chapter 8 leading
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CHAPTER 8
LEADING
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INTRODUCTION There are times when in spite of great difficulties, jobs
are needed to be done, projects are needed to be
finished on time, and services are needed to be
provided. Employees in the production lines tend to be
irritated by delays in the arrival of necessary productionmaterials and supplies. Workers complain when difficult
jobs are assigned to their units. When calamities strike,
employees of public works agencies need more that
wages to complete assigned tasks as quickly aspossible. These and other difficulties found in the
workplaces provide sufficient reasons for poor
conductivity. The situations cited require managers with
effective leadership.
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WHAT IS LEADING?
eading is that management function which !involves
influencing others to engage in the work behaviors necessaryto reach organi"ational goals.# The definition indicates that a
person or group of persons task with managing a group must
assume the role performed by leaders.
While leading refers to the function, leadership refersto the process.
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HOW LEADERS INFLUENCEOTHERS
Engineer managers are e$pected to maintain effective
work forces. To be able to do so, they are required to perform
leadership roles. eaders are said to be able to influence
others because of the power they possess. %ower refers to
the ability of a leader to e$ert force on another.
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Bases of PowerThe power possessed by leaders may be classified
according to various bases. The are as follows&
Legitimate Power. ' person who occupies a higher
position has legitimate power over persons in lower positions
within the organi"ation. ' supervisor, for instance, can issue
orders to the workers in his unit. (ompliance can be e$pected.
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Reward Power. When a person has the abilityto give
rewards to anybody who follows orders or requests, he is said
to have reward power. )ewards maybe classified into twoforms& material and psychic.
Material rewards refer to money and other tangible
benefits like cars, house and lot, etc. %sychic rewards consists
of recognition, praises, etc.Coercive Power.When a person compels another to
comply with orders through threats or punishment, he is said to
possess coercive power. %unishment may take the form of
demotion, dismissal, withholding of promotion, etc.
Referent Power. When a person can get compliance
from another because the latter would want to be identified
with the former, that person is said to have referent power.
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Expert Power. E$perts provide speciali"ed information
regarding their specific lines of e$pertise. This influence, callede$pert power, is possessed be people with great skills in
technology.
The e$pert power e$ercised by environmental scientists
was enough to force governments throughout the world topass legislations favorable to environmental protection.
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THE NATURE OFLEADERSHIPeadership may be referred to as !the process of
influencing and supporting others to work enthusiasticallytoward achieving objectives.# eadership is e$pected of any
manager in charge of any unit or division.
*ne cannot e$pect to a unit or division to achieve
objectives in the absence of effective leadership. Even if aleader is present, but if he is not functioning properly, no unit or
division objectives can be e$pected to be achieved.
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Traits of Eective LeadersThere are certain leadership traits identified by
researchers and which may be useful in developing effective
leaders. These traits are as follows&
Personal Drive.%ersons with drive are those identifiedas willing to accept responsibility, possess vigor, initiative,
persistence, and health. +rive is a very important leadership
trait because of the possibility of failure in every attempt to
achieved certain goals. f a chosen way to reach goal is not
successful, a leader finds another way to reach it, even if itprecedes a succession of failed attempts. This will, of course,
require a high level of personal drive from the leader.
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The Desire to Lead. eaders with a desire to lead will
always have a reservoir of e$tra efforts which can be used
whenever needed.
Personal Integrity.' person who is well-regarded by
others as one who has integrity possesses one trait of a
leader. *ne who does not have personal integrity will have a
hard time convincing his subordinates about the necessityof
completing various tasks.
'ccording to ./. 0araf, integrity means and includes
!honesty, honor, incorruptibility, rectitude, righteousness,
uprightness, and similar virtues.#
Self-Confidence.The activities of leaders require
moves that will produce the needed outputs. The steps of
conceptuali"ing, organi"ing, and implementing will be
completed if sustained efforts are made. 1or the moves to be
continuous and precise, self-confidence is necessary.
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Analytical Ability.' 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 analy"e is one desirable trait that a a
leader can use to tide him over many challenging aspects of
leadership.
Knowledge of the Co!any" Ind#stry or Technology.' leader who is well informed about his company, the industry
where the company belongs, and the technology utili"ed by the
industry, will be in a better position to provide directions to his
unit.Charisa.When a person has sufficient personal
magnetism that leads people to follow his directives, this
person is said to have charisma.
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When used properly, charisma will help the leader in
achieving his goals. With some adjustments, subordinates may
be e$pected to do their task willingly.
Creativity.)onnie 2illevo defines creativity as ! the
ability to combine e$isting data, e$perience, and preconditions
from various sources in such a way that the results will be
subjectively regarded as new, valuable, and innovative, and asa direct solution to an identified problem situation.#
$le%ibility.%eople differ in the way they do their work.
*ne will adapt a different method from another person3s
method. ' leader who allows this situation as long as therequired outputs are produced, is said to be fle$ible.
There is wisdom in being fle$ible. t allows the other
means of achieving goals when the prescribed manner is not
appropriate.
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Leadership SkillLeadership Skill
Leaders eed to have vario!s skills to "e eectiveLeaders eed to have vario!s skills to "e eective
#$#$Techical skillTechical skill
%$%$ H!&a skillH!&a skill'$'$ Cocept!al skillCocept!al skill
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(ehavioral approaches to leadership st)les(ehavioral approaches to leadership st)les
Those i positio of leader e*hi"it a patter of "ehaviorthat is !i+!e ad dieret fro& other patters$
There are several approaches used in classifyingleadership styles. They are as follows.
, Accordi- to the .a)s leaders approach people to&otivate the&$
, Accordi- to the .a) leader !ses po.er$
, Accordi- to the leader/s orietatio to.ards task ad
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0a)s leaders approach0a)s leaders approachpeoplepeople
There are two ways, a leader may approach
people to motivate them. They are:
, Positive leadership
, Ne-ative leadership
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0a)s leaders !ses po.er0a)s leaders !ses po.er
Leadership also var) accordi- to ho. po.er is!sed$ The) are as follo.s1
Autoctratic leaders 2 .herei one person has controlover all of the workers or followers. ' form of
dictatorship leadership style.
Participative leaders 2 involves all members of ateam in identifying essential goals and developing
procedures or strategies to reach those goals. t is a
form of the democratic leadership style.
Free-rein leaders 2 indirect supervision ofsubordinates, that allows others to function on their own
without e$tensive direct supervision
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Leaders may be classied according to howthey view
tas! and people. "onse#uently, a leader mayeither
be:
, E&plo)ee orieted
, Task orieted
Leaders orietatio to.ardLeaders orietatio to.ard
tasks ad peopletasks ad people
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3NTINGENC4 APPR3ACHEST3 LEADERSHIP ST4LE
- an effort to determine through research which managerialpurposes and techniques that are appropriate in specificsituations.
4.5 1iedler3s (ontingency 2odel
6.5 7ersey and 8lanchard3s 0ituational eadership 2odel
9.5 %ath-:oal 2odel of eadership
;.5 room3s +ecision making 2odel
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Fiedlers Co!i"e#$ %od!eadership is effective when the leader3s style
is appropriate to the situation#.
- Fred Fiedler
Three Principal Factors:
4.5 The relations between leaders and followers
6.5 the structure of the task low willingness 0tyle 4 ? +)E(T@: ? structure,
control and supervise.
6.5 ow 'bility > high willingness 0tyle 6 ? (*'(7@: ? direct and
support
9.5 7igh 'bility > low willingness 0tyle 9 ? 0A%%*)T@: ? praise,listen and facilitate
;.5 7igh 'bility > high willingness 0tyle ; ? +EE:'T@: ? turn
over responsibility for day?to?day
decision -making
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Path2Goal 5odel of Leadership
- espoused by B.7ouse and Terence ). 2itchell which stipulates that
leadership can be made effective because leaders can influence
subordinate3s perceptions of their work goals, personal goals, and
paths to goal attainment.
ffective leaders can enhance subordinate motivation by:
4. (larifying the subordinate3s perception of work goals.
6. inking meaningful rewards with goal attainment.
9. E$plaining how goals and desired rewards can be achieved.
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Leadership St)les&.' !irective Leadership? where the leader focuses on clear task assignments,standards of successful performance, and work schedules.
(.' "upportive Leadership? where subordinates are treated as equals in a
friendly manner while striving to improve their well-being.
).' Participative Leadership? where the leader consults with subordinates to
seek their suggestions and then seriously considers those suggestions when
making decisions.
*.'#chievement-oriented leadership- where the leader set challenging goals,
emphasi"e e$cellence, and seek continuous improvement while maintaining a
high degree of confidence that subordinates will meet difficult challenges in a
responsible manner.
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6roo&/s decisio25aki- 5odel-t prescribes the proper leadership style for various situations, focusing on the
appropriate degrees of delegation of decision-making authority.
"ymbol !ecision-$a%ing "tyle !egree of "ubordinate
Participation A#tocratic Leader
'-4 eader solves the problem or @one
makes the decision himself
using available information.
'-6 eader obtains necessary
information from subordinates, ow
then decides.
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Cons#ltative Leader
(-4 eader approaches subordinates 2oderate
individually getting their
ideas then makes decision.
(-6 eader shares the problem
with subordinates as a group, 2oderate
obtaining their collective ideas
and suggestions, then decides.
+ro#! Directed
:-6 eaders shares the problem with 7igh
subordinates as a group. et the
group generate and evaluate
alternative solutions, and then