eman leadership by roberto medina

8/12/2019 Eman Leadership by roberto medina

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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 thearrival 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.


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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 tothe 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. Legitimate power2.

Reward power

3. Coercive power4. Referent power5. 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.


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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 theirspecific 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 isexpected 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 drive2. The desire to lead3. Personal integrity4. Self-confidence5. Analytical ability or judgement6. Knowledge of the company, industry or technology


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7. Charisma8. Creativity9. 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


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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 self-

confidence.

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.


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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, JuliusCaesar, 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 adirect 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


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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 differentmethod 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 skills2. Human skills, and3. 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 TECHNICAL

SKILLS

Lower Management


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There are several approaches used in classifying leadership styles. They are as

follows:

1. According to the ways leaders approach people to motivate them2. 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 and2. Negative leadership

BEHAVIORAL APPROACHES TO LEADERSHIP STYLES

Behavioral Approach

according to ways

leaders approach

people to motivate

them

Positiv leadership

negative leadership

according to the way

the leader uses power

autocratic

participative

free-rein

according to the

leader's orientation

toward tasks and

people

employee orientation

task orientation


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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 ofconstructing 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 decision-

making.

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.


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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 relativefreedom 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 thedean.

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.


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CONTIGENCY APPROACHES TO LEADERSHIP STYLE

The contingency approach is an effort to determine through research which

managerial practices and techniques areappropriate in specific situations. The various

contingency approaches are as follows.

1. Fiedlers Contingency model2. Hersey and Blanchards Situational

Leadership Model

3. Path-Goal Model of Leadership4. 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 followers2. The structure of the task, and3. The power inherent in the leaders position.The situational characteristics vary from organization to organization. To beeffective, 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 situationHersey 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.


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Maturity has two components:

1. Job skills and knowledge, and2. Psychological maturity

Blanchard and the others elaborated on the leadership styles appropriate forthe various maturity levels of subordinates. They are as follows

Style 1: Directingis 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 RECOMMENDED STYLE

1. Low ability + low willingness Style 1:DIRECTING-structure,control andsupervise2. Low ability +high willingness Style 2:COACHING-direct and support3. High ability + low willingness Style 3:SUPPORTING- praise, listen, and

facilitate

4. High ability + high willingness Style 4:DELEGATING- turn overresponsibility for day-to-day decision-

making

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.


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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, and3. Explaining how goals and desired rewards can be achieved.

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 taskassignments, standards of successful performance and work schedules.

2. Supportive Leadership-where subordinates are treated as equals in afriendly manner while striving to improve their well-being.

3. Participative Leadershipwhere the leader consults with subordinatesto seek their suggestions and then seriously considers those suggestionswhen making decisions.

4. Achievement-oriented leadership-where the leader set challenginggoals emphasize excellence, and seek continuous improvement while

maintaining a high degree of confidence that subordinates will meet

difficult challenges in a responsible manner.

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


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Vrooms Decision-Making Model

Vroomsmodel 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 DEGREE OF

SUBORDINATE

PARTICIPATION

AutocraticLeader

A-1 Leader solves the problem or makesthe decision himself using available

information.

None

A-2 Leader obtains necessary information

from subordinates, and then decides.

Low

Consultative

Leader

C-1 Leader approaches subordinates

individually getting their ideas then

makes decision.

Moderate

C-2 Leader shares the problem with

subordinates as a group, obtaining

their collective ideas and suggestions,

then decides.

Moderate

Group

Directed

G-2 Leader shares the problem with

subordinates as a group. Lets the

group generate and evaluate

alternative solutions, and then

collectively decides.

High


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Source:

Engineering Management by Roberto G. Medina

eman leadership by roberto medina

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