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LEADING

There are times in spite of great difficulties, jobs are needed to be done, projects are needed to be finished in time, and services are needed to be provided. Employees in the production lines tend to be irritated by delays in the arrival of necessary production materials and supplies. Workers complain when difficult jobs are assigned to their units. When calamities strike, employees of public works agencies need more than wages to complete assigned tasks as quickly as possible. These and other difficulties found in the workplaces provide sufficient reasons for poor productivity. The situations cited require managers with effective leadership. There are many instances, however, when the ill effects of whatever shortcomings happen. They seriously affect the performance of workers. Effective Leadership tends to neutralize such difficulties. Good working conditions, however, cannot overcome the disadvantages of bad leadership. These are proven by many cases which occurred in the past and even in modern times. Successful firms regard the leadership skill requirement as a high priority concern. Big companies like Warner Lambert Philippines, Shell, Fuji-Xerox, and Daewoo are seriously involved in training their managers to become effective leaders. Engineer managers, in whatever management level they happen to be, are not exempted from the problem of effective leadership. If this is really so, then they must be concerned with the management function of leading.

WHAT IS LEADING? Leading is that management function which involves influencing others to engage in the work behaviours necessary to reach organizational goals. The definition indicates that a person or group of persons tasked with managing a group must assume the role performed by leaders. While leading refers to the function, leadership refers to the process.

HOW LEADERS INFLUENCE OTHERS Engineer managers are expected to maintain effective work forces. To be able to do so, they are required to perform Leadership roles. Leaders are said to be able to influence others because it the power they possess. Power refers to the ability of a leader to exert force on another.

Bases of Power
The power possessed by leaders may be classified according to various bases. They are as follows: 1. 2. 3. 4. 5. Legitimate power Reward power Coercive power Referent power Expert power

Legitimate Power. A person who occupies a higher position has legitimate power over persons in lower positions within the organization. A supervisor, for instance, can issue orders to the workers in his unit. Compliance can be expected. Reward Power. When a person has the ability to give rewards to anybody who follows orders or requests, he is said to have reward power. Rewards may be classified into two forms: material and psychic.

Coercive Power. When a person compels another to comply with orders through threats or punishment, he is said to possess coercive power. Punishment may take the form of demotion, dismissal, withholding or promotion, etc. Referent Power. When a person can get compliance from another because the latter would want to be identified with the former, that person is said to have referent power. Expert Power. Experts provide specialized information regarding their specific lines of expertise. This influence, called expert power, is possessed by people with great skills in technology. The expert power exercised by environmental scientists was enough to force governments throughout the world to pass legislations favourable to environmental protection. THE NATURE OF LEADERSHIP Leadership may be referred to as the process of influencing and supporting others to work enthusiastically toward achieving objectives. Leadership is expected of any manager in charge of any unit or division. One cannot expect a unit or division to achieve objectives in the absence of effective leadership. Even if a leader is present, but if he is not functioning properly, no unit or division objectives can be expected to be achieved. Traits of Effective Leaders There are certain leadership traits identified by researchers and which may be useful in developing effective leaders. These traits are as follows: 1. A high level of personal drive 2. The desire to lead 3. Personal integrity 4. Self-confidence 5. Analytical ability or judgement 6. Knowledge of the company, industry or technology

7. Charisma 8. Creativity 9. Flexibility Personal Drive Persons with drive are those identified as willing to accept responsibility, possess vigour, initiative, persistence, and health. Drive is a very important leadership trait because of the possibility of failure in every attempt to achieve certain goals. If a chosen way to reach a goal is not successful, a leader finds another way to reach it, even if it precedes a succession of failed attempts. This will, of course, require a high level of personal drive from the leader. An example of a person with a high level of personal drive is Paul Mediation, plant director of the Polo plant of San Miguel Corporation between 1992 and 1994. He was instrumental in radically changing the problem-riddled Polo plant to a world-class brewery with modern technology and a work force with a new attitude, how he was able to prove himself as a leader with enough drive is a feat worth emulating. The Desire to Lead There are some persons who have all the qualifications for leadership, yet they could not become leaders because they lack one special requirement: the desire to lead. Even if they are forced to act as leaders, they will not be effective because their efforts will be half-hearted. Leaders with a desire to lead will always have a reservoir of extra efforts which can be used whenever needed. Personal Integrity A person who is well-regarded by others as one who has integrity possesses one trait of a leader. One who does not have personal integrity will have a hard time convincing his subordinates about the necessity of completing various tasks. If this is the case, the leader will, then, resort to exercising his authority and getting things done entirely by the use or threat of use of the

coercive powers vested in him by virtue of the rank and position he occupies in the hierarchy. If this happens, the economic and emotional costs will be too high to be maintained for a desirable length of time. As it is, the better option is to have personal integrity. According to V.K. Saraf, integrity means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues. Self-Confidence The activities of leaders require moves that will produce the needed outputs. The steps of conceptualizing, organizing, and implementing will be completed if sustained efforts are made. For the moves to be continuous and precise, self-confidence is necessary. McKinsey and company found in a study they conducted that leaders of midsized, high growth companies were almost inevitably consummate salesmen who radiate enormous contagious selfconfidence. Wess Roberts was very precise when he declared the following as one of the traits of a good leader. A chieftain cannot win if he loses his nerve. He should self-confident and self reliant and even if he does not win, he will know he has done his best. Analytical Ability Leaders are oftentimes, faced with difficulties that prevent the completion of assigned tasks. A subordinate, for instance, may have a record of continually failing to produce the needed output. A leader with sufficient skill to determine the root cause of the problem may be able to help the subordinate to improve his production. The ability to analyze is one desirable trait that a leader can use to tide him over many challenging aspects of leadership.

Knowledge of the Company, Industry or Technology A leader, who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry, will be in a better position to provide directions to his unit. A company, for example, may be the industry leader because it satisfies the need of its particular market, i.e., providing quality products at affordable process. When a competing firm is fast catching up with the leader, and the leaders managers know this, they will better serve the interest of their company. Charisma When a person has sufficient personal magnetism that leads people to follow his directives, this person is said to have charisma. Great personalities in history like Napoleon Bonaparte, Julius Caesar, Adolf Hitler, George Washington, Elvis Presley and others are said to possess charisma. This characteristic was greatly responsible for whatever accomplishments they achieved. When used properly, Charisma will help the leader in achieving his goals. With some adjustments, subordinates may be expected to do their tasks willingly. Creativity Ronnie Millevo defines creativity as the ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation. As leaders are tasked to provide solutions to problems besetting their particular units or divisions, creativity will be a very

useful trait. Problems are, oftentimes, complex and challenging, and if they are, the leader will need all the creative abilities he has. Flexibility People differ in the way they do their work. One will adapt a different method from another persons method. A leader, who allows this situation as long as the required outputs are produced, is said to be flexible. There is wisdom in being flexible. It allows the other means of achieving goals when the prescribed manner is not appropriate. Leadership Skills Leaders need to have various skills to be effective. They are: 1. Technical skills 2. Human skills, and 3. Conceptual skills. These skills are used in varying degrees at different management levels

LEADERSHIP SKILLS AND THEIR USE AT VARIOUS MANAGEMENT LEVELS

Top Management HUMAN SKILLS CONCEPTUAL SKILLS

Middle Management SKILLS

TECHNICAL

Lower Management

DEGREE OF SKILLS NEEDED

Technical Skills These are skills a leader must possess to enable him to understand and make decisions about work processes, activities, and technology. Technical skill is the specialized knowledge needed to perform a job. When a leader has the technical skill related to his area of responsibility, he will be more confident in performing his functions. The engineer manager, for instance, must be able to perform engineering jobs, if he wants to maintain a motivated work force. The engineer manager of a construction firm must have sufficient technical skills to undertake construction works. The manager of an electrical engineering firm must possess the skill to install and maintain electrical facilities and equipment. Human Skills These skills refer to the ability of a leader to deal with people, both inside and outside the organization. Good leaders must know how to get along with people, motivate them, and inspire them. Apart from motivating, human skills include coaching, communicating, morale building, training and development, help and supportiveness, and delegating. Conceptual Skills These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole. Avery basic requirement for effective implementation is a clear and well-expressed presentation of what must be done. A leader without sufficient conceptual skills will fail to achieve this.

BEHAVIORAL APPROACHES TO LEADERSHIP STYLES


Those in positions of leadership exhibit a pattern of behaviour that is unique and different from other patterns. This total pattern of behaviour is called leadership style.

There are several approaches used in classifying leadership styles. They are as follows: 1. According to the ways leaders approach people to motivate them 2. According to the way the leader uses power. 3. According to the leaders orientation towards task and people. Ways Leaders Approach People There are two ways a leader may approach people to motivate them. They are: 1. Positive leadership and 2. Negative leadership BEHAVIORAL APPROACHES TO LEADERSHIP STYLES

Positiv leadership according to ways leaders approach people to motivate them negative leadership

autocratic

Behavioral Approach

according to the way the leader uses power

participative

free-rein

employee orientation according to the leader's orientation toward tasks and people task orientation

When the leaders approach emphasizes rewards, the style used is positive leadership. The reward may be economic, like an increase in monthly salary, or it may be noneconomic like membership in an advisory committee. When punishment is emphasized by the leader, the style is said to be negative leadership. The punishment may take the form of reprimand, suspension, or dismissal. Leaders, sometimes, alternately use positive and negative leadership depending on the characteristics of the individual subordinates. Ways Leaders Uses Power Leadership styles also vary according to how power is used. They are as follows: (1) autocratic, (2) participative, and (3) free-rein. Autocratic Leaders Leaders who make decisions themselves, without consulting subordinates are called autocratic leaders. Motivation takes the form of threats, punishment, and intimidation of all kinds. The autocratic style is effective in emergencies and when absolute followership as needed. An example is a civil engineer in charge of constructing a temporary bridge over one that has been currently damaged. The disadvantage of autocratic leadership is that the leader receives little, if any, information and ideas from his people as inputs into his decisionmaking. Participative Leaders When a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods, he is said to be a participative leader.

The advantage of participative leadership is that it is time-consuming and frustrating to people who prefer to see a quick decision reached. Free-Rein Leaders Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives, are called free-rein leaders. They are also referred to as laissez-faire leaders. This leadership style is most applicable to certain organizations manned by professionals like doctors and engineers. An example is the engineering department of a university which is headed by the dean. If free-rein leadership fits the situation, there is full managerial delegation resulting to optimum utilization of time and resources. This happens because many people are motivated to full effort only if given this kind of free-rein. The weakness of free-rein leadership is that there is very little managerial control and a high degree of risk. If the leader does not know well the competence and integrity of his people and their ability to handle this kind of freedom, the result could be disastrous.

Leaders Orientation Toward Tasks and People


Leaders may be classified according to how they view tasks and people. Consequently, a leader may either be: (1) employee oriented or (2) task oriented. Employee Orientation. A leader is said to be employee-oriented when he considers employees as human beings of intrinsic importance and with individual and personal need to satisfy. Task Orientation. A leader is said to be task-oriented if he places stress on production and the technical aspects of the job and the employees are viewed as the means of getting the work done.

CONTIGENCY APPROACHES TO LEADERSHIP STYLE


The contingency approach is an effort to determine through research which managerial practices and techniques are appropriate in specific situations. The various contingency approaches are as follows. 1. Fiedlers Contingency model 2. Hersey and Blanchards Situational Leadership Model 3. Path-Goal Model of Leadership 4. Vrooms Decision Making Model

Fieldlers Contingency Model


According to Fred Fiedler,leadership is effective when the leaders style is appropriate to the situation. The situational characteristics are determined by three principal factors: 1. The relations between leaders and followers 2. The structure of the task, and 3. The power inherent in the leaders position. The situational characteristics vary from organization to organization. To be effective, the situation must fit the leader. If this is not so, the following may be tried; 1. Change the leaders trait or behaviours. 2. Select leaders who have traits or behaviours fitting the situation. 3. Move leaders around in the organization until they are in positions that fit them 4. Change the situation

Hersey and Blanchard Situational Leadership Model


The situational leadership model by Hersey and Blanchard suggests that the most important factor affecting the selection of a leaders style is the development or maturity level of the subordinates. The leader should match his or her style to this maturity level.

Maturity has two components: 1. Job skills and knowledge, and 2. Psychological maturity Blanchard and the others elaborated on the leadership styles appropriate for the various maturity levels of subordinates. They are as follows Style 1: Directing is for people who lack competence but are enthusiastic and committed. They need direction and supervision to get them started. Style 2: Coaching-is for people who have some competence but lack commitment. They need direction and supervision because theyre still relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment. Style 3: Supporting- is for people who have competence but lack of confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation. Style 4: Delegating- is for people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support. DEVELOPMENT STAGE 1. Low ability + low willingness 2. Low ability +high willingness 3. High ability + low willingness 4. High ability + high willingness RECOMMENDED STYLE Style 1:DIRECTING-structure,control and supervise Style 2:COACHING-direct and support Style 3:SUPPORTING- praise, listen, and facilitate Style 4:DELEGATING- turn over responsibility for day-to-day decisionmaking

Path-Goal Model of Leadership


The path-goal model of leadership espoused by Robert J. House and Terence R. Mitchell, stipulates that leadership can be made effective because leaders can influence subordinates perception of their work goals, personal goals, and paths to goal attainment.

By using the path-goal model, it is assumed that effective leaders can enhance subordinate motivation by: 1. Clarifying the subordinates perception of work goals, 2. Linking meaningful rewards with goal attainment, and 3. Explaining how goals and desired rewards can be achieved. Leader identifies employee needs appropriate goals are established Leader connects rewards with goals Leader provides assistance on employee path toward goals employee becomes satisfied and motivated and they accept the leader

effective performance occurs


both employees and organization better reach their goals

Leadership Styles. The leadership styles which may be used by path-goal proponents are as follows: 1. Directive Leadership- where the leader focuses on clear task assignments, standards of successful performance and work schedules. 2. Supportive Leadership- where subordinates are treated as equals in a friendly manner while striving to improve their well-being. 3. Participative Leadership where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions when making decisions. 4. Achievement-oriented leadership- where the leader set challenging goals emphasize excellence, and seek continuous improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.

Vrooms Decision-Making Model Vrooms model of leadership is one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority. Five distinct decision-making styles are identified under the Vroom model may be useful as a guide for the leader. It may also be helpful as a training guide.

SYMBOL

DECISION-MAKING STYLE

Autocratic Leader

A-1 A-2

Consultative C-1 Leader C-2

Group Directed

G-2

Leader solves the problem or makes the decision himself using available information. Leader obtains necessary information from subordinates, and then decides. Leader approaches subordinates individually getting their ideas then makes decision. Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides. Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides.

DEGREE OF SUBORDINATE PARTICIPATION None Low Moderate Moderate

High

Source: Engineering Management by Roberto G. Medina

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