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P R E SE NT ED B Y: B A D E NA S, NI CO L E M.
CONSUELO, R EG INE C.
MA L AG U M, HU R R I G IL D QE E N M.
MAO ND I A , R O S HE L LE B .
• it is the process of guiding and directing the behavior of
people in the organization in order to achieve certain
objectives.
• an element that convinces members of an organization to
behave in such a manner that will facilitate the
accomplishments of the goals of the organization.
THE DIFFERENCE BETWEEN
LEADERSHIP AND MANAGEMENT
MANAGERS LEADERS
• Rational problem solvers • Intuitive more visionary
• Perform other administrative • Primary concerned with results
function such as planning,
organizing, decision-making, • Obtain their power from below
and communicating
• Concerned with the efficiency
results
• Obtain their power from above
KINDS OF LEADERSHIP
• FORMAL
• INFORMAL
FORMAL LEADERSHIP
• It refers to the process of influencing others to
pursue official objectives.
• They are vested with formal authority and as
such, they generally have a measure of
legitimate power.
• They rely on expedient combination of reward,
coercive, referent, and expert power
INFORMAL LEADERSHIP
• It refers to the process of influencing others to pursue
unofficial objectives.
• They lack formal authority.
• Informal leaders who are satisfied with their jobs are
valuable assets of the organization. When they are not
satisfied, they become liabilities.
• Their power to motivate people can be used to convince
employees to cause harm to the organization.
POWER AND THE LEADER
1. POSITION POWER
2. PERSONAL POWER
POSITION POWER
• Is that the power derived as a consequence of the leader’s position. It
consists of the following types:
1. Legitimate power
2. Reward power
3. Coercive power
LEGITIMATE POWER
• Also referred to as authority, this power emanates from a person’s
position in the organization.
The legitimate power vested in a person is characterized by the
following:
1. It is invested in a person’s position
2. It is accepted by subordinates
3. Authority is used vertically
REWARD POWER
• This power emanates from one’s ability to grant rewards to those
who comply with a command or request.
COERCIVE POWER
• This power arises from the expectation of subordinates that they will
punished if they do not conform to the wishes of the leader.
TYPES OF
POWER
POSITION PERSONAL
1. Expert Power
2. Referent power
EXPERT POWER
• An expert who possess and can dispense valued
information generally exercise expert power over those
in need of such information.
Examples:
Doctors, Lawyers, and Computer specialist
• The “expert power” of the leader depends on his
education , training and experience.
REFERENT POWER
• This power refers to the ability of leaders to develop
followers from the strength of their personalities. Leaders
who possess this power have a personal magnetism, an air
of confidence, and a passionate belief in objectives that
attract and hold followers.
• People follow because their emotions push them to do so.
Example:
Nelson Mandela of Africa, Mother Teresa, Michael
Jackson.
THEORIES ABOUT
LEADERSHIP
Leadership Theories
Contingency
University of Michigan Managerial Grid of Path-Goal Model
Leadership Model
Studies Blake and Mouton (House and Mitchell)
(Fiedler)
Continuum of
Leadership Member Leadership Behavior
Exchange Approach (Tannenbaum and
(Graen) Schmidt)
Hershey –Blanchard
Situational
Leadership Theory
TRAIT THEORIES OF LEADERSHIP
7
6
Middle of
5 the road
manager
4
3
2
Authority
Impoverished
1 Obedience
LOW Manager
Manager
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7
Manager Manager
Manager Manager
Manager presents permits
Manager presents defines
Manager presents problems, subordinate
makes tentative limits, asks
“sells” ideas and gets s to function
decision and decision group to
decision invites suggestion, within
announces it subject to make
questions. makes defined by
change decision
decision superior
Authoritarian Participation
(Boss-centered leadership) (subordinates-centered leadership)
THE LEADER’S CHOICES DEPEND ON
THREE FACTORS:
2
• Appropriate goals are established
3
• Leader connects rewards with goals
4
• Leader provides assistance on employee path toward goal
5
• Employees become satisfied and motivated, and they accept the leader
6
• Effective performance occurs
7
• Both employees and organization are better able to reach their goals
FOUR LEADERSHIP BEHAVIORS
1. The Directive leader
- the type of leader who lets followers know what is expected of them, schedules work
to be done, and gives specific guidance as to how to accomplish task.
2. The Supportive leader
- the type of leader who is friendly and shows concern for the needs of follower.
3. The Participative leader
- the leader who consults with followers and uses their suggestions before making a
decision.
4. The Achievement-oriented leader
- the leader who sets challenging goals and expects follower to perform all their highest
level.
THE HERSHEY-BLANCHARD SITUATIONAL
LEADERSHIP THEORY