Summary of Chapter 5: LEADERSHIP

Defining Leader and Leadership

Leadership - is defined as a process of giving control, guidance, headship, direction and governance.
- Synonymous with the basic principles of management.

According to Microsoft Encarta (2006), there are (3) three key roles of a leader:
1. As a Guide – where the leader assumes the role as the director, organizer, mentor, guru and adviser.
2. As a Frontrunner – where the leader can be a spearhead, leading, light, trailblazer and groundbreaker.
3. As a Head – where the leader can be called chief, manager, supervisor, principal boss, or supervisor.

The new trend in leadership is termed as “Servant Leadership”.

Different views on this emanated from pious doctrines where Jesus Christ depicted as the best model of
servant leader.
Jesus Christ – a leader who humbled Himself to serve His disciples especially when He performed the “washing
of the feet” symbolizes humility and humbleness of Christ.

TEN PRINCIPLES OF SERVANT LEADERSHIP:

 Listening – seeks to identify the will of a group and helps clarify that will.
- the servant leader seeks to listen receptively to what is being said.
 Empathy – strives to understand and empathize with others.
-people need to be accepted and recognized for their special and unique
spirits.
 Healing – becomes one of the greatest strengths of a servant leadership.
 Awareness – aids the servant leader in understanding issues that involve ethics
and values and view most situations from a more integrated and holistic position.
 Persuasion – reminds servant leaders to give primary reliance on persuasion rather than
positional authority in making decisions within an organization.
 Conceptualization – seeks to nurture the servant leader’s abilities to “dream great
dreams”.
 Foresight – enables the servant leader to understand the lessons and events from the
past, the realities and phenomena of the present, and the likely impact of a decision for
the future.
 Stewardship – prioritizes the needs of others and emphasizes the use of openness and
persuasion rather than control.
 Commitment to the Growth of People – makes servant leaders believe that people have
an essential value beyond their concrete contributions as workers thereby the servant
leader is deeply committed to the growth of each individual
 Building Community – suggests that true community can be created among those who
work in businesses and other institutions

The (4) four types of Leadership:

 Authoritarian Leadership – leads men by means of the rank position.
-a self-centered type of leadership where the leader believes he/she is the only
one capable of directing the subordinates.
 Paternalistic Leadership – leads men by always setting an example.
- manifests an example of a father, who seems to be always after the welfare of
the children.
  Participative Leadership – makes the men participate actively in the activity or task in the organization
but reserves the right to make final decisions on critical matters.
 Laisse-Faire Leadership – leaves decision making to the subordinates.
- the leader will give assignment, and then it is up for the subordinates to
accomplish the task in whatever manner they can.
INTERPRET THE SCORES ACCORDING TO THE FOLLOWING CATEGORY DESCRIPTIONS:
1. The Contributing Leader – focused on providing reliable information to the team.
- sets high standards for personal and team performance; team members
credit this kind of leader with excellent organizational abilities.
- members may criticize this kind of leader for narrowness of mental picture
and firmness.
2. The Collaborating Leader – focused on fulfilling the overall goals and mission of the team.
- this works well with others in “bahala na” spirit of flexibility; team members
credit this kind of leader with vision and far-ranging intellect.
- members may criticize this kind of leader for losing track of details and
undervaluing small, but necessary tasks.
3. The Communicating Leader – focused on the processes by which the team attains its goals.
- listens well and encourages participation by all team members.
- team members credit this kind of leader with good “people skills” and conflict
resolution abilities.
- members may criticize this kind of leader for caring more for people and
processes than for results.
4. The Challenging Leader – focus on enhancing the performance through “gadfly” questions and comment.
- often disagrees with the approaches, processes, and conclusions of the group
- team members credit this kind of leader with permitting risk and judgment
- members may criticize this kind of leader for being so perfectionist without
considering the weaknesses of others in terms of their capabilities.
FOUNDATION OF LEADERSHIP
Leader must know the strength and challenges of the organization and environment.
 Costumer orientation
 People orientation
 Achievement orientation
 Initiative
 Leadership
 Impact
 Self confidence
PERSONAL DEVELOPMENT 7 STEPS OF EFFECTIVE LEARNING
1. Choose training according to your development review
2. Define your learning objectives with your supervisor
3. Build your Personal Development Plan (PDP)
4. Set SMART objectives with your supervisor
5. Discuss your key learnings with your supervisor
6. Define actions and next steps with your supervisor
7. Ask your supervisor and peers for permanent feedback and coaching to reach
your objectives.
SMART Objectives
S – pecific: who and what
M – easurable: by how much
A – mbitious: challenging
R – ealistic: calculate risk/obstacles
T – ime bound: when

QUALITIES OF LEADER
The leadership qualities that make a good leader fall into two broad but overlapping categories:
 Leadership qualities that depend on the context. Different situations require the leader to
exhibit different qualities
 Some leadership qualities are generic. Leaders need to exhibit these traits in most situations.
THE SEVEN LEADERSHIP QUALITIES OF GREAT LEADERS
1. Vision – they can see into the future; they have clear, exciting idea of where they are going and what
they are trying to accomplish and are excellent at strategic planning
- Changes a “transactional manager” into a “transformational leader”
2. Courage – means that you are willing to take risks in the achievement of your goals with no assurance
of success; among the seven leadership qualities, courage is the most identifiable outward trait.
3. Integrity – the first value that all the gathered executives agree upon for their company; they all agree
on the importance of complete honesty in everything they do, both internally and externally.
- the core of integrity is truthfulness; integrity requires that you always tell the truth to all
people, in every situation.
- truthfulness is the foundation quality of the trust that is necessary for the success of any
businesses.
4. Humility – you have the self-confidence and self-awareness to recognize the value of others without
feeling threatened; means you are willing to admit you could be wrong.
5. Strategic Planning – they have the ability to look ahead, to anticipate with some accuracy where the
industry and the markets are going.
6. Focus – leaders always focus on the needs of the company and the situation; focus on results, on what
must be achieved by themselves, by others and by the company; they focus on strengths.
7. Cooperation – your ability to get everyone working and pulling together is essential to your success.
CHARACTERISTICS OF A LEADER
1. Proactive vs. Reactive - the exceptional leader is always thinking three steps ahead.
2. Flexible/Adaptable - an effective leader will adapt to new surroundings and situations, doing his/her
best to adjust
3. A Good Communicator - a leader must listen; you must be willing to work to understand the needs and
desires of others; asks many questions, considers all options and leads in the right direction.
4. Respectful - treating others with respect will ultimately earn respect.
5. Quite Confidence - be sure of yourself with humble intentions.
6. Enthusiastic - when a leader is motivated and excited about the cause people will be more inclined to
follow.
7. Open-Minded - work to consider all options when making decisions.
8. Resourceful - utilize the resources available; a leader must create access to information.
9. Rewarding - an exceptional leader will recognize the efforts of others and reinforce those actions.
10. Well Educated - knowledge is power; your knowledge of issues and information will only increase your
success in leading others.
11. Open to Change - a leader will take into account all points of view and will be willing to change a policy,
program, cultural tradition that is outdated, or no longer beneficial to the group as a whole.
 12. Interested in Feedback - how do people feel about your leadership skill set? How can you improve?
These are important questions that a leader needs to constantly ask the chapter. View feedback as a gift
to improve.
13. Evaluative -evaluation of events and programs is essential for an organization/group to improve and
progress; leader will constantly evaluate and change programs and policies that are not working.
14. Organized - you must be prepared for meetings, presentations and events; be confident and organized
as well.
15. Consistent -confidence and respect cannot be attained without your leadership being consistent. People
must have confidence that their opinions and thoughts will be heard and taken into consideration.
16. Delegator -an exceptional leader realizes that he/she cannot accomplish everything on his own; leader
will know the talents and interests of people around him/her, thus delegating tasks accordingly.
17. Initiative- a leader should work to be the motivator, an initiator.
From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve Jobs, there can be as many
ways to lead people as there are leaders.
USEFUL LEADERSHIP STYLE FRAMEWORKS
LEWIN’S LEADERSHIP STYLES
Psychologist Kurt Lewin - developed his leadership styles framework in the 1930s. He argued that there are
three major leadership styles:
 Autocratic Leaders – make decisions without consulting their team members, even if their input
would be useful; appropriate when you need to make decisions quickly.
 Democratic Leaders – make the final decisions, but they include team members in the decision-
making progress.
 Laissez-faire Leaders – give their team members a lot of freedom in how they do their work, and
how they set their deadlines.
The Black-Mouton Managerial Gold – it was published in 1964, and its highlights the best leadership style to
use, based on your concern for your people and your concern for production/tasks.
The Hersey-Blanchard Situational Leadership Theory – published in 1969; argues that you need to use different
leadership styles depending on the maturity of your team members.
Path-Goal Theory- published in 1971; you may have to think about what your team members want and need.

SIX EMOTIONAL LEADERSHIP STYLES

Daniel Goleman, Richard Boyatzis, and Annie McKee detailed their Six Emotional Leadership Styles theory in
their 2002 book, “Primal Leadership”. The theory highlights the strengths and weaknesses of six leadership
styles that you can use: Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding.
Flamholtz and Randle’s Leadership Style Matrix – first published in 2007; shows you the best leadership style to
use based on how capable people are of working autonomously, how creative or “programmable” the task is.
Transformational Leadership - first published in 1978, “transformational leadership” is often the most effective
leadership style to use in business.
Specific Leadership Styles- it is also useful to learn about more general leadership styles, and the advantages
and disadvantages of each one.
Bureaucratic Leadership – leaders follow rules rigorously, and ensure that their people follow procedures
precisely; this leadership style is appropriate for work involving serious safety risks or with large sums of
money.
Charismatic Leadership – resembles transformational leadership; both types of leaders inspire and motivate
their team members.
Servant Leadership – a “servant leader” is someone, who leads simply by meeting the needs of the team,
describes a person without formal recognition as a leader.
Transactional Leadership – starts with the idea that team members agree to obey their leader when they accept
a job.
 SUMMARY
OF CHAPTER 5
LEADERSHIP

Submitted By: Gergie Payusing

Submitted To: Maria Gay Medrocillo-Alcoberes, RN
SUMMARY OF
CHAPTER 5
Leadership

Submitted By: Jiezl A. Afinidad – BSN 1 – 11D

Submitted To: Maria Gay Medrocillo-Alcoberes, RN
 SUMMARY OF
CHAPTER 5
Leadership

Submitted By: Irene Joy T. Puton– BSN 1 – 11D

Submitted To: Maria Gay Medrocillo-Alcoberes, RN