BM REVIEWER – Lawrence Valdez

9 traits of a leader: to work towards that inspires

1. Awareness – there is a difference others.
between management and employees;  Authenticity – their integrity
boss and a worker. inspires the team to make an
2. Decisiveness – all leaders must make a action or to move.
tough decision.  Growth Mindset – they invest
3. Empathy – extraordinary leader praise in time and energy they cultivate
public and address problems in public at professionalism and personal
a genuine concern. “ The leader puts development.
himself in the shoes of the others”  Creativity – encourage the
4. Accountability – extraordinary leaders team members to develop
take responsibility for everyone’s ideas, and embrace originality.
performance including their own. 7. Skills theory of leadership
5. Confidence – contagious  Technical skill
6. Optimism – the best leader is the one  Conceptual skill
who serves as the source of positive 8. Style theory of Leadership- the style
energy. should be compatible in the organization.
7. Honesty – strong leaders treat people the 9. Servant Leadership Theory
way they want to be treated.  Trust
8. Focus – an extraordinary leader plans  Cooperation
ahead and things are all organized.  Reciprocal service
9. Inspiration – put it all together and  Higher performance
emerges in a picture of a truly inspiring 10. Situational Leadership theory
leader.
 Adoption of situation
 “ no single leadership style is the
Theories:
best”
1. Great Man Theory – assumes that traits
“How a leader influence performance?”
are intrinsic which simply means great
leaders are born.
1. Directive behaviour
2. Trait Theory - the trait leadership theory
2. Supportive behaviour
believes that the people are either born
or made with certain qualities that will
High supportive High Supportive
make them excel.
Low directive High directive
3. Behavioural Theory – this theory offers a
new perspective, one that focuses on the
“SUPPORTING” “ COACHING “
behaviour of the leader that is connected
to their mental, physical or social
Low supportive Low supportive
characteristics.
Low Directive High Directive
4. Contingency theory – the contingency
leadership theory argues that there is no
“DELEGATING” “DIRECTING”
single way of leading and that every
leadership style should be based on
certain situation.
Leadership styles
5. Transactional leadership – exchange
theories of leadership are characterized
Development Levels
by a transaction made between the
leader and the followers. In fact, the
theory values a positive and mutuality a High High High High
beneficial relationship. Competency Competency Competency Competency
6. Transformational Leadership theory – High High High High
states that process is by which a person Commitment Commitment Commitment Commitment
interacts with others and was able to
create a good relationship. D4 D3 D2 D1

*4 WAYS Performance Variables:

1. Competency
 Vision - transformational 2. Commitment
leader, create a normal vision
BLANCHARD MODEL
BM REVIEWER – Lawrence Valdez

 Introduced in 1969 and revised on 1977 3 Elements:

 Hersey and Blanchard
 Key contingency factor affecting
leadership style is the maturity of its
subordinates.
 Leader behaviour ( Task oriented and
Relationship oriented )
FIEDLER’S CONTINGENCY THEORY
 According to Fred Fiedler there no
one best leadership style.
 The leader is more concerned with
the leader – member relationship.
 Factors:
 Leader- member relation, level
of task and confidence.
 Task Structure – task oriented
or not, task are structured or
not.
 Position Power – this is the
authority of the leader, power
over the team.
Criticism: Change style = change
employees
PATH – GOAL THEORY
 By Martin Evans (1970)
 Howe and Michelle (1971)
 How leader motivate subordinates to
achieve
 4 styles:
 Directed Leadership – direct
members on how task is to be
done.
 Supportive Leadership – helping
each other, guiding and etc.
 Achievement Leadership –
 Participative Leadership – d. Differences
Consults with subordinates and
focus on suggestion.
COMMUNICATION
- Necessary for planning,
understanding each other,
establishment of effective leadership,
increases efficiency, motivation,
coordination and etc.
- An art of expressing ideas, feelings
and etc. to others.
2 kinds of Communication:
1. Verbal Communication – oral - face to
face; written – a kind of communication
that uses symbols or letters to
communicate.
2. Non - Verbal Communication – sending
or receiving wordless messages, body
language.
1. Appearance
2. Body language
3. Sounds
Types according to Purpose / Style:
1. Formal Communication - formal way of
speaking or talking to other people. The
use of proper words should always be
considered.
2. Informal Communication – foul language
is not restricted.
Barriers:
1. Organizational Barriers:
a. Noise
b. Time and distance
c. Information Overload
2. Cross – Cultural barriers
a. Language
b. Culture
c. Social Relation
d. Concept of time
e. Concept of space
f. Gestures
3. Semantic Barriers:
a. Homonyms – same word and
spelling but different meaning
b. Denotation / Connotation –
receiver receives the message
but interprets it differently.
4. Psychological Barriers:
a. Attitude
b. Emotions
c. Attention
5. Language Barriers:
a. Different language
b. Unclear pronunciation
c. Using jargons
d. Being general
MOTIVATION
- Comes from the latin word “Movere”
which means to move.
- Drives a person into action to have a
positive / negative result
3 aspects of Motivation:
1. Content – contains the thing or
something that motivate us.
2. Process – why motivation occurs
3. Reinforcement – how outcome
influence our behaviour.
BM REVIEWER – Lawrence Valdez
** OTHER COMMON THEORIES:
1. Maslow’s hierarchy Theory:
- Satisfied needs will no longer
motivate.
2. Alderfer’s Theory;
- E – existence
- R – relatedness
- G – growth
3. McGregor’s Theory X and Theory Y:
- Theory X
No ambition, not interested on the
given task, wrong employee.
- Theory Y
They like work that much,
participate leadership, correct
employee.
4. Acquired Needs Theory:
- The need for achievement define the
type of personality who has an innate
desire.
Characteristics:
 They are challenging
 They like working alone or with
other achievers
 They are self-motivated
 They like feedback to assess their
progress.
Need for authority and power:
 He has the desire to be influential
and effective through power and
authority.
 He wants to gain a personal
reputation and social state by
fulfilling his need for exercising
power.
Characteristics:
 They like to control others
 They are argumentative
Need for affiliation:
 Ways that a person with this need
is motivated by maintaining
friendly relation and effective
interactions with people.
Characteristics:
 They are concerned in “being
liked” and being accepted.
 They form informal relationship
 They are very cooperative
 These people perform better in
team.
5. Frederick Herzberg
 Born in the year 1923
 American Psychologist
2 factors:
 Hygiene Factor – extrinsic
(Dissatisfier)
a. Salary
b. Company and
administrative policies
c. Benefits received by the
employees
d. Work conditions
 Motivating Factor – intrinsic
(Satisfier)
a. Recognition of
performance
b. Nature of the job itself
c. Opportunity for
promotion
d. Achievement
e. Advancement
f. Growth
EQUITY THEORY:
- INPUT = OUTPUT
- John Stacey Adams - a workplace
and behavioural psychologist.
- Input – logically what we give or put
into our work
- Output – everything we take out in
return.
ORAGNIZATION: CULTURE, STRUCTURE
AND SUBCULTURE
1. Organization – a social unit of people that
is structured and managed to meet the
needs or to pursue collective goals.
2. Organized culture – an invincible but
powerful
3. Filipino Culture – summation of
indigenous forces and foreign influence
that had come to bear upon the people in
varying degrees during the last centuries.
 Contributory Factors – ( Indian,
Hindu, Spanish, Chinese, Malays
and Americans)
 Filipino Cultural perspective -
1. The traditional Concept -
developed due to
___________.
2. The Nationalistic View –
description of their past and
present condition to liberate
themselves.
3. Cultural Dualism – Philippines
is a traditional dominated on
BM REVIEWER – Lawrence Valdez
one side by the traditional
culture and on the other side
by the modern culture.
FILIPINO CULTURE
1. Belief System – superstitious beliefs,
religion, supernatural, resiliency
2. Value System – cultural value
a. Utang na loob
b. Pakikisama
c. Hiya
d. Bahala na
e. Authoritarianism
f. Individualism
g. Amor – propio ( honor)
h. Harana
i. Bayanihan
j. Pagmamano
SUBCULTURE
- Every organization has dominant
culture
- Organization provides its mean with
boundaries and guidance that shapes
their behaviour.
- A group of people within a culture,
which differentiates them from the
larger culture to which they belong.
- Social with their own shared
conventions, value, and rituals but
they can also be seen immersed or
self – absorbed.
- Being together like mind individuals
who feel neglected by the society.
- Can be distinctive because age, race,
ethnicity, class, location, and / or
gender. Qualities may be linguistic,
aesthetic, religious, political, sexual
and geographical.
- Emo Subculture – emo core, indi emo
( emo clothing and bangs)
- Youth Subculture
POWER AND POLITICS
Power
- the ability to get someone to do
something you want them to do.
- Make things happen in the way you
want.
Influence
- What you have when you exercised
power
- Expressed by other behavioural
response to the exercise of power.
1. Position Power
- Derives from organization’s sources
2. Reward power – extent to which a
manager can use intrinsic (intangible)
and extrinsic (tangible) rewards to control
other people.
3. Coercive Power – using threats to make
them follow you.
4. Process Power – Control over methods
of production and analysis.
5. Legitimate power - formal / hierarchical
power, manager can use subordinates to
internalized values.
6. Information power – access and/or
control of information.
7. Representative power – formal right
conferred to an individual by the firm to
speak as a representative or in behalf of
the organization.
8. Personal power – Intrinsic ( capabilities)
9. Expert power – the ability to control
another person’s behaviour through the
possession of knowledge, experience or
judgement that the other person needs
but does not have. (Relative and
absolute)
10. Rational / persuasion- ability to control
another person’s behaviour by
convincing other persons
11. Referent power –ability to control another
behaviour attracting other persons.
Acquiring and using power and influence:
Power oriented Behaviour- action directed at
developing or using relationships in which other
people are willing to defer wholly or partially to
the will of the other.
3 Dimensions:
1. Downward
2. Upward
3. Lateral
POLITICS
- Emphasizes self – interest
Organizational Politics
- Alternative tradition of organizational
politics
- The art of creative compromise
among competing interest
- Positive aspects of organizational
politics.
- Overcoming personal ___________.
- Coping with change
- Substituting for formal authority
- Common techniques for avoiding
action and risk-taking
- Common techniques for redirecting
accountability
BM REVIEWER – Lawrence Valdez

STRESS AND CONFLICT MANAGEMENT

Stress – an adaptive response to an external

situation that results in physical, psychological
and/or behavioural deviations for organizational
participants.

 A natural word (distress, eustress)

 Associated with constrain and
demand
 Two conditions are necessary
potential stress to become actual
stress.
 Not as simple as anxiety
 Not necessarily damaging, bad
and to be avoided.

Causes of stress:
1. Job stress
2. Group stressor
3. Individual stress
4. Organizational stressor
5. Extra – organizational stressor

Stress management:
1. For individual:
a. Praying / meditating
b. Cognitive / restructure
c. Biofeedback
d. Time management
2. For organization:
a. Job redesign
b. Changes in workloads
c. Flexible working
d. Workshop dealing with role
clarity and role analysis

Conflict- any situation in which incompatible

goals, attitude, emotions or behaviour the leads
to disagreement or opposition.

Types of conflict:
1. Intrapersonal conflict
 Approach – approach Conflict
 Avoidance – avoidance conflict
 Approach – avoidance conflict
2. Interpersonal Conflict
 Substantive conflict
 Emotional Conflict
 Substantive and emotional conflict
3. Organizational conflict
4. Constructive conflict ( healthy)
5. Destructive Conflict (unhealthy)

Conflict management:
1. Practice of identifying or handling conflict
in a sensible and efficient manner