LEADERSHIP,

DECISION MAKING,
MANAGEMENT &
ADMINISTRATION
Dr. Evita Mae O. Laborera
The Concept of Leadership is
about leading and inspiring
others.
 SELF-LEADERSHIP
■ First stage of leadership or leadership level.

■ “Leadership is a self governance” – an individual must lead

himself first before he can lead others.
DEVELOPMENT OF SELF-
LEADERSHIP
1. CLARITY OF PURPOSE – entity must have
vision (purpose) and be able to set it up.
2. AIM AT SUCCESS AND TAKE A REASONABLE
RISKS
- Challenge yourself on challenging assignments
3. SPEND TIME TO REFLECT ON
YOUR LIFE

- Compare experience of current or present.

4. DON’T TOLERATE JUST ANYTHING

-intolerant to anything that not suit to your vision.

Simple ways to lead yourself
1. Know your values and stick to them
- Real values and ethics are the trustworthy leaders.
2. Move towards purpose
- Inspire, guide and encourage
3. KEEP IMPROVING
YOURSELF

Evolve into better version

4. MAKE MISTAKES BUT NEVER
MAKE THE SAME MISTAKE
TWICE
“ All leaders make mistakes. They are a part of life.
Successful leaders recognize their errors, learn from
them, and correct their faults”.

John C. Maxwell
5. LEAD BY EXAMPLE

Act like one (toughest)

“Your job gives you authority, your behavior
earns you respect”

Irwin Federman
FOUR PRIMARY FACTORS OF
LEADERSHIP
1. Leader
- Persuade your subordinates/people
2. Followers – different people different
expectations (needs, feelings, motivation)

“-be-know-do”
3. Communication
4. Situation
Leadership Theories
■ Blake and Moutons’s Mangerial Grid
■ House’s Path Goal Theory
■ Trait Theory
■ Transformational Leadership
■ Transactional Leadership
■ Continuum of Leadership Behavior
■ Likert’s Management System
■ Hersey Blanchard Model
■ Fiedler’s Contingency Model
1. Blake and Mouton’s Managerial
Grid
■ Sometimes called “leadership grid”
■ The grid depicted two dimensions of leader behavior:

1. Concern for people – accommodating people’s needs and

giving them priority
2. Concern for production – keeping tight schedules
Five resulting leadership styles
1. IMPOVERISHED MANAGEMENT

■ Managers with this approach are low on both the dimensions and
exercise minimum effort to get the work done from subordinates.

■ The leader has low concern for employee satisfaction and work
deadlines and as a result disharmony and disorganization prevail
within the organization. The leaders are termed ineffective wherein
their action is merely aimed at preserving job and seniority.
2. Task Management
■ Also called dictatorial or perish style. Here, leaders are more
concerned about production and have less concern for people.

■ The employees’ needs are not taken care of and they are simply a
means to an end.

■ The leader believes that efficiency can result only through proper
organization of work system and through elimination of people
wherever possible.
3. Middle-of-the-Road
■ This is basically a compromising style wherein the leader
tries to maintain a balance between goals of company and
the needs of people.

■ The leader does not push the boundaries of achievement

resulting in average performance for organization. Here,
neither employee nor production needs are full met.
4. Country Club

■ This is a collegial style characterized by low task and high people

orientation where the leader gives thoughtful attention to the needs
of people thus providing them with a friendly and comfortable
environments.
■ The leader feels that such treatment with employees will lead to
self-motivation and will find people working hard on their own.
However, a low focus on tasks can hamper production and lead to
questionable results.
5. Team Management

■ Characterized by high people and task focus

■ Most effective style according to Blake and Mouton
■ The leader feels that empowerment, commitment, trust, and
respect are the key elements in creating a team atmosphere
which will automatically result in high employee
satisfaction and production
Advantages of Blake and Mouton’s
Managerial Grid

■ The Managerial or Leadership Grid is used to help managers

analyze their own leadership styles through a technique
known as “grid training.” This is done by administering a
questionnaire that helps managers identify how they stand
with respect to their concern for production and people.
2. House’s Path Goal Theory

■ The theory was developed by Robert House and has its roots in the
expectancy theory of motivation.
■ The theory is based on the premise that an employee’s perception of
expectancies between his effort and performance is greatly affected by
a leader’s behavior.
■ House’s theory advocates servant leadership. As per servant
leadership theory, leadership is not viewed as a position of power.
Rather, leaders act as coaches and facilitators to their subordinates.
Leadership Styles

■ Directive – The leader provides guidelines, lets subordinates know what is

expected of them, sets performance standards for them, and controls behavior
when performance standards are not met. He makes judicious use of rewards
and disciplinary action. The style is the same as task-oriented one.

■ Supportive – The leader is friendly towards subordinates and displays

personal concern for their needs, welfare, and well-being. This style is the
same as people-oriented leadership.
■ Participative – the leader believes in group decision-making and
shares information with subordinates. He consults his subordinates on
important decisions related to work, task goals, and paths to resolve
goals.

■ Achievement – oriented – the leader sets challenging goals and

encourages employees to reach their peak performance. The leader
believes that employees are responsible enough to accomplish
challenging goals. This is the same as goal-setting theory.
PARTICIPATIVE – NMAMUMUNO S ORG, SINSALI NEA TAO NEA S DECISION
MAKING AND BNBGYAN NEA NG PGKAKATAON N IPAHAYAG OPINIONS AND
SUGGESTIONS NLA

ACHEIEVEMNT – SETS CHALLENGING GOALS/TASKS, NGBBGAY XA TASKS S

TAO NEA AND HND NAMAN ENA IBBGAY MGA TASKS N ITO IF ALAM NEA NA
HND NLA KAYA., MOTIVATION, ECNOURAGEMENT BNBGAY NEA SKNLA TO
GIVE THEIR HIGHEST LEVEL OF PERFORMANCE
3. Trait Theory of Leadership

■ Based on the characteristics of many leaders – both successful and unsuccessful –and is
used to predict leadership effectiveness.
■ Basehan sa attitude or personality natin kng tayo ba ay mging successful or not.
Effective or not? Basis natin ito
Successful leaders definitely have interests, abilities, and personality
traits that are different from those of the less effective leaders.

Through many researchers conducted in the last three decades of the

20th century, a set of core traits of successful leaders have been
identified. These traits are not responsible solely to identify whether
a person will be a successful leader or not, but they are essentially
seen as preconditions that endow people with leadership potential.
Among the core traits identified are:

■ Achievement Drive : High level of effort, high levels of ambition, energy and initiative.
■ Leadership motivation : an intense desire to lead others to reach shared goals.
■ Honesty and integrity : trustworthy, reliable, and open.
■ Self – confidence – belief in one’s self, ideas, and ability.
■ Cognitive ability – capable of exercising good judgment, strong analytical abilities, and
conceptually skilled.
■ Knowledge of business – knowledge of industry and other technical matters.
■ Emotional Maturity – well adjusted, does not suffer from severe psychological orders.
■ Others: Charisma, creativity and flexibility.
■ Achievement – kung sinimulan mo, tapusin mo, exerting efforts and high level of
ambitions for the goal of the organization, may gana ka,
■ You have that potential to lead people, to bring impact to others
■ Self confidence –
■ Cognitive – good judgment – patas ka not bias, you have to analyze all the situations,
■ Emotional Maturity – should be matured enough with our emotions because sometimes
we are being controlled by our emotions, lalo n kung intense ang situation, be matured
enough, marunong ka magadjust physically and mentally fit ka as a leader
4. Tranformational Leadership Theory

■ This maybe found at all levels of the organization: teams,

departments, divisions, and organization as a whole. Such
leaders are visionary, inspiring, daring, risk–takers, and
thoughtful thinkers. They have a charismatic appeal. But
charisma alone is insufficient for changing the way an
organization operates.
 For bringing major changes, transformational
leaders must exhibit the following four factors:

■ Inspirational Motivation – Transformational leaders guide followers by providing them with a

sense of meaning and challenge. They work enthusiastically and optimistically to foster the spirit
of teamwork and commitment.
■ Intellectual Stimulation – such leaders encourage their followers to be innovative and creative.
They encourage new ideas from their followers and never criticize them publicly for the mistakes
committed by them.
Ikaw na lider ung mangunguna to initiate teamwork and commitment,

Encourage mo followers mo to be creative, resourceful, ikaw mgset ideas, and hnd mo sla
pagagalitan publicly, do not humiliate them, correct them in private,
■ Idealized Influence – they believe in the philosophy that a leader can influence
followers only when he practices what he preaches. The leaders act as role models that
followers seek to emulate.

■ Individualized Consideration – leaders act as mentors to their followers and reward

them for creativity and innovation. The followers are treated differently according to
their talents and knowledge. They are empowered to make decisions and are always
provided with the needed support to implement their decisions.
■ Lider, gngwa mo kng anu cnsb mo. You should walk the talk. Magset ka as magandang
halimbawa

■ You have to act as a subordinate din, give reward if kailangan, tratuhin mo sla ng
maayos. Empower them
5. Transactional Leadership Theory

■ This theory was first described by Max

Weber in 1947 and then by Bernard Bass in
1981. This style is most often used by the
managers. It focuses on the basic
management process of controlling,
organizing, and short-term planning.
Assumptions of Transactional Theory:

■ Employees are motivated by reward and punishment.

■ The subordinates have to obey the orders of the superior.
■ The subordinates are not self-motivated. They have to be closely monitored and
controlled to get the work done from them.
 Difference between Transactional and Transformational Leaders
Transactional Leadership Transformational Leadership
Leadership is responsive Leadership is proactive
Works within the organizational Work to change the organizational
culture culture by implementing new ideas.
Transactional leaders make employeesTransformational leaders motivate and
achieve organizational objectives
empower employees to achieve
through rewards and punishment company’s objectives by appealing to
higher ideals and moral values.
Motivates followers by appealing to Motivates followers by encouraging
their own self-interest them to transcend their own interests for
those of the group or unit.
6. Continuum of Leadership Behavior

■ The leadership continuum was originally written in 1958 by

Tannenbaum and Schmidt and was later updated in the year
1973.

■ The continuum presents a range of action related to the

degree of authority used by the manager and to the area of
freedom available to non-managers in arriving at decisions.
■ Progression, continuous, sequence
■ It has something to do with the decision makings available to non-managers, theya re
involved in the decision making
7. Likert’s Management System

■ Rensis Likert and his associates studied the patterns and styles of
managers for three decades and identified a four-fold model of
management systems. The model was developed on the basis of a
questionnaire administered to managers in over 200 organizations
and research into the performance characteristics of different types of
organizations.
The four systems of management system or the
four leadership styles identified by Likert are:

■ Exploitative Authoritative – responsibility lies in the hands of the people at the upper
echelons of the hierarchy. The superior has no trust and confidence in subordinates. The
decisions are imposed on the subordinates and they do not feel free at all to discuss
things about the job with their superior. The teamwork or communication is very little
and the motivation is based on threats. Disciplinary action
■ Benevolent Authoritative – the responsibility lies at the managerial levels but not at the
lower levels of the organizational hierarchy. The superior has condescending confidence
and trust in subordinates (master-servant relationship). Subordinates do not feel free to
discuss things about the job with their superior. Teamwork and cooperation is very little
and motivation is based on a system of rewards.
■ Consultative – responsibility is spread widely through the organizational
hierarchy. The superior has substantial but not complete confidence in
subordinates. Some amount of discussion about job related things takes place
between the superior and subordinates. There is a fair amount of teamwork,
and communication takes place vertically and horizontally. The motivation is
based on awards and involvement in the job.

■ Participative – responsibility for achieving the organizational goals is

widespread throughout the organizational hierarchy. There is a high level of
confidence that the superior has in his subordinates. There is a high level of
teamwork, communication, and participation.
 8. Hersey Blanchard Model

■ According to this model, the leader has to match the leadership style according to the readiness of
subordinates which moves in stage and has a cycle. Therefore, this theory is also known as the life-
cycle theory of leadership.
■ The theory, developed by Paul Hersey and Kenneth Blanchard, is based on the readiness level of the
people the leader is attempting to influence.
■ Readiness is the extent to which the followers have the ability and willingness to accomplish a specific
task.
■ Ability – knowledge, experience, and skill that an individual possesses to do the job and is
called job readiness.

■ Willingness – motivation and commitment required to accomplish a given task

■ The style of the leadership depends on the level of readiness of the followers.
9. Fiedler’s Contingency Model

■ Fred E. Fiedler’s contingency theory of leadership effectiveness was based on studies of

a wide range of group effectiveness, and concentrated on the relationship between
leadership and organizational performance.
■ According to him, if an organization attempts to achieve group effectiveness through
leadership, then there is a need to assess the leader according to an underlying trait,
assess the situation faced by the leader, and construct a proper match between the two.