PA 203

Human Behavior in Organization with Gender & Development

Loraine Mae R. Asuncion

In a capsule
Without Leadership
Leadership Defined
Leadership vs.
Bossitude
Leadership vs.
Management
Recipes for Good
Leadership
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In a capsule
Leadership Styles
Theories of Leadership
Approaches to
Leadership
Types of Leaders
7 Leadership Lessons
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Without

Without Leadership
Only three things happen
naturally in organization:
friction, confusion,
underperformance.
Everything else requires
Leadership.
Peter Drucker
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Without Leadership

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Leadership
Defined

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)
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Leadership Defined

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Leadership
Vs.
Bossitude

Leadership vs. Bossitude

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Leadership
Vs.
Management

Leadership vs. Management

Leadership
The ability to influence a group toward
the achievement of goals.
Management
Use of authority inherent in designated
formal rank to obtain compliance from
organizational members.
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Leadership vs. Management

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Leaders vs. Managers

H
A
R
D

Managers
Focus on
things
Do things
S
right
K
I Plan
L Organize
L
Direct
S
Control
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Follows the

Leaders
Focus on
people
Do the right
things
Inspire
Influence
Motivate
Build 16
Shape

S
O
F
T
S
K
I
L
L
S

Without Leadership
Recipes
of

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Good
Leadership
17

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

Physical
Proficiency
and Resiliency

It enables the leader

Intelligence

to quickly recover

Character

More intelligent than non-

Verbal facility

leaders

Honesty

under time of

Scholarship

Initiative

exceptional stress and

Knowledge

Aggressive

immediately continue

Being able to get things

Self-confident

done

Ambitious

thoroughly understand his

Originality

job and his people

Sociability

anticipate critical

Adaptability

his work.

Height

Body Size

Personal
Attractiveness

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problems.
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II. Leadership Skills

Technical
Skills

Conceptual
Skills

Human Skills

The leaders

The leaders ability to

The leaders ability

knowledge of and the

work effectively with

to think in terms of

ability in any type of

people and to build

models,

process or technique

teamwork

frameworks, and
broad relationships
such as long range
plans.

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

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III. Leadership Functions

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

Hearing people's valuable experience and ideas

U
M

Understanding their feelings

Acknowledge their efforts

Noting and notifying them of their progress

T
O

Training for development of knowledge and skills

Using the expertise of others as individuals.

C
H

Counseling to inspire others.

Motivate their desires

Opening the eyes for greater vision.

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Honoring achievement and performance

IV. COACHing
C

Conviction-driven

Overlearning

Audible-ready

Consistency

Honesty

Clear vision of

Devote

Recognize the

Recognize the

Identify and

what they want for

extensive time

need for

employees

articulate their

the organization

and energy to

momentary

hunger for

personal values

train and

adaptation to

managerial

enhance

changing

behavior clarity

employees

circumstances

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Don Shula, Ken Blanchard. Everyones a Coach.

Harper Bussines, 1995.
21

Leadership
IV. COACHing
Styles
C

Conviction-driven

Overlearning

Audible-ready

Consistency

Honesty

Clear vision of

Devote

Recognize the

Recognize the

Identify and

what they want for

extensive time

need for

employees

articulate their

the organization

and energy to

momentary

hunger for

personal values

train and

adaptation to

managerial

enhance

changing

behavior clarity

employees

circumstances

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Don Shula, Ken Blanchard. Everyones a Coach.

Harper Bussines, 1995.
22

Boss
Centered
Leadership

ContinuumSubordinate
of Leadership
Behavior
Centered
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
suggestio
ns, makes
decision

Leaders
defines
limits;
asks
group to
make

Leaders
defines permits
subordinates to
function within
limits defined
by superior

Leadership Styles

Continuum
of
Leadership

R. Tannenbaum & Associates

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Leadership Styles

According
to People
Motivation

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

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Leadership Styles
Autocratic/
Authoritarian

Consultative/
Democratic
According
to use of
Power

Kurt Lewin, 1930s

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Theories & Approaches

to

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Behavioral Theories
A. Blake and Moutons
Leadership Grid
Plots the degree of taskcenteredness versus
person-centeredness and
identifies five combinations
as distinct leadership
styles.
2 Behavioral Dimensions
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Behavioral Theories
A. Blake and Moutons
Leadership Grid
5 Leadership Styles
Impoverished Leadership
Country Club Leadership
Produce or Perish
Leadership
Middle of the Road
Leadership
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Team Leadership

29

Impoverishe
d Leadership

Country Club
Leadership

Produce or
Perish
Leadership

Middle of
the Road
Leadership

Team
Leadership

Behavioral Theories
B. University of Michigan Studies
Employee-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. Fiedlers Model: Defining the Situation
The 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 Theories
Applying the Fiedler Contingency Model

Step Identify your leadership

style
1
Step
2
Step
3
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Identify your situation

Determine the most

effective leadership style
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Contingency Theories
Step 1: Identify your leadership style
Fiedler 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
Unpleasant
Rejecting
Tense
Cold
Boring
Backbiting
Uncooperative
Hostile
Guarded
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Friendly
Pleasant
Accepting
Relaxed
Warm
Interesting
Loyal
Cooperative
Supportive
35

Open

Contingency Theories
Step 2: Identify your situation
Next, 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 you
Task 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 Theories
Step 2: Identify your situation
Answer 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 Theories
Step 3: Determine the most effective leadership style
LeaderMember
Relations

Leader's
Task Structure Position
Power

Most Effective
Leader

Good

Structured

Strong

Low LPC

Good

Structured

Weak

Low LPC

Good

Unstructured

Strong

Low LPC

Good

Unstructured

Weak

High LPC

Poor

Structured

Strong

High LPC

Poor

Structured

Weak

High LPC

Poor

Unstructured

Strong

High LPC

Poor

Unstructured

Weak

Low LPC

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Contingency Theories
B. Hersey & Blanchard Situational Leadership
Model
A 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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Contingency Theories
Unable and
Unwilling

Unable but
Willing

Able and
Willing

Able and
Unwilling

Follower
Follower readiness:
readiness:
ability and willingness
Leader:
Leader: decreasing
decreasing need
need
for
for support
support and
and supervision
supervision
Directive
S1: Telling

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High Task and Relationship

Orientations

Supportive
Participative

S2: Selling

S3: Participating

Monitoring
S4: Delegating

40

Contingency Theories
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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Contingency Theories
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

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d. The Path-Goal Theory

Open for influence

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Contingency Theories
D. Vroom-Yetton-Jago Decision Making Model
Best Leadership Style to be used during decision making
Affected 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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Problem Attributes
How important is technical quality?
How important is subordinate
commitment?
Is sufficient information available?
Is problem well-structured?
Will subordinates like the decision?
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Leadership Options

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Types
of

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Transactional and Transformational

Leadership
Transactional
Leaders

Transformational
Leaders

Leaders who guide

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

Leaders who provide

individualized
consideration and
intellectual
stimulation, and who
possess charisma.

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Contingent Reward:
Contracts exchange of
rewards for effort, promises
rewards for good
performance, recognizes
accomplishments.

Characteristics of
Transactional Leaders

Management by Exception:
Watches and searches for
deviations from rules and
standards, takes corrective
action.
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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

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Intellectual Stimulation: Promotes

intelligence, rationality, and careful
problem solving.
Individualized Consideration:
Gives personal attention, treats
each employee individually,
coaches, advises.

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Characteristics of
Transformational
Leaders

52

7
Lessons
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Retrieved
://www.rappler.com/move-ph/36656-7-leadership-lessons-j

53

1.

2.

3.

4.

5.

6.

7.

Its Play Time!

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Finally

The end