UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER

|FINALS
S.Y. 2023-2024

D  Leadership is a relationship that

LEADERSHIP develops shared goals: defined on
the basis of leader behavior
 Effectiveness: Leadership is the
WHAT IS LEADERSHIP?
ability to influence overall group
 Individuals: A way to improve effectiveness
personal, social, and professional
1960s
lives
 Corporations: Leaders bring special  Leadership as behavior continues
assets to their organizations  Leadership is ‘acts by persons
 Academia: Leadership studies which influence other persons in a
shared direction’
RESEARCH ON LEADERSHIP
1970s
 Leadership is a trait, a behavior,
information-processing, or  Organizational Behavior
relational process Approach: Leadership is ‘initiating
 Use qualitative and quantitative and maintaining groups or
methods organizations to accomplish group
 Many contexts: small groups, or organizational goals’
therapeutic groups, large  “Leadership is the reciprocal
organizations process of mobilizing by persons
 200 different definitions for with certain motives and values,
leadership between 1900-1990 various economic, political, and
 Conclusion: Leadership is a complex other resources, in a context of
process having multiple dimensions competition and conflict, in order to
realize goals independently or
1900-1929
mutually held by both leaders and
 Emphasized control and followers.”
centralization of power
1980s
 A common theme of domination
 Defined: the ability to impress the  Focus: Nature of leadership
will of the leader on those led and  Themes:
induce obedience, respect, loyalty,  Do as the leader wishes
and cooperation  Influence (non-coercive)
 Traits
1930s
 Transformation (Leadership is
 Focus on traits when one or more persons engage
 Influence rather than domination with others in such a way that
 Leadership is the interaction of an leaders and followers raise one
individual’s specific personality another to high levels of motivation
traits with those of a group and morality)
 While attitudes and activities of  1990s- Into the 21st century
many are changed, the many also  Debate over leadership versus
influence the leader management
1940s
CONCEPTUALIZING LEADDERSHIP
 Group Approach  The focus of group processes
 Leadership is the behavior of an
 A personality perspective
individual while involved in  An act or behavior
directing group activities  In terms of the power relationship
 Persuasion, not ‘driver ship’
between leaders & followers
1950s  An instrument of goal achievement
 Three themes  A skills perspective
 Group theory continues:
Leadership is what leaders do
UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER
|FINALS
S.Y. 2023-2024

LEADERSHIP DEFINED followers and makes leadership

LEADERSHIP available to everyone
 Observed in leadership behaviors
 is a process whereby an individual
 Can be learned
influences a group of individuals to
achieve a common goal.
LEADERS Assigned vs. Emergent Leadership
 Are not above followers. Assigned
 Are not better than followers.  Leadership based on occupying a
 Rather, an interactive relationship position within an organization
with followers. (Team leaders, Plant managers,
1. Is a process. Department heads, and Directors)
 Not a trait that resides within the  Not always the ‘real’ leaders
leader. Emergent
 A transactional event between the  how group members respond to
leader and the followers someone
 Leader is also affected by the  An individual perceived by others as
followers. the most influential member of a
 Not a linear, one-way events but an group or organization regardless of
interactive event. the individual’s title
 Not restricted to the formally 
designated leader in a group but is Leadership & Power
available to everyone.
 Power is a relational concern for
2. Involves influence.
both leaders and followers.
 Concerned with HOW the leader
affects followers.  The capacity or potential to
3. Occurs in group. influence. Ability to affect others’
 Groups are the context. beliefs, attitudes & actions.
 influence group of individuals who  Five Bases of Power:
have a common purpose. 1. Referent Power - follower’s
 Of any size: small task group, a identification and liking of the
community group, large group or an leader.
entire organization. 2. Expert Power - follower's
4. Attends common goals. perception of the leaders’
 Achieve something together. competence.
 Have a mutual purpose. 3. Legitimate Power – having status or
 Ethical overtone: need to work with formal job authority.
the followers. 4. Reward Power – having the
LEADERSHIP capacity to provide reward to
others.
Trait vs. Process Leadership
5. Coercive Power – having the
Trait capacity to penalize or punish other.
 Certain individuals have special  Types and Bases of Power:
innate or inborn characteristics or • Position Power - Power derived
qualities that differentiate them from office or rank in an
from non-leaders. organization.
 Leadership is a property or set of • Personal Power - Power is influence
properties possessed in varying derived from being seen as likable &
degrees by different people. knowledgeable.
Process Leadership & Coercion
 Leadership is a phenomenon that  Use of force to effect change (against
resides in the context of the will)
interaction between leaders and
UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER
|FINALS
S.Y. 2023-2024

 Influencing others to do something accept advice from followers.

via manipulation of rewards and Autocratic leadership involves
penalties in the work environment. absolute, authoritarian control over
 Use of threats, punishments, & a group.
negative rewards.  Allows little or no input from group
Leadership & Management members.
 Requires leaders to make almost all
 Major activities of management &
of the decisions.
leadership are played out
 Provides leaders with the ability to
differently; BUT, both are essential dictate work methods and
for an organization to prosper. processes.
Management  Leaves group feeling like they aren't
 “Produces order and consistency” trusted with decisions or important
 Planning & Budgeting tasks.
 Organizing & Staffing
 Controlling & Problem Solving
 Unidirectional Authority
 Are reactive.
 Prefer to work with people on
problem solving.
 Low emotional involvement.
Leadership
 “Produces change and movement”
 Establishing direction
 Aligning people
 Motivating / Inspiring
 Multidirectional Influence
 Are emotionally active & involved.
 Shape ideas over responding to Bureaucratic Leadership
them.
 Act to expand available options.  The leaders strictly adhere to the
 Change the way people think about organizational rules and policies.
what is possible. Also, they make sure that the
employees/team also strictly
Forms and Styles of Leadership follows the rules and procedures.
Promotions take place based on
employees’ ability to adhere to
 The leadership style varies with the organizational rules.
kind of people the leader interacts  This leadership style gradually
and deals with. A perfect/standard develops over time. This leadership
leadership style is one which assists style is more suitable when safe
a leader in getting the best out of the work conditions and quality are
people who follow him. required. But this leadership style
LEADERSHIP STYLE discourages creativity and does not
make employees self-contented.
Autocratic Leadership
 Autocratic leadership, also known Democratic/Participative Leadership
as authoritarian leadership, is a
 The leaders invite and encourage
leadership style characterized by
the team members to play an
individual control over all decisions
important role in decision-making
and little input from group
process, though the ultimate
members. Autocratic leaders
decision-making power rests with
typically make choices based on
the leader.
their ideas and judgments and rarely
UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER
|FINALS
S.Y. 2023-2024

 The leader guides the employees on Leadership Theories

what to perform and how to
perform, while the employees Trait Theories of Leadership
communicate to the leader their
experience and the suggestions if  leadership is inherent, so we must
any. The advantages of this identify the leader based on his or
leadership style are that it leads to her traits.
satisfied, motivated and more  Theories that consider personality,
social, physical, or intellectual traits
skilled employees. It leads to an
optimistic work environment and to differentiate leaders from non-
leaders.
also encourages creativity. This
leadership style has the only  Not very useful until matched with
drawback that it is time-consuming. the Big Five Personality Framework
 Traits can predict leadership, but
Laissez Faire Leadership they are better at predicting leader
emergence than effectiveness.
 Here, the leader totally trusts their
employees/team to perform the job Behavioral Theories of Leadership
themselves. He just concentrates on
 leadership is a skill set and can be
the intellectual/rational aspect of
his work and does not focus on the taught to anyone, so we must
management aspect of his work. identify the proper behaviors to
teach potential leaders.
Also known as the “hands-off¨ style-
-the leader/manager provides little  Theories proposing that specific
or no direction and gives staff as behaviors differentiate leaders
much freedom as possible. All from non-leaders.
authority or power given to the staff, Leadership Behavioral Studies
and they determine goals, make
decisions, and resolve problems on Ohio State University - two key dimensions
their own.
1. Initiating structure – the defining
Other types of Leadership and structuring of roles.
2. Consideration – job relationships
 Transformational Leadership - that reflect trust and respect.
Creates and sustains. The
 Identified three leadership styles:
transformational leader influences
1. Autocratic style: centralized
the group by transforming the group
 Transactional Leadership - authority, low participation
Emphasizes getting things done 2. Democratic style: involvement,
within the umbrella of the status high participation, feedback
quo. 3. Laissez faire style: hands-off
 Creative Leadership - Ability to management
uniquely inspire people, to generate  Research findings: mixed results
shared, innovative, responses, and  No specific style was consistently
solutions. better for producing better
 Corrective Leadership - Empowers performance.
staff to facilitate collaborative and  Employees were more satisfied
synergism. under a democratic leader than an
 Change Leadership - Endorses
autocratic leader.
alteration.
 Intelligence Leadership - To University of Michigan- two key
navigate the future by embracing dimensions
ambiguity and reframing problems
as opportunities. 1. Employee-oriented – emphasizes
interpersonal relationships and is
the most powerful dimension
UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER
|FINALS
S.Y. 2023-2024

2. Production-oriented – emphasizes Assessment of Fiedler’s Model

the technical aspects of the job
 Identified two dimensions of  Positives: Considerable evidence
leader behavior supports the model, especially if the
1. Initiating structure: the role of the original eight situations are grouped
leader in defining his or her role and into three
the roles of group members  Problems:
2. Consideration: the leader’s mutual  The logic behind the LPC scale is not
trust and respect for group well understood.
members’ ideas and feelings.  LPC scores are not stable.
 Contingency variables are complex
 Research findings: mixed results
 High-high leaders generally, but not and hard to determine.
always, achieved high group task Hersey & Blanchard’s Situational
performance and satisfaction. Leadership
 Evidence indicated that situational
factors appeared to strongly  Creates four specific leadership
influence leadership effectiveness. styles incorporating Fiedler’s two
leadership dimensions:
Contingency Theories  Telling (high task/low relationship):
 Why trait and behavior theories help Defines roles, tells people what to do.
 Selling (high task/high
us understand leadership missing:
relationship): Provides both
the environment in which the leader
exists. directive (task) and supportive
(relationship) behavior.
 Contingency Theory deals with this
additional aspect of leadership  Participating (low task/high
effectiveness studies relationship): Shares decision
making with followers, assists and
Fiedler Model Theories communicates.
 Delegating (low task/low
 Effective group performance relationship): Provides little
depends on the proper match direction (task) or support
between leadership style and the
(relationship).
situation:
 Assumes that leadership style House’s Path-Goal Theory
(based on orientation revealed in
LPC questionnaire) is fixed  Leaders provide followers with
information, support, and resources
 Least-preferred co-worker(LPC)
to help them achieve their goals
questionnaire – consisting 18
questions that measured whether a  Leaders help clarify the “path” to the
worker’s goals
leader was a task or relationship
oriented  Leaders can display multiple
leadership types
 Considers Three Situational
Factors:  Leadership styles:
 Directive - focuses on the work to be
1. Leader-member relations: degree of
done, provides guidance on how to
confidence and trust in the leader
2. Task structure: degree of structure do it.
 Supportive - Is friendly and shows
in the jobs
3. Position power: leader’s ability to concern(care, feeling) for the needs
of followers
hire, fire, and reward
 Participative - consults with group
 For effective leadership: must
change to a leader who fits the member and listens to suggestions
situation or change the situational before making a decision.
variables to fit the current leader  Achievement-Oriented - sets
challenging goals and expects
followers to achieve them.
UNIVERSITY AND I | ERWIN PADERON |FINALS
1st SEMESTER
S.Y. 2023-2024

Summary and Managerial Implication Effective Leadership Traits

 Leadership is central to High energy level & stress tolerance

understanding group behavior as
the leader provides the direction.  Ability to cope with a hectic
 Extroversion, conscientiousness, schedule, unrelenting pressure, and
and openness all show consistent difficult situations.
relationships to leadership.  Composed and calm under stress,
 Behavioral approaches have problem-focused, confident and
narrowed leadership down into two decisive.
usable dimensions. Self-confidence
 Need to take into account the
situational variables, especially the  Ability to influence others, take
impact of followers. initiative and be persistent,
optimistic, and decisive in a crisis.
Leadership Styles:  Attempts difficult tasks, action-
 Decide: Leader makes the decision oriented, sets challenging goals and
alone and either announces or sells high expectations.
it to group. Internal locus of control
 Consult Individually: Leader
presents the problem to group  Ability to take responsibility for
members individually, gets their own actions and learn from own
suggestions, and then makes the mistakes.
decision.  Future-oriented, proactive, believes
 Consult Group: Leader presents the events are determined by our
problem to group members in a actions and not by chance.
meeting, gets their suggestions, and
Emotional stability & maturity
then makes the decision.
 Facilitate: Leader presents the  Ability to care about other people,
problem to the group in a meeting control own emotions, take
and, acting as facilitator, defines the criticism constructively.
problem and the boundaries within  Aware of own
which a decision must be made. strengths/weaknesses, focused on
 Delegate: Leader permits the group self-improvement, keeps high moral
to make the decision within standards.
prescribed limits.
Personal integrity
Leadership Traits and Skills
 Ability to be consistently honest,
ethical, trustworthy, and loyal to
followers.
 Keeps promises and confidential
information, sets an example with
own behavior.

Socialized power motivation

 Ability to participate, coach, and

exercise power for the benefit of
others.
 Power used to build up the
organization and create team pride.
UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER
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S.Y. 2023-2024

Moderately high achievement orientation  Requires emotional maturity, self-

awareness, self-regulation.
 Ability to set challenging but
realistic goals, organize tasks, Social intelligence
perform efficiently, and take
specific action plans.  Ability to identify social
 Desires to excel and succeed, task- requirements for a particular
oriented, solves problems, situation and select an appropriate
emphasizes performance. response.
 Knowledgeable about
Moderately low need for affiliation organizational culture and power
relationships.
 Ability to make unpopular  Requires social perceptiveness and
decisions, rewards for effective behavioral flexibility.
performance and not for approval.
 Work-focused, avoids favoritism, Systems thinking
addresses genuine differences vs.
 Understands that a change in one
avoiding confrontation.
part of the organization will affect
Effective Leadership Skill other parts as well.
 Appropriate reaction to anticipated
Technical skills consequences can counteract these
 Knowledgeable about methods, effects.
processes, techniques, and  Requires awareness of how
equipment different parts of the organization
 Knowledgeable about the are interrelated.
organization and its products or Ability to learn
services
 Requires good memory, orientation  Ability to learn from experience and
to details, rapid learning of adapt to change.
technical material.  Flexible enough to learn from
mistakes, change assumptions and
Interpersonal skills beliefs, and refine their mental
 Knowledgeable about human models.
behavior, feelings, attitudes, and  Requires self-awareness, open-
motives of others. mindedness, curiosity, and routine
 Ability to communicate clearly and feedback about strengths &
persuasively. weaknesses.
 Requires empathy, social insight, Leadership Traits and Skills
charm, tact and diplomacy.
 Certain traits & skills are positively
Conceptual skills related to effective leadership.
 Good judgment, foresight, intuition,  Identify your strengths and
creativity, and ability to find weaknesses to better manage your
meaning in the face of ambiguity. leadership role.
 Requires analytical ability, logical  Aim to build upon your strengths
thinking, concept formation, and correct or compensate for your
inductive and deductive reasoning. weaknesses.

Emotional intelligence

 Attuned to own feelings and feelings

of others.
 Emotions cognitively managed and
used to facilitate reasoning.
UNIVERSITY AND I | ERWIN PADERON 1st SEMESTER
|FINALS
S.Y. 2023-2024

Qualities of a good leader Problem Solving

Character  “You can measure a leader by the
 “Leadership is the capacity and will problems he tackles. He always
to rally men to a common purpose looks for ones his own size.”
and the character which inspires Relationships
confidence.”  “The most important single
Charisma ingredient in the formula of success
 “How can you have charisma? Be is knowing how to get along with
more concerned about making people.”
others feel good about themselves Responsibility
than you are about making them feel  “Success on any major scale requires
good about you.” you to accept responsibility… In the
Commitment final analysis, the one quality that all
 “People do not follow uncommitted successful people have is the ability
leaders.” to take on responsibility.”
Communication Security
 “Communicators take something  “No man will make a great leader
complicated and make it simple.” who wants to do it all himself or get
Competence all the credit for doing it.”
 “Competence is the leader’s ability Self-Discipline
to say it, plan it, and do it in such a  “The first and best victory is to
way that others know that you know conquer self.”
how – and know that they want to Servanthood
follow you.  “You’ve got to love your people more
Courage than your position.”
 “One person with courage is a Teachibility
majority.”  “Value your listening and reading
Discernment time at roughly ten times your
 “Smart leaders believe only half of talking time. This will assure you
what they hear. Discerning leaders that you are on a course of
know which half to believe.” continuous learning and self-
Focus improvement.”
 If you chase two rabbits, both will Vision
escape.”  “A great leader’s courage to fulfill his
Generosity vision comes from passion, not
 “No person was ever honored for position.”
what he received. Honor has been
the reward for what he gave.”
Initiative
 “Success seems to be connected
with action. Successful people keep
moving. They make mistakes, but
they don’t quit.”
Listening
 “The ear of the leader must ring with
the voices of the people.”
Passion
 “Anyone can dabble, but once you’ve
made that commitment, it’s very
hard for people to stop you.”
Positive Attitude
 “A successful man is one who can lay
a firm foundation with the bricks
others have thrown at him.”