LEADERSHIP Leader - a person who can influence others to be more effective in working to

achieve their mutual goals and maintain effective working relationships among
members.
Learning Objectives
 Define Leadership and explain its effectiveness and importance for Leadership Skills - sum total of your ability to help the group achieve its goals and
organizations. maintain an effective working relationship among members.
 Familiarize with the 8 Dimensions of Leadership
 Identify the different Leadership Styles and their advantages & disadvantages Nature of Leadership
to organizations.  Leadership is the continuous process of behavior.
 Understand the various Leadership Theories/Approaches and their
 Leadership may be seen in terms of relationship between a leader and his
implications to organizations. followers.
 Explain the Principled-Centered Leadership Power and the five sources of
 Leaders try to influence the behavior of individuals or group of individuals
Power and how each causes different subordinate behavior.
around him to achieve common goals.
 Describe the Situational Theories of the Contingency Approach of
 Leadership gives an experience of help to followers to attain common goals.
Leadership, specifically the Hersey and Blanchard’s Theory, House’s Path-
 Leadership is exercised in a particular situation, at a given point of time, and
Goal Theory, & Fiedler’s Contingency Model and its application to leader’s
under specific set of circumstances.
participation.
 Discuss the Leadership Grid.
 Leadership Versus Management
 Identify the Functions and Traits of an Effective Leader.

LEADERSHIP
Leadership Activity Management
The Meaning of Leadership… Establishing direction and Creating an agenda Planning and budgeting,
Process: what leaders actually do? vision for the organization allocating resources

 Using non coercive influence to shape the group’s or organization’s goals. Aligning people through Developing a human network Organizing and staffing,
 Motivating others’ behavior toward goals. communications and actions for achieving the agenda structuring and monitoring
that provide direction implementation
 Helping to define organizational culture.
Property: who leaders are. Motivating and inspiring by Executing plans Controlling and problem
satisfying needs solving
 The set of characteristics attributed to individuals perceived to be leaders.
Produces useful change and Outcomes Produces predictability and
new approaches to challenges order and attains results
LEADERSHIP
 The process of influencing the behavior of others to work willingly and
enthusiastically for achieving predetermined goals.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 1

 Importance of Leadership
 Initiates action - Leader is a person who starts the work by communicating
the policies and plans to the subordinates from where the work actually
starts.
 Motivation - A leader proves to be playing an incentive role in the concern’s
working. He motivates the employees with economic and non-economic
rewards and thereby gets the work from the subordinates.
 Providing guidance - A leader has to not only supervise but also play a
guiding role for the subordinates. Guidance here means instructing the
subordinates the way they have to perform their work effectively and
efficiently.
 Building morale - A leader can be a morale booster by achieving full co-
operation so that they perform with best of their abilities as they work to
achieve goals.
 Builds work environment - An efficient work environment helps in sound
and stable growth. Therefore, human relations should be kept into mind by a
leader.
 Co-ordination - Co-ordination can be achieved through reconciling personal
interests with organizational goals. This synchronization can be achieved
through proper and effective co-ordination which should be primary motive of
a leader.
Leadership Effectiveness
DETERMINANTS OF LEADERSHIP
The effectiveness of an individual as a leader can be determined by two variables:
1) Quality of Subordinates - The quality of subordinates is a primary indicator
of effective leadership. An effective leader always builds a strong term
consisting of people who are independent and self-motivated.
2) The Nature of the Situation - Different individuals are effective in different
situations. An individual who has the background and knowledge relevant to
a given situation will come forward by himself to lead the group when that
situation arises.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
Leadership effectiveness is fundamentally the practice of the following
principles:
1) Build a collective vision, mission, and set of values that help people focus on
their contributions and bring out their best.
2) Establish a fearless communication environment that encourages accurate
and honest feedback and self-disclosure.
3) Make information readily available.
4) Establish trust, respect, and peer-based behavior as the norm.
5) Be inclusive and patient, show concern for each person.
6) Demonstrate resourcefulness and the willingness to learn.
7) Create an environment that stimulates extraordinary performance.
Dimensions of Leadership Behavior
(See Behavioral Theory - Ohio State Studies)
CONSIDERATION - The degree to which the leader creates an environment
of emotional support, warmth, friendliness, and trust
Involves being friendly and approachable, looking out for the personal welfare
of the group, keeping the group abreast of new developments, and doing
small favors for the group.
INITIATING STRUCTURE - Organizing and defining relationships in the
group by engaging in such activities as assigning specific tasks, specifying
procedures to be followed, scheduling work, and clarifying expectations for
team members. Also referred to as production emphasis, task orientation,
and task motivation.
Page 2
 Four Combinations of Initiating Structure and Consideration
3.) The Affirming Leader
At their best: Kind and supportive, they create a respectful and positive
environment.
At their worst: Indirect and conflict-averse, they fail to hold others accountable.

4.) The Inclusive Leader

At their best: Sincere and accommodating, they collaborate with others to make
win-win decisions.
At their worst: Passive and overly trusting, they let others take advantage of their
supportive, patient nature.

5.) The Humble Leader

At their best: Modest and fair-minded, they provide reliable outcomes through
steadiness and consistency.
8 Dimensions of Leadership At their worst: Rigid and overly cautious, they are afraid to move beyond the status
 No matter how good one-dimensional leaders are, they can’t provide the kind quo.
of leadership that leads to innovation, social change, and business
transformation. 6.) The Deliberate Leader
 Multidimensional leaders understand that great leadership requires a range of At their best: Conscientious and disciplined, they provide high-quality outcomes
competencies and skills and know that their own personality traits can work through careful analysis and planning.
both for and against them. At their worst: Risk-averse and perfectionistic, they pay little attention to the human
element.
1.) The Pioneering Leader
At their best: Bold and passionate, they inspire others to take chances on new 7.) The Resolute Leader
directions. At their best: Questioning and independent, they aren’t afraid to challenge the
At their worst: Impulsive and overconfident, they use their charm to gain support for status quo to get better results.
poorly thought-out ideas. At their worst: Cynical and insensitive, they seem intent on putting a negative spin
on everything.
2.) The Energizing Leader
At their best: Upbeat and eager, they take chances on colorful new ideas. 8.) The Commanding Leader
At their worst: Scattered and erratic, they see little need for consistency. At their best: Powerful and decisive, they enlist others to work quickly toward
ambitious goals.
At their worst: Forceful and egotistical, they push others at the expense of morale.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 3

Theories of Leadership 1.) The Ohio State Studies
These are the main theories that attempt to explain Leadership:  In 1945, the research was based on a questionnaire called ‘Leader Behavior
Description Questionnaire’.
I. Trait Theory  They narrowed down to two independent dimensions along which an
II. Behavioral Theory individual’s leadership behavior could be studied.
III. Situational Theory
IV. Power-Influence Approach 1.) Initiating Structure - the leader clearly defines the leader-subordinate
role expectations, formalizes communications, and sets the working agenda.
 Trait Theory 2.) Consideration - the leader shows concern for subordinates and attempts
 Trait theory is a major approach to the study of human personality. to establish a friendly and supportive climate.
 Assumed that a basic set of personal traits that differentiated leaders from
non-leaders could be used to identify leaders and as a tool for predicting who 2.) University of Michigan Studies
would become leaders.  As a result of these studies, the following dimensions of leadership were
 The trait approach was unsuccessful in establishing empirical relationships observed:
between traits and persons regarded as leaders.
a) Employee-oriented Dimension - managers who focus on the
development of cohesive work groups and employee satisfaction.
 Behavioral Theory
 Behavioral theories of leadership do not seek inborn traits or capabilities. b) Job/Production-oriented Dimension - leaders who pay close
Rather, they look at what leaders actually do. attention to subordinates’ work, explain work procedures, and are
 The behavioral theorists concentrated on the unique behavioral aspects keenly interested in performance.
found in leaders that enabled them to attain effective leadership.
 Researchers concluded that leaders with an inclination towards employee
Basic Assumptions of Behavioral Theories oriented dimension resulted in higher job satisfaction and greater productivity.
 Leaders can be made, rather than are born.
3.) University of Iowa Studies
 Successful leadership is based in definable, learnable behavior.
 Identified three leadership styles:
a) Autocratic style: centralized authority, low participation
Various Behavioral Theories of Leadership
b) Democratic style: involvement, high participation, feedback
1) The Ohio State Studies c) Laissez-faire style: hands-off management

2) University of Michigan Studies  Research findings: “mixed results”

3) University of Iowa Studies  No specific style was consistently better for producing better performance.
4) The Managerial / Leadership Grid®  Employees were more satisfied under a democratic leader than an autocratic
leader.
5) Scandinavian Studies

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4.) The Managerial / Leadership Grid
 The Leadership Grid® is a method of evaluating leadership styles.
 The Grid® is used to train managers so that they are simultaneously more
concerned for people and for production.
 The Grid® is a very simple framework that elegantly defines FIVE basic
styles that characterize workplace behavior and the resulting relationships.
The FIVE managerial Grid styles are based on how two fundamental
concerns (concern for people and concern for results) are manifested at
varying levels whenever people interact.
5.) Scandinavian Studies
 The behavior theories did not take into account the dynamics, or even chaotic
environments that influence the modern organizations.
 Some Finnish and Swedish theorists began reviewing earlier theories to find
new dimensions that could incorporate the dynamics of the environment.
 The new dimension found was called as “Development–oriented
Behavior”.
 According to this dimension leaders were ready to experiment with new ideas
and practices and embrace change.
 Leaders who were inclined towards this dimension were found to be more
efficient by the subordinates.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
 Situational Theory
 According to this theory of leadership, a single leadership style is not
applicable to all situations.
 Emphasizes the importance of contextual factors:
 work performed by the leader’s unit,
 external environment, and
 Characteristics of followers.
 Attempts to identify the aspects of the situation that “moderate” the
relationship of leader behaviors and leadership effectiveness.
Situational Theories of Leadership
1) Tannenbaum and Schmidt’s Leadership Continuum
2) Hersey and Blanchard’s Situational Theory
3) Path Goal Theory
4) Fiedler’s Contingency Model
 Power-Influence Approach
 Attempts to understand leadership by examining influence processes
between leaders and followers.
 Power is viewed as important not only for influencing subordinates, but also
for influencing peers, superiors and people outside the organization.
 How is power acquired and lost by various individuals.
Leadership Styles Based on the Use of Authority
Kurt Zadek Lewin, together with Ronald Lipitt, and Ralph White developed in 1939
the seminal work on the influence of leadership styles and performance. The
researchers evaluated the performance of groups of eleven-year-old boys under
different types of work climate. In each, the leader exercised his influence regarding
the type of group decision making, praise and criticism (feedback), and the
management of the group tasks (project management) according to three styles:
 Autocratic,
 Democratic/Participative
 Laissez-faire
Page 5
 Autocratic Leadership
 … also known as Authoritarian, Directive, Monothetic, Centric, or “boss-
centered” style.
 The Leader exerts high levels of power over his or her employees or team
members.
 The Leader structures the complete situation for his/her employees,
centralizes decision making power in himself/herself and issue
orders/instructions.
 The Leader functions with high concern for task accomplishment but low
concern for the people who perform these tasks.
 The Leader has no confidence and trust in his or her subordinates. No
suggestions – No considerations
 The threat of punishment and penalties make the workers obey their orders.
 May also offer rewards (positive motivation) to their followers for their good
performance. In such cases the leaders are termed as BENEVOLENT
AUTOCRATIC LEADERS.
3 Categories of Autocratic Leadership
1) STRICT AUTOCRAT - The Leader follows in a very strict sense. His
method of influencing subordinates behavior is through negative
motivation, that is, by criticizing subordinates, imposing penalty etc.
2) BENEVOLENT AUTOCRAT - The Leader centralizes decision-making
power in him, but his motivation style is positive. He can be getting
efficiency in many situations.
Some people like to work under strong authority structure and they derive
satisfaction by this leadership.
3) INCOMPETENT AUTOCRAT - Sometimes superiors may adopt
autocratic leadership style just to hide their incompetence because in
other styles, they may be exposed before their subordinates. However,
this cannot be used for a long time.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
ADVANTAGES:
 Quick decision-making due to centralized authority.
 Less competent and less skilled employees can also be hired.
 Can prove to be successful in short-run.
 Reduced stress due to increased control.
 A more productive group while the leader is watching.
 Improved logistics of operations
DISADVANTAGES:
 Leadership may be negative because followers are uninformed,
insecure, and afraid of the leader’s authority.
 Negative impact on organizational productivity and efficiency due to
strict leadership and lack of motivation as frustration, low morale,
dissatisfaction amongst the members, and conflict develop in the
organization.
 There is more dependence and less individuality in the organization.
As such, future leaders in the organization do not develop.
When it is Effective?
 Short term projects with a highly technical, complex or risky element.
 Work environments where spans of control are wide and hence the
manager has little time to devote to each employee.
 Industries where employees need to perform low-skilled, monotonous
and repetitive tasks and generally have low levels of motivation.
 Projects where the work performed needs to be completed to exact
specifications and/or with a tight deadline.
 Companies that suffer from a high employee turnover, i.e. where time
and resources devoted to leadership development would be largely
wasted.
Page 6
 Participative Leadership
 Participation is defined as mental and emotional involvement of a person in a
group situation which encourages him to contribute to group goals and share
responsibility in them.
 This style is also known as consultative, or ideographic.
 These leaders (one or more) do not centralize the decision making authority
with them; rather they decentralize it to their followers.
 Though the ultimate responsibility continues to vest with the leaders, they
take all decisions in consultation with their followers and based on their
followers’ suggestions & ideas.
 The followers thus develop a sense of involvement and contribute positively
towards the group goals.
 The participation may be real.
 Democratic Leadership
 It is a step further than the participative leadership.
 Democratic leadership is people oriented. It focuses on human aspects and
builds effective teamwork.
 Democratic Leadership is the leadership style that promotes the sharing of
responsibility, the exercise of delegation and continual consultation.
 Interaction between the leader and subordinates is open, friendly and
trusting.
 The decisions are made in groups through group discussions, by the
formation of various committees. It is also called as ‘group dynamics’
approach to participation.
 It can be most suitable where team working is essential, and quality is more
important than speed to market or productivity.

ADVANTAGES: ADVANTAGES:
 Highly motivating technique to employees.  Positive work environment
 Employee’s productivity is high.  Successful initiatives
 It provides organizational stability by raising morale and attitudes of  Creative thinking
employees high and favorable.  Reduction of office politics
 Increase in followers’ job satisfaction and cooperation with management  Reduced employee turnover
 Reduction in employees’ turnover and absenteeism.  Overall development of the subordinates
 Improved communication
DISADVANTAGES:
DISADVANTAGES:  Lengthy and ‘boring’ Decision making
 Mismatch between the desired and actual participation  Suggestions given by subordinates may sometimes be better than what
 Lengthy and ‘boring’ decision making. leaders could have thought of. Leaders, in such cases, may not feel
 Like the other styles, the participative style is not always appropriate. It is happy inviting suggestions.
most successful when used with highly skilled or experienced employees  Danger of pseudo participation: Employees may not always be willing to
or when implementing operational changes or resolving individual or participate
group problems.  Suggestions which are not acceptable to the entire group may invite
resistance from some of the group members.

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When is Participative Leadership & Democratic Leadership Effective? DISADVANTAGES:
 It is most successful when used with highly skilled or experienced employees  It makes employees feel insecure at the unavailability of a leader.
or when implementing operational changes or resolving individual or group  The leader cannot provide regular feedback to let employees know how
problems. well they are doing.
 It is applied to an extent in the manufacturing industry, to allow employees to  Leaders are unable to thank employees for their good work.
give their ideas on how processes can become leaner and more efficient.  The leader doesn’t understand his or her responsibilities and is hoping
 It is effective in professionals’ organizations where the emphasis is clearly on the employees can cover for him or her.
training professional & leadership development.
 Non-profit organizations also tremendously benefit from drawing upon the When it is Effective?
creative energies of all their staff to bring about cost cutting techniques or  This style of leadership is effective in highly motivated professionals
fund raising ideas. (outside experts, such as staffs or consultants) where independent
 As previously mentioned, creative industries such as advertising and thinking is rewarded. It is not useful in organizations that are highly
television enjoy a lot of benefits from the free flow of ideas that democratic / structured.
participative leadership brings.  This type of style is suitable to certain where the leader can leave a
choice to his group. This helps subordinates to develop independent
 Laissez-Faire Leadership personality.
 This French phrase means "leave it be," and it describes leaders who allow  Employees are highly skilled, experienced, and educated.
their people to work on their own.  Employees have pride in their work and the drive to do it successfully on
 This style of leadership is also called “Hands-Off”, Free-Rein, Delegative or their own.
Permissive.  Employees are trustworthy.
 The leader is ultra-liberal: It means giving complete freedom to
subordinates. In this style, the leader once determines policy, programmes Other Leadership Styles
and limitations for action then the entire process is left to subordinates.
 Group members perform everything and the leader usually an on-looker who 1) Visionary Leadership
plays a minor role in affecting the group-goals and maintains contacts with 2) Coaching Leadership
outside persons to bring the information and materials which the group
3) Paternalistic Leadership
needs.
4) Transactional Leadership
ADVANTAGES:
5) Transformational Leadership
 Increases morale of employees and they strive for higher job satisfaction
as they hold the responsibility for framing and achieving their group-goals. 6) Charismatic / “Pace-Setting” Leadership
 The employees’ satisfaction is exploited to the fullest possible extent. 7) Servant Leadership
 The subordinates train their own group members and motivate them to
8) Bureaucratic Leadership
work. The results are likely to be more productive.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 8

 Visionary Leadership
 To build a rich picture of what is needed
 Talk about future & not about the past
 Share their ideas for the future
 Think long term & beyond the current problem set
 Communicate at all levels to get buy in
 Tell stories & model for how they would like others to behave
 Coaching Leadership
 Raises performance & develops people for the future
 Listen to the needs of their people
 Work at the pace of the individuals being coached rather than impose
their own pace
 Demonstrate active listening & empathy
 Ask tough questions to make the individual think for themselves
 Challenge people to do things differently
 Help people to set clear development goals
 Give frequent feedback
 Give regular praise & recognition
 Paternalistic Leadership
 Leader assumes that his function is paternal or fatherly.
 Leader provides good working conditions & fringe benefits to his sub-
ordinates.
 Employees under such leadership will work harder out of gratitude.
 It generates resentment in subordinates.
 Transactional Leadership
 This leadership style starts with the idea that team members agree to obey
their leader when they accept a job.
 The "transaction" usually involves the organization paying team members in
return for their effort and compliance.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
 Transformational Leadership
 Leaders are inspiring because they expect the best from everyone on their
team as well as themselves. This leads to high productivity and engagement
from everyone in their team.
 Leaders transform the organization by developing vision, building
commitment, and empowering followers.
 It has developed frameworks and measures that have led to a body of
research on transformational leadership.
 Charismatic / Pace-Setting Leadership
 This can resemble transformational leadership because these leaders inspire
enthusiasm in their teams and are energetic in motivating others to move
forward. This excitement and commitment from teams is an enormous
benefit.
 In that the leader injects huge doses of enthusiasm into his or her team, and
is very energetic in driving others forward.
 The Leader can tend to believe more in him or herself than in their team.
 Charismatic leadership carries great responsibility, and needs long-term
commitment from the leader.
Charisma - “Charisma is a God gifted attribute in a person which makes him
a leader irrespective of the situations in which he works.”
 People enjoy leaders who enjoy life
 Put a 10 on every person’s head
 Give people hope
“How can you have charisma? Be more concerned about making others
feel good about themselves than you are making them feel good about
you.”
Page 9
 Servant Leadership
 In many ways, servant leadership is a form of democratic leadership, as the
whole team tends to be involved in decision-making.
 Supporters of this leadership style suggest it is an important way ahead in a
world where values are increasingly important, servant leaders achieve
power on the basis of their values and ideals.
Principled Centered Leadership Power
Definition:
 It is based on the power that some people have with others because others tend
to believe in them and in what they are trying to accomplish.
 It is rare and based on honor & trust.
 It is created when values of the followers and the values of the leaders overlap.
 “Leaders are leaders only as long as they have the respect and loyalty of
their followers.”

 People practicing servant leadership will often find themselves left  Characteristics of Principle-Centered Leaders
behind by leaders using other leadership styles. They are:
 Continually learning.
 Servant leadership, first described by Robert Greenleaf in the 1970’s,
 Service oriented.
 It is leadership upside down because leaders transcend self-interest to serve  Radiate positive energy.
others and the organization.  Believe in other people.
 Lead balanced lives.
Servant Leader - A leader who works to fulfill subordinates’ needs and goals
as well as to achieve the organization’s larger mission.  See life as an adventure.
 Synergistic.
 Bureaucratic Leadership  They exercise for self-renewal.
 This is a very appropriate style for work involving serious safety risks (such
as working with machinery, with toxic substances or at heights) or where
 Seven Habits of Principled Centered Leaders
large sums of money are involved (such as cash-handling).
1) Be Proactive - Self Knowledge or Self Awareness
 In other situations, the inflexibility and high levels of control exerted can
demoralize staff, and can diminish the organizations ability to react to 2) Begin With the End in Mind - Imagination and Conscience
changing external circumstances. 3) First Things First - Willpower
 Bureaucratic leaders work "by the book." They follow rules rigorously, and 4) Think Win/Win - Abundance Mentality
ensure that their people follow procedures precisely.
5) Seek First to Understand, Then to be Understood - Courage Balanced
with Consideration
6) Synergize - Creativity
7) Sharpen the Saw - Continuous Improvement

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 Seven Deadly Sins of Principled Centered Leaders
1) Wealth without work (Forgetting the law of the farm: Reap what you Sow)
2) Pleasure without conscience
3) Knowledge without character (Sound mind sound body)
4) Commerce without morality
5) Science without humanity (Technocracy)
6) Religion without sacrifice (No Synergy)
7) Politics without principle
 Power Process
Types of Power
I. Position Power
 Sources of Position Power
Power
Definition:
 Ability to get someone else to do something you want done or make things
happen the way you want.
 The potential ability to affect or influence others’ behavior.
 Should be used to influence and control others for the common good rather
seeking to exercise control for personal satisfaction.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
 Why does having power matter?
With power you can…
 Intercede favorably on behalf of someone in trouble.
 Get a desirable placement for a talented subordinate.
 Get approval for expenditures beyond the budget.
 Get items on and off agendas.
 Get fast access to decision makers.
 Maintain regular, frequent contact with decision makers.
 Acquire early information about decisions and policy shifts.
 Based on a manager’s official status in the organization’s hierarchy of
authority.
 Power derived from the opportunities inherent in a person’s position in an
organization.
Legitimate Power
 Organizational position or status confers the lawful right to control those
in subordinate positions and expect compliance.
 Power that stems from a formal management position in an organization
and the authority granted to it.
Reward Power
 Control over tangible benefits and capability to offer something of value
for compliance.
 Power that result from the authority to bestow rewards on other people.
Coercive Power
 Power that stems from the authority to discipline, punish or recommend
punishment and withhold rewards/positive outcome for non-compliance.
Page 11
 Turning power into influence …
II. Personal Power  Successful leadership relies on acquiring and using all sources of power.
 Based on the unique personal qualities that a person brings to the leadership  Use of reward power or legitimate power produces temporary compliance.
situation.  Use of coercive power produces, at best, temporary compliance, often
 Power derived from the interpersonal relationships between leaders and accompanied by resentment.
followers.  Use of expert power or referent power has the most enduring results and
generates commitment.
 Sources of Personal Power
EMPOWERMENT
Expert Power  The giving or delegation of power; authority.
 Capacity to influence others because of one’s specialized knowledge,  Empowerments is the process of enabling or authorizing an individual to
skills or abilities, and competence. think, behave, take action, and control work and decision making in
autonomous ways.
Referent Power
 The ability to influence others based on personal liking, charisma and  Empowering employees works because total power in the organization
reputation. seems to increase.
 Power that result from characteristics that command subordinates’
 Everyone has to say and hence contributes more to organizational goals.
identification with, respect and admiration for, and desire to emulate the
leader.
10 Power Tools of Leadership
Consequences of Power There are ten (10) suggestions for processes and principles that will increase a
leader’s power and respect with his subordinates.

1) PERSUASTION - which includes sharing reasons and rationale, making a

strong case for one’s position or desire while maintaining genuine respect for
followers idea’s and perspective: tell why as well as what; commit to stay in
the communication process until mutually beneficial and satisfying outcomes
are reached.

2) PATIENCE - with the process and the person. In spite of the failings,
shortcomings and the inconveniences created by the followers, and one’s
own patience and anticipation for achieving goals; maintain a long term
perspective and stay committed to goals in the face of short-term obstacle
and resistance.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 12

 3) GENTLENESS - not harshness, hardness, or forcefulness, when dealing with
vulnerabilities, disclosures, and feelings followers might express.
4) TEACHABLE - which means operating with the assumption that one thus not
have all answers, all the insights, and valuing the different viewpoints,
judgments, and experiences followers may have.
5) ACCEPTANCE - It is the quality of faithfulness to superiors, subordinates
and to the ideals organization where the leaders belong.
6) KINDNESS - Sensitive, caring, thoughtful, remembering the small things
(which are the big things) in relationships.
7) OPENNESS - Acquiring accurate information and perspective about followers
as they can become while being worthy of respect for what they are now,
regardless of what they own, control, or do, giving full consideration to their
intentions, desires, values and goals rather than focusing exclusively on
their behavior.
8) COMPASSIONATE CONFRONTATION - acknowledging error, mistakes,
and the need for followers to make “course corrections” in a context of
genuine care, concern and warmth, making it safe for followers to risk.
9) CONSISTENCY - So that one’s leadership style is not a manipulative
technique that one can bring into play when he doesn’t get his way, faced
with crisis or challenge, or is feeling trapped; rather, this become a set of
values, a personal code, a manifestation of character, a reflection of who one
is and who he is becoming .
10) INTEGRITY - Honesty, matching words and feelings and feelings with
thoughts and actions, with no desire other than the goods of others, without
malice or desire to deceive or take advantage , manipulate or control;
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
Trait Approach to Leadership
 TRAIT is defined as relatively enduring quality of an individual.
 This theory accepted the fact that leadership traits are not completely inborn
but can also be acquired through learning and experience.
 This approach seeks to determine “what makes a successful leader” from the
leaders own personal characteristics.
 It gives hypothesis on the qualities such as intelligence, attitudes, personality
and biological factors for effective leaders.
 Various traits are classified into innate and acquirable traits.
Basic Assumptions of Trait Theory
 People are born with inherited traits.
 Some traits are particularly suited to leadership.
 People who make good leaders have the right combination of traits.
Limitations:
 No universal traits found that predict leadership in all situations.
 Traits predict behavior better in “weak” than “strong” situations.
 Unclear evidence of the cause and effect of relationship of leadership and
traits.
 Better predictor of the appearance of leadership than distinguishing
effective and ineffective leaders.
Classification of Traits
1.) Innate Traits - Innate qualities are those which are possessed by various
individuals since their birth. These qualities are natural and often known as god-
gifted. On the basis of such qualities, it is said that ‘Leaders are born and not
made’. These qualities cannot be acquired by the individuals.
Page 13
 The following are the major innate qualities:
Physical features - Physical features of a man are determined by heredity
factors. Physical characteristics and rate of maturation determine the
personality formation. To some extent, height, weight, physique, health and
appearance are important for leadership.
Intelligence - Intelligence is generally expressed in terms of mental ability. It,
to a very great extent is a natural quality in the individuals because it is
directly related with brain. Though, many psychologists claim that the level of
intelligence in an individual can be increased through various training
methods.
2.) Acquirable Traits - Acquirable qualities of leadership are those which can be
acquired and increased through various processes. Such as, when a child is
born, he learns many of the behavioral patterns through socialization and
identification processes
Contingency/Situational Approaches of Leadership
 This approach was applied first time in 1920 in the armed forces of Germany
with the objective to get good generals under different situations.
 These theories of leadership postulate that leaders should carefully analyze
the nature of the situation before deciding on the appropriate leadership style
to be adopted.
 Effectiveness of leadership is affected by the factors associated with the
leader (Leader’s Behavior) and the factor associated with the situation
(Situational Factors).
 Leadership as being more flexible – different leadership styles used at
different times depending on the circumstance.
 No leadership style is best in all situations.
Factors affecting Leadership Effectiveness

The following are the major acquirable qualities:

Emotional Stability - A leader should have high level of emotional stability.

He should be free from bias, is consistent in action, and refrains from anger.
He must be self-confident and believes that he can meet most situations
successfully.

Human Relations - A leader should know how to deal with human beings.
He should have intimate knowledge of people, their relationship to each other
and their reaction to various situations.

Empathy - Empathy refers to observing the things or situations from others

point of view. It is considered as very important aspect for successful leader.
Empathy requires respect for the other persons, their rights, beliefs, values
and feelings.

Objectivity - Objectivity implies that what a leader does should be based on

relevant facts and information. The leader must be objective and doesn’t
permit himself to get emotionally involved to the extent that he finds it difficult
to make an objective diagnosis and implement the action required.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 14

 LEADER’S BEHAVIOR 4) Organizational Factors - Organizational factors like organizational
Leader’s behavior is further affected by two variables: climate and organizational culture affect leadership effectiveness. If
these are conductive, the leader will be effective.
1) Leader’s Characteristics - The behavior of the individual is
influenced by intelligence and ability, his characteristics like his
SITUATIONAL THEORIES OF LEADERSHIP
personality characteristics, attitudes, interest, motivation, and physical
characteristics such as age, sex, and physical features. 1) Tannenbaum and Schmidt’s Leadership Continuum
2) Leader’s Hierarchical Position - Leader’s hierarchical position in the
2) Hersey and Blanchard’s Situational Theory
organization is very important because persons at different levels face
different kinds of problem which affect the degree of participation 3) Path-Goal Theory
between the superior and his subordinates in arriving at decisions to 4) Fiedler’s Contingency Model
solve the problems.

SITUATIONAL FACTORS Tannenbaum and Schmidt’s Leadership Continuum

The various situational factors are grouped into four categories:  There are a variety of styles of leadership behavior between two extremes of
Autocratic and Free rein. TANNENBAUM and SCHMIDT have depicted a
1) Subordinate Characteristics - It includes personality characteristics, broad range of styles on a continuum moving from authoritarian leadership
attitude, interest, motivation, physical characteristics such as age, behavior at one end to free-rein behavior at the other end.
sex, physical features.  According to them, there is no best leadership style that a leader can adopt;
2) Leader’s Situation - The variables which determine the leaders rather, she/he chooses one amongst the seven leader behaviors, depending
situation are: upon three important factors.
1) Forces in Leader
a. Leader’s position power - It helps in influencing others. High
2) Forces in Subordinates (Followers)
position power simplifies the leader’s task of influencing
3) Forces in the Situation
others, while low position power makes the leader’s task more
difficult. LEADER BEHAVIOR
b. Leader’s Subordinate relation - It is based on the classic 1) Leader as an Announcer
exchange theory which suggests that there is two way
influence in a social relationship. If the leader has good 2) Leader as a Seller
subordinates, and good relation with them, he is likely to be 3) Leader as a Clarifier
more effective. 4) Leader as a Senior Partner
3) Group Factors - Various group factors like task design, group 5) Leader as a Seeker
composition, group norms, and peer group relationship affect 6) Leader as an Equal Partner
leadership effectiveness and performance. If these factors are
7) Leader as a Follower
favorable, the leader will be effective.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 15

Hersey and Blanchard’s Situational Theory
 A contingency approach to leadership that links the leader’s behavioral style
with the task readiness of subordinates.
 Leaders adjust their styles depending on the readiness of their followers to
perform in a given situation.

 Readiness — how able, willing and confident followers are in

performing tasks.

 Leadership styles can be categorized into four types – Telling, Selling,

Participating, and Delegating.

The two-by-two matrix shown in the figure indicates that four leadership styles are
possible.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 16

  Leadership Styles Path - Goal Theory
(S1) TELLING / DIRECTING  The path-goals theory is a contingency model of leadership developed
o High-task, low-relationship style. develop by Robert House.
o Work best in low-readiness situations.  This model is called a contingency theory because it consists of three sets of
o Leader Defines Tasks of Followers and closely supervising work contingencies (leader behavior and style, situational contingencies, and the
o Problem Solving and Decision Making Initiated by the Leader use of rewards to meet subordinates’ needs.)
o One-way Communication  According to this theory, the main function of the leader is to provide clear
direction and required guidance to his followers or subordinates and
(S2) SELLING / COACHING / MENTORING support/assist them to achieve organizational goals. The Leader should also
o High-task, high-relationship style. establish individual (or group) goals for employees that are compatible with
o Work best in low-to-moderate readiness situations. the broad organizational goals.
o Leader emphasizes shared ideas and participative decisions on task  The impact that leader behavior has on subordinate’s motivation, satisfaction
directions. & performance.
o Leader Now Attempts to Hear Followers  The leader attempts to make the path to subordinates goal as smooth as
o Suggestions, Ideas, and Opinions possible.
o Two-way Communication  To accomplish this path-goal facilitation, the leader must use appropriate
o Control Over Decision Making Remains With the Leader style contingent on the situational variables present.
(S3) PARTICIPATING / SUPPORTING
o Low-task, high-relationship style. Leader Roles in the Path-Goal Theory
o Works best in moderate-to-high readiness situations.
o Leader explains task directions in a supportive and persuasive way.
o Focus of Control Shifts to Follower.
o Leader Actively Listens.
o Follower Has Ability and Knowledge to Do the Task.
(S4) DELEGATING
o Low-task, low-relationship style.
o Works best in high readiness situations.
o Allowing the group to take responsibility for task decisions.
o Leader Discusses Problems With Followers.
o Seeks Joint Agreement on Problem Definitions.
o Decision Making Is Handled by the Subordinate.
o They “Run Their Own Show”

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 17

 Contingency relationships in the Path-Goal Theory  Robert House suggested 4 types of leadership by this model:

1.) Supportive Leadership

 Make work pleasant.
 Treat group members as equals.
 Be friendly and approachable.
 Show concern for subordinates’ well-being.
 This is similar to the consideration leadership.
 Effective when worker self-confidence is low.

2.) Directive Leadership

 Communicate expectations.
 Give directions.
 Schedule work.
 Maintain performance standards.
 Clarify leader’s role.
 This is similar to the initiating-structure leadership.
 Effective when job assignments are ambiguous.

 Two important situational contingencies are: 3.) Participative Leadership

 Involve subordinates in decision making.
1.) Follower Contingencies - The personal characteristics of group  Consult with subordinates.
members.  Ask for subordinates’ suggestions.
Include such factors:  Use subordinates’ suggestions.
 Ability  Effective when performance incentives are poor.
 Skills
 Needs 4.) Achievement-Oriented Leadership
 Motivations
 Set challenging goals.
2.) Environmental Contingencies  Expect high performance levels.
 Emphasize continuous improvement.
Include such factors:
 Display confidence in meeting high standards.
 Degree of task structure – the extent task are well-defined and have
explicit descriptions and work procedures.  Effective when task challenge is insufficient.
 Nature of formal authority system – the amount of legitimate power
used by managers and the extent to which policies and rules
constrain employees’ behavior.
 The work group – the educational level of subordinates and the
quality of relationships among them.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 18

Fiedler’s Critical Dimensions of Leadership Situation  Leadership Effectiveness based on Contingency Model

 Fiedler’s Contingency Model

 The Fiedler contingency model is a leadership theory of industrial and
organizational psychology developed by Fred Fiedler (1967).
 The theory that effective groups depend on a proper match between a
leader’s style of interacting with subordinates and the degree to which the
situation gives control and influence to the leader.
 Fiedler's model assumes that group performance depends on the Leadership
style that may be:
o Relationship-motivated – concerned with people, as in the
consideration style.
o Task-motivated – primarily motivated by task accomplishment, which
is similar to the initiating structure style.

 Measuring the Situation

 Matching Leadership Style and Situation
 Leadership requirements depend on the situation the leader; and the choice
of the most appropriate style of leadership depends on whether the overall
situation is favorable or unfavorable to the leader.
 Leadership situations are classified as high, moderate, or low control
 Control is determined by three dimensions:

a) Leader-member relations
 The degree of confidence, trust, and respect subordinates has in their
leader including group atmosphere and members’ attitude toward and
acceptance of the leader.

b) Degree of Task structure

 The degrees to which tasks on hand can be performed efficiently by
the group are defined, involve specific procedures, and have clear,
explicit goals.  Evaluation of Fiedler’s Contingency Theory
 Fiedler’s work prompted others to conduct studies about the contingency
c) Position power or the Leader’s position
nature of leadership.
 Influence derived from one’s formal structural authority in the
 The model has alerted leaders to the importance of sizing up the situation
organization; includes power to hire, fire, discipline, promote, and give
to gain control.
salary increases.
 However, contingency theory is too complicated to have much of an
impact on most leaders.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 19
Functions of a Leader
1) Establishing direction - Giving the proper direction to the followers where
determining the destination.
2) Aligning people - Keeping the followers within the control of leader.
3) Motivating and inspiring - Motivate them and try to be inspired by the
leader.
4) Change management - Manage any type of organizational change
convincing the followers, creating trust to the management.
5) Coordination - Coordinate where necessary
6) Determining goal - Determine both long and short-term goals and objectives
to be achieved.
7) Representing organization - Leader represents on behalf of the
organization.
8) Making quick and rational decision -Leaders should be able to make
immediate and rational decisions.
9) Environmental adaptation - Make the change according to the
environmental change to it.
10) Communication - Effective communication to its stakeholders.
Leadership Styles
 Leadership Style is a manner and approach of providing direction,
implementing plans and motivating people.
 Leadership Style is the way in which a leader influences followers.
 No matter what their traits or skills, leaders carry out their roles in a wide
variety of styles.
 Leadership style may be dependent on various factors:
o Risk - decision making and change initiatives based on degree of risk
involved
o Type of business - creative business or supply driven?
o Organizational culture - may be long embedded and difficult to change
o Nature of the task - needing cooperation? Direction? Structure?
o How important change is… change for change’s sake?
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
 Two (2) Major Styles of Leadership
1.) Task-Oriented Leadership
 Leaders focus only on getting the job done, and can be quite
autocratic.
 Leaders will actively define the work and the roles required, put
structures in place, plan, organize and monitor.
 However, as task-oriented leaders spare little thought for the well-
being of their teams, this approach can suffer many of the flaws of
autocratic leadership, with difficulties in motivating and retaining staff.
2.) People-Oriented / Relation-Oriented Leadership
 This style of leadership is the opposite of task-oriented leadership.
 A participative style, it tends to lead to good teamwork and creative
collaboration.
 Leaders are totally focused on organizing, supporting, and developing
the people on their teams.
The Leadership Grid ®
 The Leadership (Managerial) grid model is a behavioral leadership model
developed by Robert R. Blake and Jane Srygley Mouton in 1964.
 This model identified five different leadership styles based on the concern
for people in y-axis and the concern for production in x-axis.
 Understanding the Model
The Managerial Grid is based on two behavioral dimensions:
1.) 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.
2.) 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.
Page 20
LEADERSHIP Styles identified IMPOVERISED LEADERSHIP (1, 1) “Low Production / Low People”
1.) IMPOVERISED LEADERSHIP STYLE (1,1)  Managers with this approach are low on both the dimensions and
2.) TASK MANAGEMENT STYLE (9,1) exercise minimum effort to get the work done from subordinates.
3.) MIDDLE OF THE ROAD (5,5)  The leader has low concern for employee satisfaction and work
4.) COUNTRY CLUB (1,9) deadlines.
 As a result disharmony, disorganization, and dissatisfaction prevail within
5.) TEAM MANAGEMENT (9,9)
the organization.
 The leaders are termed ineffective wherein their action is merely aimed at
preserving job and seniority.

TASK MANAGEMENT STYLE (9, 1) “High Production / Low People”

 “Produce or Perish”
 Also known as Authoritarian or Compliance Leaders, people in this
category believe that employees are simply a means to an end.
 Employee needs are always secondary to the need for efficient and
productive workplaces.
 This type of leader is very autocratic, has strict work rules, policies, and
procedures, and views punishment as the most effective means to
motivate employees.

MIDDLE OF THE ROAD (5, 5) “Medium Production / Medium People”

 “Dampened Pendulum / Status Quo”
 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 fully met.

TEAM MANAGEMENT (9, 9) “High Production / High People”

 This style is based on the McGregor’s Theory Y and has been termed as
most effective (pinnacle) style.
 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.
 The premise here is that employees are involved in understanding
organizational purpose and determining production needs.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 21

Traits, Attributes & Qualities of a Leader 2.) Unselfishness
 It is the avoidance of providing for one’s own comfort or advantage at
 Leadership ATTRIBUTES the expense of others.
 are inner or personal qualities that constitute effective leadership;  A leader must show some degree of magnanimous considerations to
 a large array of characteristics such as values, character, motives, habits, subordinates without prejudicing the interest of others who are in need
traits, competencies, motives, style, behaviors, and skills. of help.
3.) Decisiveness
 Leadership QUALITIES
 A Leader should have the ability to decide promptly and correctly at
 Leadership qualities are demonstrated in a leader’s behavior, not their
the proper time and to announce/express his decision clearly and
position.
briefly with authority.
 “Leadership is not just one quality but rather a blend of qualities”. 4.) Enthusiasm
 Leadership TRAITS  A Leader must possess a higher degree of interest and sensitivity in
 a set of stable characteristics responding the needs of the organization and performance of all
 the distinguishing personal characteristics of a leader. duties.
 potentially lasting throughout one's entire life. 5.) Loyalty
 It is the quality of faithfulness to superiors, subordinates and to the
I. Personality Traits of a Leader ideals organization where the leaders belong.
6.) Dependability
1.) Physical proficiency and resiliency  A Leader must demonstrate a higher degree of initiative in the
 It enables the leader to quickly recover under times of exceptional performance of his duty even with or without supervision.
stress and immediately continue his work. 7.) Integrity
2.) Intelligence  It is uprightness of moral character and the quality of honesty and
 Ability to Gather, Analyze, Interpret, create visions, Solve Problems, truthfulness.
and make correct decisions. 8.) Courage
 It enables the leader to thoroughly understand his job and his people,  It is the physical and mental ability which recognizes but enables the
as well as anticipate critical problems. individual to accept or meet challenges with calmness and
3.) Character fearlessness.
 It strongly determines the individuality of the leaders and his attitudes 9.) Knowledge
toward his responsibilities.  A leader must have a thorough knowledge of the capabilities and
limitations of his subordinates.
II. Character Traits of a Leader  A leader should be endowed with superior intelligence and have the
1.) Judgment necessary professional know-how of the job.
 It is the power of the mind to weigh various intervening factors affecting
a problem and arrive at a sound decision with due care and prudence.

(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP Page 22

 10.) Bearing
 A Leader dignified in appearance and behavior to earn respect.
 It is the act of creating a favorable impression in personal conduct at
all times.
11.) Initiative
 It is the quality of seeing what needs to be done and initiating a
course of action.
 A Leader should have the ability to start or originate an idea or a work
concept leading to action when others are absent or passive.
12.) Tact
 It is the ability to deal with others without giving offense. This is a
keen feeling and a sense of what is appropriate, tasteful, and
aesthetically pleasing.
13.) Endurance
 A Leader must have a physical and mental endurance to continue
relentlessly in pursuing the goals and objectives of the organization
for the common good.
 It is the leader’s mental and physical stamina moved by the ability to
stand pain or hardships.
14.) Justice
 It is the ability to be impartial and consistent in dealing with
subordinates.
 A Leader must be able to render judgement which conforms to
principles of reason, to genarally accepted standards of right and
wrong, and to the stated terms of laws, policies, and rules.
 A Leader should be impartial in rendering punishment and giving
credit where credit is due.
15.) Humility
A Leader must possess the virtue of humility – the state of being
reasonably modest and not proud, assuming, arrogant, and boastful.
16.) Sympathy
A Leader must be able to understand and to share the feelings of
another, especially in time of sorrow or adversity.
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
17.) Empathy
A Leader must show some intellectual and emotional identification with
feelings, thoughts, and attitudes to the employees affected by pain
because of misfortune.
18.) Force
A Leader must be able to demonstrate efficacious power within the
bounds of law to compel obedience among his subordinate.
19.) Humor
A Leader must posses a good sense of humor which is a mental
disposition to appreciate and narrate amusing incidents of everyday life in
a comical way.
20.) Wit
A Leader must posses a keen percepcion and appropriate expression of
amusing words and ideas which awaken amusement and pleasure.
Implications of Leadership
Varying leadership styles
 While the proper leadership style depends on the situation, there are other
factors that also influence which leadership style to use.
The Leaders’ personal background - What personality, knowledge, values,
ethics, and experiences does the leader have. What does he or she think will
work?
The Members (employee) being supervised - Members of an organization
are individuals with different personalities and backgrounds. The leadership
style managers use will vary depending upon the individual and what he or
she will respond best to.
Page 23
The Perfect Leader
A good leader uses all three styles, depending on what forces are involved between
the followers, the leader, and the situation. Some examples include:
o Using an authoritarian style on a new employee who is just learning the job.
The leader is competent and a good coach. The employee is motivated to
learn a new skill. The situation is a new environment for the employee.
o Using a participative style with a team of workers who know their job. The
leader knows the problem, but does not have all the information. The
employees know their jobs and want to become part of the team.
o Using a delegative style with a worker who knows more about the job than
you. You cannot do everything! The employee needs to take ownership of her
job. Also, the situation might call for you to be at other places, doing other
things.
Forces that influence the style to be used included:
o How much time is available?
o Are relationships based on respect and trust or on disrespect?
o Who has the information - you, your employees, or both?
o How well your employees are trained and how well you know the task.
o Internal conflicts?
o Stress levels?
o Type of task. Is it structured, unstructured, complicated, or simple?
(PA7) Human Behavior in Organizations ∣∣ GROUP 7 - LEADERSHIP
Conclusion
1.) Effectiveness of leadership depends upon matching leadership behavior
style with the maturity of the group in a specific situation.
2.) Remember knowing and doing are different things.
3.) Leaders must develop flexibility to change style.
4.) Matching style and situation is not the only leadership role; group
development is another important role, that is, moving the group to readiness
and responsibility is also an leadership role.
Changes in the Philippines’ Scenario
The Philippines has today seen a lot of transformation from an exciting mix of
government owned companies and private family owned companies. Also, today
there is talk of privatizing some public sector companies. All these changes in the
business environment has led to a change in the leadership styles, in certain
cases leadership styles have changed business.
It has become more democratic. In a leader abundant country, people’s
satisfaction is an easy thing to forget, however, it is important that their needs are
fulfilled, if organization has to be successful.
People are the greatest asset and if leaders of organizations adopt styles that are
democratic and transforming, then the organization would well be on its way to
achieve its objectives.
As the CEO of GE, Jack Welch has said , “we cannot afford management styles
that suppress and intimidate.”
PA7 – HUMAN BEHAVIOR IN ORGANIZATIONS
BPA III-A (GROUP 7)
DIMARUCOT, Omar Navarro
DISPO, Cenzarlie Ree Ian
SUBARAN, Sherwin
SEVILLA, Jeffey T.
MALLARI, Ma. Jelly Jade L.
VALDEZ, Frank Amiel
Page 24