pa 203 report

Loraine Mae R. Asuncion

PA 203Human Behavior in Organization with Gender & Development

PA 203

In a capsule…

Without Leadership

Leadership DefinedLeadership vs. BossitudeLeadership vs. ManagementRecipes for Good Leadership

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PA 203

In a capsule…

Leadership Styles

Theories of LeadershipApproaches to LeadershipTypes of Leaders

7 Leadership Lessons04/22/2023 3

Without

PA 203

Without Leadership

“Only three things happen naturally in organization: friction, confusion, underperformance.Everything else requires Leadership.”

Peter Drucker04/22/2023 5

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Without Leadership

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LeadershipDefined

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Leadership Defined“The ability to influence others, with or without authority.”

- Peter DeLisle

““Ability to influence the behavior of other people.”

-Richard A. Johnson et. al

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Leadership Defined“The activity of influencing people to cooperate toward some goal which they come to find desirable.”

-Ordway Tead

“The art that stresses the attainment of mutual ends through coordination and motivation of both individuals and groups.”

-(John D. Pffifner and Robert Presthus)04/22/2023 9

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Leadership Defined

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LeadershipVs.

Bossitude

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Leadership vs. Bossitude

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LeadershipVs.

Management

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Leadership vs. ManagementLeadershipThe ability to influence a group toward the achievement of goals.

ManagementUse of authority inherent in designated formal rank to obtain compliance from organizational members.04/22/2023 14

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Leadership vs. Management

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Leaders vs. Managers

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Managers• Focus on

things• Do things

right• Plan• Organize• Direct• Control• Follows the

rules

Leaders• Focus on

people• Do the right

things• Inspire• Influence• Motivate• Build • Shape

entities

HARD

SKILLS

SOFT

SKILLS

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Without Leadership

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Recipesof

GoodLeadership

Physical Proficiency

and Resiliency

IntelligenceCharacter

• It enables the leader

to quickly recover

under time of

exceptional stress and

immediately continue

his work.

• Height

• Body Size

• Personal

Attractiveness

• More intelligent than non-

leaders

• Scholarship

• Knowledge

• Being able to get things

done

• thoroughly understand

his job and his people

• anticipate critical

problems.

• Verbal facility

• Honesty

• Initiative

• Aggressive

• Self-confident

• Ambitious

• Originality

• Sociability

• Adaptability

I. Leadership Traits

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J. Newstrom, K. Davis. 2002. Organization Behavior: Human Behavior at Work.

Technical Skills

Human Skills Conceptual Skills

• The leader’s

knowledge of and the

ability in any type of

process or technique

• The leader’s ability to

work effectively with

people and to build

teamwork

• The leader’s ability

to think in terms of

models,

frameworks, and

broad relationships

such as long range

plans.

II. Leadership Skills

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PA 203

III. Leadership Functions• Hearing people's valuable experience and ideas H• Understanding their feelingsU• Motivate their desiresM• Acknowledge their effortsA• Noting and notifying them of their progressN• Training for development of knowledge and skillsT• Opening the eyes for greater vision.O• Using the expertise of others as individuals.U• Counseling to inspire others.C• Honoring achievement and performance H

Nigro, F., Nigro, L. (1989). Modern Public Administration.

C O A C H

Conviction-driven

Clear vision of

what they want for

the organization

Overlearning

Devote

extensive time

and energy to

train and

enhance

employees

Audible-ready

Recognize the

need for

momentary

adaptation to

changing

circumstances

Consistency

Recognize the

employees’

hunger for

managerial

behavior clarity

Honesty

Identify and

articulate their

personal values

IV. COACHing

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Don Shula, Ken Blanchard. Everyone’s a Coach. Harper Bussines, 1995.

C O A C H

Conviction-driven

Clear vision of

what they want for

the organization

Overlearning

Devote

extensive time

and energy to

train and

enhance

employees

Audible-ready

Recognize the

need for

momentary

adaptation to

changing

circumstances

Consistency

Recognize the

employees’

hunger for

managerial

behavior clarity

Honesty

Identify and

articulate their

personal values

IV. COACHing

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Don Shula, Ken Blanchard. Everyone’s a Coach. Harper Bussines, 1995.

LeadershipStyles

Boss SubordinateCentered Centered Leadership Leadership

Use of Authority by the Manager

Area of freedom for subordinates

Leaders makes decision and announce it

Leaders “sells” decision.

Leaders present ideas and invites questions

Leaders presents tentative decision subject to change

Leaders presents problem, gets suggestions, makes decision

Leaders defines limits; asks group to make decision

Leaders defines permits subordinates to function within limits defined by superior

Continuum of Leadership Behavior

Continuum of

LeadershipSubordinate-

centered Leadership

Boss-centered

Leadership

Leadership Styles

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R. Tannenbaum & Associates

According to People Motivation Negative

LeadershipPositive

Leadership

Leadership Styles

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According to use of

Power

Consultative/ Democratic

Autocratic/ Authoritarian

Participative/ Laissez-Faire

Leadership Styles

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Kurt Lewin, 1930s

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Theories & Approachesto

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Behavioral Theories

A. Blake and Mouton’sLeadership GridPlots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.

2 Behavioral Dimensions

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Behavioral Theories

A. Blake and Mouton’sLeadership Grid5 Leadership Styles

• Impoverished Leadership

• Country Club Leadership

• Produce or Perish Leadership

• Middle of the Road Leadership

• Team Leadership

• Impoverished Leadership

• Country Club Leadership

• Produce or Perish Leadership

• Middle of the Road Leadership

• Team Leadership

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Behavioral Theories

B. University of Michigan StudiesEmployee-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.

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Contingency Theories

A. Fiedler’s Model: Defining the SituationThe Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders.

The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control").

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Contingency TheoriesApplying the Fiedler Contingency Model

Step 1

• Identify your leadership style

Step 2

• Identify your situation

Step 3

• Determine the most effective leadership style

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Contingency TheoriesStep 1: Identify your leadership styleFiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale.

The scale asks you to think about the person who you've least enjoyed working with. This can be a person who you've worked with in your job, or in education or training.

You then rate how you feel about this person for each factor, and add up your scores. If your total score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're more likely to be task-orientated leader.

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Unfriendly 1 2 3 4 5 6 7 8 Friendly

Unpleasant 1 2 3 4 5 6 7 8 Pleasant

Rejecting 1 2 3 4 5 6 7 8 Accepting

Tense 1 2 3 4 5 6 7 8 Relaxed

Cold 1 2 3 4 5 6 7 8 Warm

Boring 1 2 3 4 5 6 7 8 Interesting

Backbiting 1 2 3 4 5 6 7 8 Loyal

Uncooperative 1 2 3 4 5 6 7 8 Cooperative

Hostile 1 2 3 4 5 6 7 8 Supportive

Guarded 1 2 3 4 5 6 7 8 Open

Insincere 1 2 3 4 5 6 7 8 Sincere

Unkind 1 2 3 4 5 6 7 8 Kind

Inconsiderate 1 2 3 4 5 6 7 8 Considerate

Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy

Gloomy 1 2 3 4 5 6 7 8 Cheerful

Quarrelsome 1 2 3 4 5 6 7 8 Harmonious

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Contingency TheoriesStep 2: Identify your situationNext, you determine the "situational favorableness" of your particular situation. This depends on three distinct factors:Leader-Member Relations – level of trust and confidence that your team has in youTask Structure – type of task you're doing: clear and structured, or vague and unstructured.Leader's Position Power – amount of power you have to direct the group, and provide reward or punishment

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Contingency TheoriesStep 2: Identify your situationAnswer the questions:Are leader-member relations good or poor?Is the task you're doing structured, or is it more unstructured, or do you have little experience of solving similar problems?Do you have strong or weak power over your team?

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Contingency TheoriesStep 3: Determine the most effective leadership style

Leader-Member Relations

Task StructureLeader's Position Power

Most Effective Leader

Good Structured Strong Low LPCGood Structured Weak Low LPCGood Unstructured Strong Low LPCGood Unstructured Weak High LPCPoor Structured Strong High LPCPoor Structured Weak High LPCPoor Unstructured Strong High LPCPoor Unstructured Weak Low LPC

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Contingency TheoriesB. Hersey & Blanchard Situational Leadership ModelA contingency theory that focuses on followers’ readiness.

The Hersey-Blanchard Situational Leadership Theory has two pillars: leadership style and the maturity level of those being led.

http://www.leadership-central.com/situational-leadership-theory.html#ixzz3eiewLMhC

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Follower readiness: ability and willingness

Unable andUnwilling

Unable butWilling

Able andWilling

Directive

S1: Telling

High Task and Relationship Orientations

S2: Selling

Supportive Participative

S3: Participating

Able andUnwilling

Monitoring

S4: Delegating

Leader: decreasing need for support and supervision

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C. Path-Goal Model of Leadership

According to it, if you want your people to achieve the organizational goals, you need to help, support, and motivate them. You can do this in three ways:

Helping them identify and achieve their goals. Clearing away obstacles, thereby improving performance. Offering appropriate rewards along the way.

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C. Path-Goal Model of Leadership

4 Leadership Styles

• Directive Leadership – focus on clear task assignments, work schedules, and standards of job performance

• Supportive Leadership- demonstrate concern for employees’ needs

• Achievement-oriented Leadership-set high expectation from employees

• Participative Leadership-invite employees to provide input to decision

d. The Path-Goal Theory

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Open for influence

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Contingency TheoriesD. Vroom-Yetton-Jago Decision Making Model

Best Leadership Style to be used during decision makingAffected by Three main factors:

Decision Quality – how important is it to come up with the "right" solution? The higher the quality of the decision needed, the more you should involve other people in the decision.Subordinate Commitment – how important is it that your team and others buy into the decision? When teammates need to embrace the decision you should increase the participation levels.Time Constraints – How much time do you have to make the decision? The more time you have, the more you have the luxury of including others, and of using the decision as an opportunity for teambuilding.

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How important is technical quality?How important is subordinate

commitment?Is sufficient information available?

Is problem well-structured?

Will subordinates like the decision?

Problem Attributes

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Leadership Options

Autocratic I - Leader individually solves the problem

Autocratic II – leader obtains data from subordinates then decidesConsultative I – leader explains

problems and obtains idea before deciding

Consultative II – leader meets group to share problems, obtain inputs

then decidesGroup II – leader shares the

problem with group then facilitates discussion until reaching solution.

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Typesof

Transactional and Transformational Leadership

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

Transformational LeadersLeaders who provide individualized consideration and intellectual stimulation, and who possess charisma.

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Characteristics of Transactional Leaders

Contingent 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.

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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.

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Characteristics of Transformational

Leaders

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

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

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7Lessons

Retrieved from: http://www.rappler.com/move-ph/36656-7-leadership-lessons-jesse-robredo

http://www.rappler.com/move-ph/36656-7-leadership-lessons-jesse-robredo



It’s Play Time!

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Finally…

The end…

pa 203 report

Documents

organization behavior

human behavior

leadership defined7182015pa

leadership traits7182015pa

leadership skills718201519

leadership functionspa

techniquethe leaders

teamworkthe leaders