Defining Leadership Skills - Mercado

Developing Leadership
Skills
Gladys May Del Olmo Mercado, RN
Power, Authority, and Leadership
Power - A person’s ability to influence
others and prevent being coerced into
doing something they do not want to do.
The use of power is oftentimes associated
with ideas of punishment, dominance and
control.
Forms of Power
1. Positive
2. Negative
The organizational structure

from top to bottom is not
always followed.
Organizational power can be
used vertically, horizontally or
upwards.
EXTRAVERT OR
INTROVERT?
The world beyond their division or company
is a topic that extraverted CEO’s enjoy
focusing on the advantage of extraverted
leader is that their organization or department
is less likely to lose out because they are
unaware of what is going on in the outside
world .Tony Blair and Margaret Thatcher are
two examples of extraverted leaders.
Margaret Thatcher Tony Blair
Leadership
- Is the capacity to persuade others to
voluntarily comply to one’s instructions or
conclusions.
- A leader is someone who attracts followers
and influences them to act and achieve goals.
- Power is a tool that leaders employ to
shape group behavior.
Leadership and Management
Although they are not always the
same, management and leadership are
not incompatible. Effective leadership
develops a plan of action, enlists the
help of the workforce to produce the
movement, and inspires workers to
carry out the plan of action.
ASPECTS OF MANAGEMENT
THAT INVOLVE THE USE OF
FORMAL AUTHORITY
1. Planning
2. Organizing
3. Staffing
4. Motivating
5. Controlling
Effective management and leadership must

eventually the same in practice.
ATTITUDE OF A LEADER
There are 2 theories that a leader
adheres to:
1. Theory X
2. Theory Y
Theory X
1. The average human being has an inherent dislike of work
and will avoid it if possible.
2. Because of their dislike of work, most people must be
coerced, controlled, directed, or threatened with punishment
to get them to put forth adequate effort toward the
achievement of organizational objectives.
3. The average human being prefers to be directed, wishes to
avoid responsibility, has relatively little ambition, and wants
security above all.
Theory Y
1. The expenditure of physical and mental effort in work is as natural as play or rest.
2. External control and the threat of punishment are not the only means for bringing about effort
toward organizational objectives. Workers will exercise self-direction and self-control in the
service of objectives to which they are committed.
3. Commitment to objectives is a function of the rewards associated with their achievement.
4. The average human being learns, under proper conditions, not only to accept but to seek
responsibility.
5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in
the solution of organizational problems is widely, not narrowly, distributed in the population.
6. Under the conditions of modern industrial life, the intellectual potentialities of the average
human being are only partially utilized.
Assumptions About People
Much attention has been paid to the
connection between leaders expectations and
the performance that follows It has been
discovered that productivity is typically high
when a management has high expectations.
How ever if the management has low
expectations, productivity is probably going
to suffer. This tendency dubbed the self-
fulfilling prophecy by McGregor and referred
to as Pygmalion in management.
TRAIT THEORY
Early leadership studies focused on the trait
theory of leadership which emphasized the
personality traits of the leader rather than
their actions. To distinguish between leaders,
a variety of personality traits, social attributes
and physical traits have been studied and
emphasized the leader’s personality over their
actions.
Basic Leadership Styles
o Laissez-faire leader
o Democratic leader
o Autocratic Style
Autocratic Style
Leader
1. The individual is very conscious of his or her position.
2. He or she has little trust and faith in members of the group.
3. This leader believes pay is a just reward for working and the only reward that will motivate
employees.
4. Orders are issued to be carried out, with no questions allowed and no explanations given.
Group members
1. No responsibility is assumed for performance, with people merely doing what they are told.
2. Production is good when the leader is present, but poor in the leader’s absence.
Laissez-Faire Style
Leader
1. He or she has no confidence in his or her leadership ability.
2. This leader does not set goals for the group.
Group members
1. Decisions are made by whoever in the group is willing to do it.
2. Productivity generally is low, and work is sloppy.
3. Individuals have little interest in their work.
4. Morale and teamwork generally are low.

Democratic Style
Leader
1. Decision making is shared between the leader and the group.
2. When the leader is required or forced to make a decision, his or her reasoning is explained to the
group.
3. Criticism and praise are given objectively.
Group members
1. New ideas and change are welcomed.
2. A feeling of responsibility is developed within the group.
3. Quality of work and productivity generally are high.
4. The group generally feels successful.
DIFFERENT STUDIES
1. Ohio State Studies
- it is conducted by Ohio State University to
identify the key traits of effective leaders. They
created a survey known as LBDQ (Leader
Behavior Description Questionnaire)
- in their study two leader behaviors

considerations and beginning structure emerged
as being the most significant when questionnaire
was used.
DIFFERENT STUDIES
Consideration- the act of a leader
demonstrating consideration for each member
of the group and attending to their needs.
Initiating Structure- the act of a group leader

structuring members, work and guiding the
group toward achieving the objectives.
DIFFERENT STUDIES
2. University of Michigan Studies
- Research was conducted by the University of

Michigan Institute for Social Research to
identify factors that affect both group
production and members’ sense of satisfaction.
The result of the interviews, managers of
productive work teams were more likely..
THE MANAGERIAL GRID
Robert Blake and Jane Mouton created a
system for categorizing a person’s leadership
style. The managerial grid is a two-dimensional
structure that ranks a leader according to their
care for both people and production.
Fiedler’s Contingency Studies of Leadership
This study doesn’t say much about what a manager should do in
specific circumstances to imply that a manager should be
employee-oriented rather than production- oriented. Studies
started to concentrate on the type of leadership that works best
in different circumstances.
Continuum of Leader Behaviors
According to Warren Schmidt and Robert Tannembaum finding the most
effective leadership style involves
3 crucial variables or forces:
1.Those of the manager
2. The subordinate
3. The circumstance
Path-Goal Theory of Leadership
Robert Houze’s Path-Goal Theory explains how a leaders action affect the output
and productivity of the followers.
Four Main Styles of Leadership Behavior
1.Role Categorization
- Outlines expectations for subordinates, provides directions on what
should be done and how, schedules and coordinates work among the
subordinates and upholds clear performance standards.
2. Supportive Leadership
- Friendly approachable executives who make an effort to improve the
working environment for staff members.
3. Participative leadership
- Consulting with the subordinates and asking their advice during the
decision making.
4. Autocratic Leadership
- Is the one who issues directives that cannot be questioned by followers.
Situational Leadership Theory
According to Paul Hersy and Kenneth Blanchard this theory suggests

that as followers maturity level rises structure(task) should be lowered
and socioemotional support (connection ) should be boosted initially
before being gradually reduced.
Transformational and Transactional Leaders
1. Transactional Leadership
- Leaders and followers participate in negotiation process.

- In this strategy the supervisor or manager
a. Tells employees what they need to do to obtain rewards
b. Takes corrective action only when employees fail to meet
performance objectives
- Leaders and follower bargain with one another
Transformational and Transactional Leaders
2. Transformational Leadership
- The goal is to increase team members commitment to the mission
- The manager employee connection is one of mutual stimulation and is
characterized by the leaders. Charm, ability to inspire, aware of their
needs and intellectual stimulation of followers.
- Involves encouraging the staff member to accept the group’s mission.
Servant Leadership
- Purpose of a leader is to serve the needs of the followers they are

supposed to be in charge of
- The goal is to meet the needs of the followers
- The purpose of the company is to give its workers meaningful works as
much as it is to give its customers high quality goods or services.
Thank you for listening!

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Developing Leadership

The organizational structure

Effective management and leadership must

1. He or she has no confidence in his or her leadership ability.

2. This leader does not set goals for the group.

1. Decisions are made by whoever in the group is willing to do it.

2. Productivity generally is low, and work is sloppy.

3. Individuals have little interest in their work.

4. Morale and teamwork generally are low.

- in their study two leader behaviors

Initiating Structure- the act of a group leader

- Research was conducted by the University of

1.Those of the manager

Four Main Styles of Leadership Behavior

According to Paul Hersy and Kenneth Blanchard this theory suggests

- Leaders and followers participate in negotiation process.

- Purpose of a leader is to serve the needs of the followers they are

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