ORGANIZATION LEADERSHIP

Aurelia A. Valerio and

Helen Grace A. Cabuhat

Leadership- as the ability to influence a group toward the achievement of a vision or set of goals- is to pull people together and move them toward the desired future

Management- the process of acquiring, allocating, and deploying resources to assure the sustained success of an endeavor

LEADERS MANAGERSInnovate Administer

Develop Maintain

Inspire Control

Long-Term View Short-Term View

Ask what and why Ask how and when

Originate Imitate

Challenge the status quo

Accept the status quo

Do the right things Do things right

Distinctions between leaders and managers

LEADERSHIP THEORIESTRAIT THEORY

BEHAVIORAL THEORIES

CONTINGENCY THEORIES

LEADER-MEMBER EXCHANGE THEORY (LMX)

Trait TheoriesTheories that consider personal qualities and characteristics that differentiate leaders from nonleaders.

Big Five Personality Traits

• Openness ( creative and flexible )• Conscientiousness ( disciplined and committed )• Extraversion ( tend to enjoy human interactions )• Agreeableness ( kind, cooperative, sympathetic )• Emotional stability

Behavioral Theories

Theories proposing that specific behaviors differentiate leaders from nonleaders.

- Behavioral studies implied we could train people to be leaders

Initiating Structure

The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

Employee-Oriented Leader

Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

Production-Oriented Leader

One who emphasizes technical or task aspects of the job.

•Trait theory:Leaders are born, not made.

•Behavioral theory:Leadership traits can be taught.

•Trait theory:Leaders are born, not made.

•Behavioral theory:Leadership traits can be taught.

Contingency Theoriesa. Fiedler Contingency Model

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

least preferred co-worker (LPC) questionnaire An instrument that purports to measure whether a person is task or relationship oriented.

Fiedler’s Model: Defining the SituationLeader-Member Relations

The degree of confidence, trust, and respect subordinates have in their leader.

Position Power

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments are procedurized.

Findings from Fiedler Model

A contingency theory that focuses on followers’ readiness.

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

Follower readiness: ability and

willingness

Follower readiness: ability and

willingness

Unable andUnwilling

Unable butWilling

Able andWilling

Directive High Task and Relationship Orientations

Supportive Participative

Able andUnwilling

Monitoring

b. Situational Leadership Theory (SLT)

c. The Path-Goal Theory

A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

d. Leader-Participation Model

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situation

Leader-Member Exchange (LMX) Theory

Theory that supports leaders creation of in-groups and out-groups, and subordinates with in-group status will have higher performances ratings, less turnover, and greater satisfaction with their superior.

Leader-Member Exchange Theory

Transactional LeadersLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Transformational Leaders

Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma.

Characteristics of Transactional LeadersContingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

Management by Exception: Watches and searches for deviations from rules and standards, takes corrective action.

Characteristics of Transformational Leaders

Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

THANK YOU !