working paper #4 final2

8/6/2019 Working Paper #4 Final2

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Working Paper #4

Ms. Sol G. Paulino

MAED

1. Functions of leaders

The basic objective of leaders is to ensure that the group accomplishes its goals. Leaders' functions depend on the group being led, with actions adjuste

situations. Therefore, they have to

develop a feeling of mutual interest among the group members,

promote cooperation and effective communication to ensure maximum efficiency of the group,

foster a feeling of team spirit among the group members, and

manage strife and dissension efficiently and constructively.

Broadly speaking, managers perform taskand maintenance functions (Krech, 1948), depending upon different positions and situations.

Task functions

Task functions are the activities which are performed to realize organizational goals. They concern leaders as:

Policy-makers. The primary function of leaders is to establish group goals and policies in accordance with broader policies and organizational goals.

Planners. Leaders plan with a time perspective and develop a methodology for implementation, including use of human and physical resources. Part

team members in the planning process facilitates smooth implementation.

Executives. An important responsibility of leaders is to coordinate the activities of the various groups and individuals in their team.

Experts. Leaders are expected to be experts in their areas of specialization and their job, so as to enhance the ability and effectiveness of group memb

Group representatives. Leaders represent their groups and expound group demands, achievements and constraints to superiors. This is the 'gate-keep


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Controllers. Leaders control group activities and interpersonal relations within the group so that the goals of the organization can be achieved effecti

Purveyors ofrewards and punishments. Leaders have powers of reward and of punishment, by virtue of the authority they enjoy. These powers can bdisciplining, motivating and controlling.

Maintenance functions

Maintenance functions are those activities that help in gratifying the needs of group members. These relate to leaders as:

Arbitrators and mediators. Leaders act as arbitrator-negotiators and as mediators in resolving intergroup conflicts and re-establishing good group rel

Idealrole models. Depending on the situation, leaders sometimes have to portray themselves as ideal role models for the group members to follow.

Group symbols. Leaders have to augment, reinforce and maintain a sense of belonging and involvement within the group. They therefore have to hav

sense of identity with their groups. Only then can they properly represent the group.

Surrogates for individualresponsibility. Leaders have to assume responsibility for decision making when group members do not want to be involvedprocess and prefer to escape from responsibility.

Ideologists. Influential and effective leaders are a source of beliefs and basic tenets for group members, who start accepting the leader's ideas and thi

Fatherfigures. Leaders serve as a perfect focus for the positive emotional feelings of individuals in the group. They are considered ideal for identifictransference and feelings of submissiveness.

Scapegoats. Leaders are an obvious target for the hostility and onslaught of frustrated, disappointed or disenchanted group members. Since leaders a

responsible for group activities and achievement, they have to accept the blame for failure.


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2.Leaders are manipulators? Lets us see first the differences and similarities of a leader and a manipulator.

Geoff Webb wisely observes, Theres a thin line between leadership and manipulation. Both can be defined as influencing others. Both have similar

similar behaviors.

Manipulators and leaders both:

1. Recognize and compliment the strengths of others2

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Tap into the emotions of others3. Exhibit vision and make plans4. Create buy-in5. Understand that people want to matter6. Identify enemies7. Help people come to their own conclusions8. Have passion to make things better9. Help others succeed (or believe they are succeeding)


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10.Reward desired behaviorsDifferencesThe differences between leaders and manipulators include authenticity, transparency, andgenerosity.

AuthenticityLeaders are lovers, manipulators are haters. If love is more about giving than getting, doing what you love establishes your

authenticity.Love the value you bring to others. Love your organizational mission and vision. Leaders that love are authentic; leaders that dont love, manipulate.

TransparencyManipulators lurk in the shadows with secret agendas while leaders walk in the light. Leaders are open and honest.

Recently a friend of mine explained that I made another person uncomfortable. I was doing what I love to do, asking questions. My friend explained thlaid the ground work to ask the questions I was asking. His transparent correction helps me know I can trust him.

GenerosityManipulators serve themselves at the expense of others. They maneuver and manipulate to benefit themselves. They make life easy for themselves and others. On the other hand, leaders serve others. They leverage their own skills andthe skills of others for the benefit of all stakeholders.

ConclusionI think Geoff is right. Theres a thin line between manipulation and leadership. Loving authenticity, open transparency, and courageous generosity detewhich side of the line you stand.

I could be wrong, but I think that the word manipulation evokes a negative connotation. A manipulator is thought to be a bad person.

Why is that? Certainly some manipulators are bad people, and some manipulations are bad, but shouldn't the specific item or person be addressed, inst

lumping all manipulations and manipulators together. For example, my friend wanted to buy a new car. There were several that he was interested in, nmore advantageous than another. I manipulated him into getting the car that I would most like to have him drive me around in. I don't see anything wrthat.

Another example would be typhoons Ondoy and Pepeng. We manipulated many pupils and their families into giving donations in money or in kind. T

are not hardshipped after giving. In fact, they feel great about it. But they would not have given anything had we not manipulated them. (Simply askindonation did not work either.)


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y The manager focuses on systems and structure; the leader focuses on people.

y The manager relies on control; the leader inspires trust.

y The manager has a short-range view; the leader has a long-range perspective.y The manager asks how and when; the leader asks what and why.

y The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.

y The manager imitates; the leader originates.

y The manager accepts the status quo; the leader challenges it.

y The manager is the classic good soldier; the leader is his or her own person.

y The manager does things right; the leader does the right thing.

working paper #4 final2

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