Leadershi P: Group 4 - Nazareno, Jhonsin E. - Tudon, Sittie Raiza Bantas - Sali, Alta-Abbon Mamako - Ibrahim, Madani G

LEADERSHI
GROUP 4
•NAZARENO, JHONSIN E.
•TUDON, SITTIE RAIZA BANTAS
•SALI,ALTA-ABBON MAMAKO
•IBRAHIM,MADANI G.
WHAT IS
LEADERSHIP
• Leadership is the ability to build
up confidence and zeal among
people to create and urge them to
be led. To be a successful leader,
a manager must possess the
qualities of foresight, drive,
initiative, self-confidence and
personal integrity. Different
situations may demand different
types of leadership.
WHAT IS LEADERSHIP?
• “Leadership is the ability of a manager to induce subordinates to work with

confidence and zeal.” —Koontz and O’Donnell.
• “Leadership is the exercise of authority and making of decisions.”

—Dubin, R.
• “Leadership is the ability to secure desirable actions from a group of followers
voluntarily, without the use of coercion.” —Allford and Beaty.
• “Leadership is the activity of influencing people to strive willingly for group

objectives.” —George R. Terry.
WHAT IS THE NATURE OF LEADERSHIP?
• A leader is someone who has the ability to direct and influence other
people to help achieve group goals and leadership is about guiding
them to accomplish a common task or objective while encouraging
and helping them throughout the process. Exerting influence over
others Inspiring , motivating and directing the activities of others to
achieve group goals.
• There is a misconception that leaders are born, and not made. Whilst this is true
for some, leadership can be developed through embracing the mindset, training,
and knowledge of what a good leader looks like. Just because someone is a “born
leader”, it doesn’t mean they are a proud, useful, or effective leader either. The
nature of a leader is multifaceted.
• A good leader develops a vision for the group, communicates that vision,
orchestrates the groups energy and activity towards goal attainment, turns a group
of individuals into a team and transforms good intentions into positive actions.
• Formal authority
-Formal authority is the power that is given to a leader by an organization. This
type of authority dependent on the power that comes from that organization.
- The right to command, given by the organization.
-They are actually assigned to be leaders as part of their role in the group
Example:
-the teacher in a classroom or the manager within a company
Informal authority
- Is given to a leader by their followers. Leaders can hold both formal and informal
authority.
- Informal leadership refers to an individual's ability to be perceived as a leader

because of their reputation, credibility and influence in the workplace. Individuals
within an organization view informal leaders as worthy of following or listening to.
- ability to lead, direct or achieve without an official leadership title

POWER AND
LEDEARSHIP
POWER- is a person’s ability to control activities of
other individuals.
LEADERSHIP- is the ability to inspire people to follow
your instructions voluntarily and manage the completion
of a project without exercising any form of force.
TYPES OF POWER IN LEADERSHIP ARE:
• LEGITIMATE POWER- The power someone holds as the result of a hierarchy in an

organization. They can influence employees because their position dictates it.
• COERSIVE POWER- is the power someone holds through threat or force or disciplinary action.
• REFERENT POWER- refers to a leader’s ability to cultivate admiration, trust and respect from
their followers.
• CHARISMA POWER- inspires positivity and joyful feelings on others.
• EXPERT POWER- exists in an organization when one member possesses a set of skills that
others don’t have.
Leadership Traits
Intelligence
 Intelligence, or intellectual or cognitive ability, includes mental
capacity for understanding, reasoning, and perception, as well as
the aptitude for grasping facts and the relationships between them.
Leadership Traits
Self-Confidence and Determination

Leaders who possess self-confidence have realistic certainties in their own
judgment, ideas, ability, power, decision making, and skills. Such leaders know and
trust themselves without pride or arrogance. They have a positive attitude about
themselves and are able to press ahead with the belief that, if and when they make a
wrong decision, any setback can be overcome.
Determination is the motivation a leader needs to come to a decision, and it includes
such characteristics such as energy, initiative, persistence, and tenacity.
Leadership Traits
Personal Integrity
Personal integrity—simply, the adherence to personal values in day-to-day behavior
—is a predominant aspect of interpersonal trust. Effective leaders show their
character by being ethical, trustworthy, and honest. With regard to integrity, leaders
truly must “walk the talk.”
Leadership Skills
 Leadership skills are the competencies and knowledge that a leader

possesses and uses to successfully reach goals and objectives.
 Whereas traits define who the leaders are, skills determine what the
leaders are able to accomplish.
Leadership Skills
Technical Skills
 Technical skills include knowledge about an organization’s work, structure, and
rules; proficiency in specialized activities; and an understanding of the methods,
processes, and equipment used by organizational units.
Leadership Skills
Interpersonal or Human Skills

 Whereas technical skills involve working with things, interpersonal or human
skills are all about working with people. Leaders should have a knowledge of
human behavior and group processes, and they should be able to understand the
feelings, attitudes, and motives of their followers.
Leadership Skills
Conceptual Skills
 Just as technical skills involve working with things and interpersonal skills
involve working with people, conceptual skills involve working with ideas and
concepts. Conceptual skills incorporate a variety of attributes, including
judgment, intuition, creativity, and foresight. Some conceptual skills, such as
inductive or deductive reasoning, logical thinking, analytical ability, and concept
formation—can be measured using aptitude tests.
Leadership Styles
 Psychologist Kurt Lewin developed his framework of leadership

styles in the 1930s, providing the foundation for many other styles
following later. According to Lewin, there are essentially three core
leadership styles, each of which is shortly summarized below.
Leadership Styles
Autocratic Leadership
The autocratic style is one in which a single person takes control and
makes decisions, directing others in his or her chosen course of action.
Lewin’s team found that this was the most unsatisfactory leadership style
with the youth groups.
An autocratic leader makes decisions without significant employee
involvement in the process. He works from an authoritarian perspective.
This approach often corresponds to a task-centered style. This approach can
be faster and more efficient than more discursive approaches.
Leadership Styles
Democratic Leadership
In a democratic leadership style, one person takes control but is
open to group input, often allowing the group to make decisions and
collectively assign tasks. This leader guides rather than directs. This
was the most popular leadership style in the youth groups and
garnered the greatest positive response.
Leadership Styles
Laissez Faire Leadership

 The final leadership style Lewin identified was the laissez faire
leadership. Under this framework, the subordinates are given the
ultimate power to decide how they want to achieve the vision set
forward by the leader. The leader’s role is essentially to provide the
subordinates with the right resources and advice, if needed.
THE MANAGERIAL
GRID AND
MANAGEMENT
STYLES
Managerial Grid Model is based on two
behavioral dimensions:
 Concern for people: This is the degree to which a leader
considers the needs of team members, their interests, and
areas of personal development when deciding how best to
accomplish a task.
 Concern for production: This is the degree to which a

leader emphasizes concrete objectives, organizational
efficiency, and high productivity when deciding how best
to accomplish a task.
USING THE MANAGERIAL GRID
You can analyze your leadership style by using the Managerial Grid
Theory. You can break down the process into these few simple steps.
 IDENTIFY YOUR MANAGERIAL STYLE

Evaluate how you’ve acted in a recent situation in terms of
tasks and team collaboration. Position yourself on
the Managerial Grid accordingly.
 SITUATION-BASED CONTEXTUALIZATION
Some situations will require a task-oriented mindset and
others will require a people-oriented mindset. Either way, the
Managerial Grid will enhance flexibility.
What Is a Management Style?
 A management or leadership style is how a manager

exercises their authority to ensure that objectives are
achieved. So, that means it includes how a manager plans
and organizes the workload within their area of
responsibility and how they communicate with and
manage their team. But it's not just about what they do
because key components to a management style also
come from the attitude and behavior they adopt.
CONTINGENCY APPROACH OF LEADERSHIP
• The contingency approach tries to match specific techniques or concepts

of managing to the specific situation at hand in order to attain
organizational objectives most effectively.
• The essence of the contingency approach to leadership is that the leaders
are most effective when they make their behavior contingent upon
situational forces, including group member characterics.
Path Goal Leadership Theory and Empowerment
 The Path-Goal theory defines the characteristics of followers and organizational
context and the corresponding leadership style best suited to these factors. A
leader should adapt to a behavior that is most relevant for a given employee and
work environment mix to achieve a goal. The application of theory drives
increased employees' motivation, empowerment, and satisfaction resulting in
increased productivity.
Overview of Path Goal Theory of Leadership:

 This theory was developed from expectancy theory to describe the way that
leaders encourage and support their followers in achieving the organizational
goals that have been set for them by making the path clear and easy. This theory
emphasizes the relationship between leader’s style and subordinate
characteristics and the work-place setting. Subordinates get motivated when
they think that they are capable of performing their work and believe that their
efforts will result in a certain outcome and the payoffs for doing their work are
worthwhile. In particular, leaders should be doing the following three tasks:
 Clarify the path so that the subordinates know which way to go. This
motivates the members of the group by clarifying the path to personal
rewards that result from attaining work goals. You have thus `fixed' him
on the job and made him see that his performance can lead to positive
or negative rewards.
 Once you have made the path-goal clear to the members and also told
them about what the job requires, the next step is to remove
roadblocks that are stopping them from reaching there. Leaders provide
followers with the elements they think subordinates need to reach their
goals.
 The third step is increasing the rewards along the route. Leader must
offer the reward to the member of the group who actually accomplishes
the task. Your reward may as simple as praise or can also lead to
increase in the pay or promotion of the member to a higher position.

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LEADERSHI

• “Leadership is the ability of a manager to induce subordinates to work with

• “Leadership is the exercise of authority and making of decisions.”

• “Leadership is the activity of influencing people to strive willingly for group

- The right to command, given by the organization.

- Informal leadership refers to an individual's ability to be perceived as a leader

- ability to lead, direct or achieve without an official leadership title

• LEGITIMATE POWER- The power someone holds as the result of a hierarchy in an

Self-Confidence and Determination

 Leadership skills are the competencies and knowledge that a leader

Interpersonal or Human Skills

 Psychologist Kurt Lewin developed his framework of leadership

Laissez Faire Leadership

 Concern for production: This is the degree to which a

 IDENTIFY YOUR MANAGERIAL STYLE

 A management or leadership style is how a manager

• The contingency approach tries to match specific techniques or concepts

Overview of Path Goal Theory of Leadership:

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