WHAT IS A

LEADER?
 WHAT IS LEADERSHIP?

WHAT IS MANAGEMENT?
 -process of coordination and
administration of tasks to achieve the
organizational goal

-Activities: 1) Setting objectives;

2)Organizing; 3)Motivating the team; 4)
VS Devising systems of measurement;
5)Developing people

-a process of influencing a group,

team, or organization to help reach its
goal
LEADING
What is LEADING?
• a management function that involves inspiring
and influencing people in the organization to
achieve a common goal.
• stimulate high performance by members of the
organization (Bateman and Snell, 2013).
 WHY LEADING IS
NECESSARY FOR THE
ORGANIZATION?
PERSONALITY
What is PERSONALITY?
• A unique combination of physical and mental
characteristics that affect how individuals react
to situations and interact with others, and if a
person is unhealthy or not fully functioning it
could cause conflicts/problems among
individuals.
3
BIG 5 PERSONALITY CHARACTERISTICS

OPENNESS TO EXPERIENCE
-the degree to which someone is imaginative,
artistically sensitive, and intellectual.
BIG 5 PERSONALITY CHARACTERISTICS

CONSCIENTIOUSNESS
-the degree to which someone is responsible,
dependable, persistent, and achievement-
oriented.
BIG 5 PERSONALITY CHARACTERISTICS

EXTRAVERSION
-the degree to which someone is sociable,
talkative, and assertive
BIG 5 PERSONALITY CHARACTERISTICS

AGREEABLENESS
-the degree to which someone is good-natured,
cooperative, and trusting
BIG 5 PERSONALITY CHARACTERISTICS

EMOTIONAL
STABILITY(NUEROTICISM)
-the degree to which someone is calm,
enthusiastic, and secure (positive), or tense,
nervous, depressed, and insecure (negative)
LEADING AN
ORGANIZATION
 ORGANIZATIONAL CITIZENSHIP BEHAVIOR
(OCB)
• refers to discretionary, nonrequired contributions
by members to the organizations that employ them.
• Participation in activities or actions that are not
formally a part of the job description but will benefit
the organization as a whole (Borman, 2004).
• Example: volunteering for extra work, cooperating
with colleagues, and sharing of ideas.
 ORGANIZATIONAL COMMITMENT
• an individual psychological attachment to the
organization.
• Factors affecting in organizational commitment are job
satisfaction, leadership styles, and organization
climate.
• Job satisfaction is a prerequisite of organizational
commitment
SOURCES OF
POWER
WHAT IS
POWER?
• ability to act or
produce an effect.
• the capacity or ability
to direct or influence
the behavior of others
or the course of events
 SOURCES OF POWER
(French & Raven, 1959)
1.COERCIVE POWER
• A threat or punishment to
influence others
• physical harm, social
chastisement, emotional abuse,
political consequences, or
monetary withholding
• This is not true leadership, but
manipulation.
 SOURCES OF POWER
(French & Raven, 1959)
2. CHARISMA POWER
• An ability to motivate others
through the personal characteristics
of the manager.
• Maccoby (2004) argues that
charisma is the most powerful form
of influence because it drives
motivation from the deepest part of
the followers’ emotions
 SOURCES OF POWER
(French & Raven, 1959)
3. EXPERTISE POWER
• An ability to influence through the
possession of knowledge.
• Understanding a process, a talent, a
skill, or a capability to complete a
task.
• Example: Lawyers, Doctors, CPAs,
Teachers, Programmers etc
 SOURCES OF POWER
(French & Raven, 1959)
4. REWARD POWER
• An ability to influence others
through the control of resources
that others find value in.
• Thibault and Whillans (2018) found
that a responsible use of reward
power leads to more satisfied
employees, lower turnover,
emotional engagement, and
intrinsic motivation.
 SOURCES OF POWER
(French & Raven, 1959)
5. LEGITIMATE POWER
• Derives from the position that a
manager has within the
organization.
• Make and direct personnel through
the bureaucratic process.
• It is a result of being appointed,
elected, or selected to a position
of authority.
 •It refers to
What is
psychological
MOTIVATION?
processes that arouse
and direct goal-
directed behavior.
 EARLY MOTIVATION THEORIES
According to Kreitner and Kinicki (2013),
“early motivation theories revolved around
the idea that motivation is brought about by
the desire of employees’ desire to fulfill
their need, their work habits, and the job
satisfaction.”
MASLOW’S HIERARCHY OF NEEDS THEORY
• Proposed by Douglas
McGregor
• Theory X- negative
• Theory Y - positive
 HERZBERG’S
TWO
FACTOR
THEORY
Also known as
Motivation-Hygiene
Theory
 MODERN MOTIVATION THEORIES

It focus on the notion that motivation is a

function of employees’ perceptions, thoughts,
and beliefs.
MODERN MOTIVATION THEORIES
1. Goal-setting theory
2. Reinforcement Theory
3. Job Design Theory
4. Equity Theory
5. Expectancy Theory
GOAL-SETTING THEORY
• Specific goals motivates performance
• Difficult tasks when accepted by employees, will result
in greater motivation to perform well as compared to
easy goals.
• Managers are advised to set goals for their
subordinates as this is a major source of job
motivation.
 • Behavior is a function of its
consequences
REINFORCEMENT • Managers can motivate employees
THEORY by using positive reinforcement for
actions that help the company to
achieve its goal.
JOB DESIGN • Employees are motivated by combining
tasks to form a complete job.

THEORY • Job enlargement – horizontal

expansion of job by increasing job
scope
• Job enrichment – increasing the job
depth by empowering people to
assume some task usually done by
their managers
• Job characteristics model- employees
are motivated by combining the 5 core
job dimensions that serve as
motivators.
Job Characteristics
Model
• Five core job dimensions
1. Skill variety
2. Task Identify
3. Task significance
4. Autonomy
5. Feedback
JOB EQUITY
THEORY
• Developed by J. Stacey Adams
• Employees assess job outcomes in
relation to what they put into it and
compare these with their co-workers.
EXPECTANCY THEORY
LEADERSHIP
STYLES AND
THEORIES
ARE LEADERS BORN
OR MADE?
 Early Leadership Theory
1. GREAT MAN THEORY
❑Great leaders were born with some innate ability to lead.
2. TRAIT THEORY
❑It has a contrasting assumption that leadership were not inborn
and could be learned through experience and knowledge.
❑Intelligent, confident, assertive, task-relevant knowledge, honest,
charismatic, visionary and etc
3. BEHAVIORAL THEORY
❑A theory focuses on the behavior, action, demeanor, or
deportment of a leader instead of his or her personality traits.
 Contemporary Theories of Leadership
• FIEDLER MODEL
• Proposed by Fred Fiedler, an organizational behavior
scholar
• Leader’s effectiveness is contingent or dependent on
the extent to which a leader’s style is fitted to actual
situations in the organization’s internal and external
environment.
• Situational Control - ability to control or influence the
environment around you in order to achieve a desired
outcome.
Contemporary Theories of Leadership

• HERSEY-BLANCHARD MODEL
• Proposed by Paul Hersey and Ken Blanchard
• Also known as Situational Leadership Model
• It focused on subordinates’ readiness or the
extent to which the said subordinates have
the ability and willingness to accomplish a
specific work assignment.
 Employees
are both able
Employees
and unwilling
are both
unable and
willing

Employees
are both able
and willing

Employees
are both
unable and
unwilling
Contemporary Theories of Leadership

• Path-Goal Theory
• Developed by Robert House
• It states that a “leader’s task is to lead his
other followers or subordinates in achieving
their goals by providing them direction
needed in order to ensure compatibility”.
4 LEADERSHIP BEHAVIORS by Robert House

Achievement-
Directive Supportive Participative
Oriented
Leadership Leadership Leadership
Leadership

Leaders asks
for Leaders sets
Leaders gives Leaders show
suggestions the goals that
specific concern and
from followers subordinates
guidelines to friendliness to
before must try to
followers subordinates
decision- achieve
making
 Modern Theories of Leadership
• Transactional Leadership
Model
• Leaders guide their
subordinates toward the
achievement organization’s
goals by using a social
exchange or transactions
and offering rewards in
exchange for their
productivity.
 Modern Theories of Leadership
• Transformational Leadership
• Leaders inspire or transform followers to
achieve extraordinary outcomes.
 CREATIVITY
ROLE MODELLING -Challenging the status quo
“Is the leader walk the talk?”

Treating everyone
differently based on their BRINGING YOUR PEOPLE
needs, ambitions, and WITH YOU
fears in life.
 Modern Theories of Leadership
• Charismatic
Leadership
• Leaders who have
charismatic
personalities are able to
influence their
subordinates.
 Modern Theories of
Leadership
• Visionary Leadership
• Subordinates follow their
leaders because their
leaders have the ability to
create and articulate
realistic, credible, and
attractive visions that may
improve their present
conditions or
circumstances.
 Modern Theories of Leadership
• Team Leadership
• Managers must be able to build
cohesive and productive work and
project teams in order to achieve
the required outputs, either as a
work unit or as a component
within the organization.
• Manage Meetings; Inspire Team Members;
Facilitating and Supporting
 Modern Theories of Leadership
• Servant Leadership
Theory
• Proposed by Robert Greenleaf in
1970
• Servant-leaders must focus on
increased service to others rather
than oneself.