others towardenthusiasticallytowardachieving objectives.

Leadership is expected of any manager incharge of any unit or division.


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Traits of Effective Leaders:

1. A high level of personal drive2. The desire to lead

3. Personal integrity

4.

Self-confidence5. Analytical ability or judgement

6. Knowledge of the company, industry ortechnology

7. Charisma

8. Creativity

9. Flexibility


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Personal drive. Persons withdrive are those

identifiedas willing to accept responsibility,possess vigor, initiative, persistence, andhealth. Drive is very important leadership traitbecause of the possibility of failure in every

attemptto achieve certain goals.


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Personal Integrity. A person who is well-regarded

by others as one who has integrity possessesone trait of a leader. One who does nothavepersonal integrity will have ahardtimeconvincing his subordinates aboutthe necessity

of completing various task.


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Self-confidence. The activities of leaders require

moves that will produce the needed outputs.The steps of conceptualizing, organizing, andimplementing will be completed if sustainedefforts are made. For the moves to be continues

and precise, self-confidence is necessary.


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Analytical Ability. Leaders are, oftentimes, facewithdifficulties that preventthe completion ofassignedtasks. A subordinate, for instance,mayhave a record of continually failing toproduce the needed output. A leader with

sufficient skill to determine the root cause ofthe problem maybe able to help thesubordinate to improve his production.


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Knowledge of the Company, Industry orTechnology.A leader who is well-informedabouthiscompany, the industry where the companybelongs, in the technology utilizedbytheindustry, will be in abetter position to provide

directions to his unit.


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Charisma. When a person has a sufficient

magnetism that leads people to follow hisdirectives, this person is saidto have charisma.Great personalities in history like NapoleonBonaparte, Julius Ceasar, Adolf Hitler, George

Washington, Elvis Presleyand others are saidto possess charisma. This characteristic wasgreatly responsible for whateveraccomplishments theyachieved.


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Creativity. Ronnie Millevo defines creativityasthe abilityto combine existing data,experience, and preconditions from varioussources in sucha waythatthe result will besubjectively regardedas new, valuable,

innovative, andas adirect solution toidentified problem solution.


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Flexibility. People differ in the waytheydo their

work. One will adaptadifferent personsmethod. A leader who allows this situation aslong as the required outputs are produced, issaidto be flexible.


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1. Technical Skills

2. Human Skills

3. Conceptual Skills


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TOP

MANAGEMENT

MIDDLE

MANAGEMENT

LOWERMANAGEMENT

DEGREE OF SKILLS NEEDED

HUMANSKILLS

CONCEPTUAL TECHNICALSKILLS SKILLS


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Technical skills. These are skills a leader must

possess to enable him to understandand makedecisions about work processes, activities, andtechnology. Technical skill is specializedknowledge neededto perform a job. When a

leader has atechnical skill relatedto his area ofresponsibility, he will be more confident inperforming his functions.


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Human Skill. These skills refer to the ability of aleader to deal with people, both inside andoutside the organization. Good leaders mustknow to getalong with other people, motivatethem, and inspire them.


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Conceptual Skills. These skills refer to the ability

to think in abstractterms, to see how parts fittogether to form the whole. A verybasicrequirement for effective implementation is aclear and well-expressed presentation of what

mustbe done. A leader without sufficientconceptual skills will fail to achieve this.


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There are several approaches in classifyingleadership styles. Theyare as follow:

1. According to the ways leaders approach

people to motivate them.2. According to the waythe leader uses power.

3. According to the leaders orientation towards

task and people.


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There are two ways, a leader mayapproachpeople to motivate them. Theyare (1) positiveleadership and (2) negative leadership.


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BEHAVIORALAPPROACH

According toways leaders

approachpeople to

motivate them

According tothe waytheleader uses

power

According tothe leadersorientation

towardtasksand people

Positiveleadership

Negativeleadership

autocratic

participative

Free-rein

Employeeorientation

Task orientation


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Leadership styles also varyaccording to howpower is used. Theyare as follows:

1. Autocratic

2. Participative

3. Free-rein


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Autocratic Leaders. Leaders who make decisions

themselves, without consulting subordinatesare calledautocratic leaders. Motivation takesthe form of threats, punishment, andintimidation of all kinds.


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Participative Leaders. When a leader openly invites

his subordinates to participate or share indecisions, policy-making and operationmethods, he is saidto be a participative leader.


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Free-rein Leaders. Leaders who set objectives and

allow employees or subordinates relativefreedom to do whatever ittakes to accomplishthese objectives, are called free-rein leaders.Theyare also referredto as laissez-faire

leaders.


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Leadership may be classifiedaccording to howthey view tasks and people. Consequently, aleader may either be:

1. Employee oriented2. Task oriented


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Employee Orientation. A leader is saidto be

employee oriented when he considersemployees as human beings of intrinsicimportance and with individual and personalneed to satisfy.


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Task Orientation. A leader is saidto be taskoriented if he places stress on production andthe technical aspects of the jobandtheemployees are viewedas the means of gettingthe work done.


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The contingencyapproach is an efforttodetermine through research which managerialpractices andtechniques are appropriate and

specific situation. The contingencyapproaches are as follows:

1. Fiedlers Contingency Models

2. Herseyand Blanchards SituationalLeadership Model

3. Path-goal Model of Leadership

4. Vrooms Decision Making Model


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According to Fred Fiedler, leadership is effectivewhen the leaders style is appropriate to thesituation. the situational characteristics is

determined bythree principal factors:1. The relations between leaders and followers

2. The structure of the task

3. The power inherent in the leaders position


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The situational leadership model developed byHerseyand Blanchard suggests thatthe mostimportant factor affecting the section of a

leaders style is the development (or maturity)level of subordinate. The leader should matchhis or her style to his maturity level.

Maturityhas two component:

1. Job skills and knowledge

2. Psychological maturity


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Blanchardand others elaborated on the

leadership styles appropriate to the variousmaturity level of subordinates. Theyare asfollows:

1. Directing Style

2. Coaching Style3. Supporting Style

4. Delegating Style


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The path-goal model of leadership espoused byRobert J. House and Terence R. Mitchell,stipulates thatthe leadership can be made

effective because leaders can influencesubordinates perceptions of their work goals,personal goals, and paths to goal attainment.


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By using the path-goal model, it is assumedthat

effective leaders can enhance subordinatemotivation by

1. Clarifying the subordinates perception ofwork goals,

2. Linking meaningful rewards with goalattainment, and

3. Explaining how goals anddesired rewards canbe achieved


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Leader identifies

employee needs

Appropriate goals areestablished

Both employees andorganization better

reachtheir goals

Leader connects

rewards with goals

Leader providesassistance on

employee pathtoward goals

Employee becomessatisfiedand

motivatedandtheyaccept leader

Effective performanceoccurs


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1. Directive leadership

2. Supportive leadership

3. Participative leadership

4. Achievement-oriented leadership


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THE END.

leading john philip gamboa

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