6 - Apuang, Cabaces, Estanislao, Deligero, Sulangi, Ursolino

Philippine Christian University
GRADUATE SCHOOL OF BUSINESS AND MANAGEMENT
LEADING:
LEADING VS. MANAGING

(Management Group Research)
Submitted by:
Apuang, Luisito Jr. R.
Cabaces, Joelle E.
Estanislao, Imelda A.
Deligero, Hydee R.
Sulangi, Paolo R.
Ursolino, Erik Manuel B.
Submitted to:
Dr. Bernadette O. Villaluz, Ph.D.
Date:
July 21, 2021
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TABLE OF CONTENTS
i. Title Page 1
ii. Introduction 3
I. Trait Approach and Contingency Approaches to Leadership 4
II. Dimensions of Leadership 8
III. Leadership Behavior and Styles 12
IV. Developing Leadership Skills 22
V. Transformational Leaders 25
VI. Leadership in Cross-cultural Environment 27
VII. Evaluating Leader 34
VIII. Women and Corporate Leadership 35
IX. Motivational Theories 41
X. Building Groups into Teams 44
XI. Intergroup Behavior 47
XII. Conflict and Negotiation 51
XIII. Global Leading 55
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INTRODUCTION
Leading is the art of motivating a group of people to act toward achieving a common goal. In a
business setting, this can mean directing workers and colleagues with a strategy to meet the company's
needs. Leadership captures the essentials of being able and prepared to inspire others. Effective
leadership is based upon ideas—both original and borrowed—that are effectively communicated to
others in a way that engages them enough to act as the leader wants them to act.
Leading is about coaching, helping each member of the team to grow and be inspired by the
leader. A leader ensures each member is aligned in the same and right direction. How does a strong
leader give directions to its members? Motivation is the key to achieve a common goal for the team.
On the other hand, Managing is about setting and evaluating priorities to arrive at a decision or
resolution to the issues and concerns of specified tasks. A manager directs its members for a productive
output by showing his members on how to get there. How does a good manager direct his members?
He organizes and plans the detailed procedures in solving the issues of a specified task.
With the differences stated above, there is one thing common between leaders and managers –
they both want the best for their team and company.
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I. Trait Approach and Contingency Approaches to Leadership
Leadership is the craft of influencing others to their greatest performance to carry out any task,
goal or project (Cohen, 1990). It’s all about doing the right things. Leaders make people do their work
effectively to achieve organizational goals. Some of the traits of successful leaders are self-confidence,
clear mission and vision, interpersonal skills, adaptability, communication skills and others. Lots of
theories have been developed and introduced in terms of leadership. Popular theories are Trait theory
and Contingency theory.
Trait theory focuses on the characteristics and traits of leaders such as emotional intelligence,
drive, motivation, self-confidence, cognitive ability, vision and dedication, Contingency theory states the
leaders’ ability to lead upon various situational factors. It states that a successful leader of one
organization cannot be successful in another organization as various situational factors take place.
Leaders should apply different leadership styles as per the need of situations.
Trait Approach to Leadership
The trait approach to leadership was one of the earliest theories of leadership. Although it is
not a fully articulated theory with well-developed hypotheses, the trait approach formed the basis of
most early leadership research. This approach focuses on the personal attributes (or traits) of leaders,
such as physical and personality characteristics, competencies, and values. It views leadership solely
from the perspective of the individual leader. Implicit in this approach is the assumption that traits
produce patterns of behavior that are consistent across situations. That is, leadership traits are
considered to be enduring characteristics that people are born with and that remain relatively stable
over time.
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Leadership Traits
Trait researchers often developed lists of characteristics that they believed were related to
successful leadership. In creating such lists, some researchers mixed together very different attributes.
For example, lists included some leadership traits that were aspects of behaviors and skills, in addition
to other traits that were related to temperament and intellectual ability. These lists of traits typically
included characteristics such as self-confidence, intelligence, ambition, perseverance, assertiveness,
emotional stability, creativity, and motivation. The lists, however, were not exhaustive and typically
omitted some important leadership attributes. Today, many popular books on leadership continue the
tradition of providing lists of traits that are thought to be central to effective leadership. The basic idea
remains that if an individual possesses such traits, she or he will be a successful leader in any situation.
In 1989, John W. Gardner published a study of a large number of leaders and concluded that there are
some attributes that appear to make a leader successful in any situation. These traits included the
following:
• Physical vitality and stamina
• Intelligence and action-oriented judgment
• Eagerness to accept responsibility
• Task competence
• Understanding of followers and their needs
• Skill in dealing with people
• Need for achievement
• Capacity to motivate people
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• Courage and resolution
• Trustworthiness
• Decisiveness
• Self-confidence
• Assertiveness
• Adaptability/flexibility
One of the concerns about such lists is that the attributes typically associated with successful
leaders are often perceived as “male” traits. Reportedly, when men and women are asked about the
other gender’s characteristics and leadership qualities, significant patterns emerge, with both men and
women tending to see successful leaders as male.
Contingency Approach to Leadership
The contingency theory of leadership supposes that a leader’s effectiveness is contingent on
whether or not their leadership style suits a particular situation. According to this theory, an individual
can be an effective leader in one circumstance and an ineffective leader in another one. To maximize
your likelihood of being a productive leader, this theory posits that you should be able to examine each
situation and decide if your leadership style is going to be effective or not. In most cases, this requires
you to be self-aware, objective and adaptable.
Contingency Theory of Leadership in the Workplace
In the workplace, there are dozens of factors that can affect a leader’s effectiveness. These
include things like the size of the team, the scope of a project and the expected delivery date for a
result. Different leaders, each with unique leadership styles, will respond to these variables in different
ways. Contingency theorists would say that no matter how successful a leader is, there will always be a
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particular situation that will challenge them. Therefore, leaders must be willing to acknowledge the fact
that their success depends partially on their circumstances in addition to their personal skills.
To lead their team well, managers and supervisors may need to either adapt their leadership
style to the current situation or delegate some of their leadership responsibilities to a coworker. For
example, Consider a project manager named Doug. Doug finds it much easier to communicate in writing
rather than in person, so he usually encourages his team by sending them thoughtful emails at the end
of every week. However, there is a new employee in the office who is not very receptive to written
communication. To connect with this employee, Doug will need to either make an effort to change his
method and encourage this employee in person or he will have to assign this task to the assistant
manager. In this example, Doug is not a chronically-ineffective leader. He is a good leader who is facing
an unexpected challenge. If Doug accepts the fact that he will need to adapt to his situation instead of
trying to force his usual methods, he can still be a highly-productive leader who encourages his team
effectively.
The contingency theory of leadership is impacted by a range of specific factors in the average
workplace, including:
● Maturity level of the employees
● Relationships between coworkers
● Work pace
● Management style
● Typical work schedule
● Goals and objectives
● Standards for behavior
● Company policies
● Employees’ work styles
● Employees’ morale
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II. Dimensions of Leadership
Figure 1. 8 Dimensions of Leadership
1) The Pioneering Leader
At their best: Bold and passionate, they inspire others to take chances in new directions. At
their worst: Impulsive and overconfident, they use their charm to gain support for poorly thought-out
ideas. Pioneering leaders tend to be adventurous, dynamic, and charismatic. Their optimistic and
persuasive style often inspires others to join their efforts, and because they’re good at making
connections, they’re often able to leverage relationships to help reach their ambitious goals. They tend
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to be extremely action-oriented, and possibly impulsive at times. Because they thrive on exciting
breakthroughs, they may jump on new opportunities without taking the time to consider the impact on
others.
2) The Energizing Leader
At their best: Upbeat and eager, they take chances on colorful new ideas. At their worst:
Scattered and erratic, they see little need for consistency. Energizing leaders tend to be spontaneous,
outgoing, and encouraging. They’re often enthusiastic about new opportunities and unafraid of running
with exciting new ideas. Because these leaders thrive on variety, they often generate more ideas than
they’re able to implement. They tend to be more collaborative than other fast-paced leaders, and they
may struggle to complete solitary tasks that offer little opportunity for interaction. These leaders are
extremely eager to connect with others who can help them realize their big-picture vision, but between
their flurries of activity, they may drop the ball when it comes to specifics and follow-through.
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. Affirming leaders are friendly,
approachable, and positive. They eagerly acknowledge others’ contributions, which in turn breeds
loyalty among their colleagues. Because they have a need for harmony, they work hard to create a
positive environment where everyone can work in peace, free of fear and conflict. Affirming leaders
tend to be more easygoing and don’t have the fast-paced style of the Energizing leader, nor do they
have the same degree of caution seen in the Inclusive leader. But because they want to make others
feel comfortable, they may fail to deliver constructive feedback to others.
4) The Inclusive Leader
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At their best: Sincere and accommodating, they collaborate with others to make winwin
decisions. At their worst: Passive and overly trusting, they let others take advantage of their supportive,
patient nature. Inclusive leaders tend to be diplomatic, accepting, and patient. They’re most
comfortable in a stable environment where they can work steadily toward their goals, so they’re often
wary of ideas that would require change. Because these leaders want to be seen as dependable, they
often prefer to work at a methodical pace to ensure that they have time to address specifics. They tend
to give people the benefit of the doubt, and this can sometimes cause them to overestimate others’
abilities. They’re careful to include others in meaningful dialogue before moving ahead with major
decisions, but because they often go out of their way to accommodate everyone, they may struggle to
make timely decisions.
5) The Humble Leader
At their best: Modest and fair-minded, they provide reliable outcomes through steadiness and
consistency. At their worst: Rigid and overly cautious, they are afraid to move beyond the status quo.
Humble leaders tend to be soft-spoken, modest, and precise. Their methodical and consistent style
often models follow-through and diligence in dealings with others. Because they’re fair and practical,
they can often discern what particular systems and structures would meet other people’s needs.
However, they tend to be so cautious that they may hinder spontaneity or creativity. Because they want
to maintain a stable environment, Humble leaders remain wary of change and often favor standard
operating procedures over new and innovative ways of doing things.
6) The Deliberate Leader
At their best: Conscientious and disciplined, they provide high-quality outcomes through careful
analysis and planning. At their worst: Risk-averse and perfectionistic, they pay little attention to the
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human element. Deliberate leaders tend to be systematic, cautious, and analytical. Because ensuring
accuracy is vitally important to them, they tend to work at a moderate pace. They want to be seen as
experts, so they’re often drawn to projects and roles where they can shape processes to meet their high
standards. However, they tend to be detached and unemotional, and they often prefer to work
independently. Also, because they want to be seen as competent, they may become defensive if people
challenge their methods or ideas.
7). The Resolute Leader
At their best: Questioning and independent, they aren’t afraid to challenge the status quo to
get better results. At their worst: Cynical and insensitive, they seem intent on putting a negative spin on
everything. Resolute leaders tend to be challenging, determined, and rational. They set high standards
for themselves and others and may have little patience for seemingly inefficient people. They tend to be
blunt, and they aren’t afraid to speak up when they see problems with plans or methods, even if it
means stepping on some toes. Not only do they want to get efficient results, but they want those
results to be of the utmost quality. Because these leaders want to be seen as highly competent, they
may lose their patience with people or situations that they feel are standing in their way.
8) The Commanding Leader
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. Commanding
leaders tend to be competitive, driven, and assertive. They have such a natural take-charge presence
that others often look to them for leadership. And, because they want to reach their goals as quickly as
possible, they tend to create a sense of urgency for themselves and others. They’re often challenging
and demanding, and they may be less concerned with social niceties. Since they’re extremely motivated
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by results, they may show little regard for other people’s needs and feelings. Which of these eight
approaches do you use most naturally in your leadership? Which dimension is the hardest for you to
use? In order to become an effective multi-dimensional leader, you first need to understand your own
strengths and challenges. The next step is to understand what other people think. Experience an on-line
363 For Leaders Assessment that will help you identify your strengths and developmental opportunities.
III. Leadership Behavior and Styles
At first glance, we may think that some leadership styles are better than others. The truth is
that each leadership style has its place in a leader's toolkit. The wise leader knows to flex from one style
to another as the situation demands. Leadership styles are on a continuum, ranging from autocratic at
one end, to laissez-faire at the other, with a variety of styles in between.
1) Coaching Leadership Style
A coaching leader is someone who can quickly recognize their team members’ strengths,
weaknesses and motivations to help each individual improve. This type of leader often assists team
members in setting smart goals and then provides regular feedback with challenging projects to
promote growth. They’re skilled in setting clear expectations and creating a positive, motivating
environment.
The coach leadership style is one of the most advantageous for employers as well as the
employees they manage. Unfortunately, it’s often also one of the most underused styles—largely
because it can be more time-intensive than other types of leadership.
You may be a coaching leader if you:
● Are supportive
● Offer guidance instead of giving commands
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● Value learning as a way of growing
● Ask guided questions
● Balance relaying knowledge and helping others find it themselves
● Are self-aware
The benefits of coaching leadership is positive in nature and it promotes the development of
new skills, free-thinking, empowerment, revisits company objectives and fosters a confident company
culture. Leaders who coach are often seen as valuable mentors. While this style has many advantages, it
can be more time consuming as it requires one-on-one time with employees which can be difficult to
obtain in a deadline-driven environment.
As an example of a coaching style of leadership: A sales manager gathers their team of account
executives for a meeting to discuss learnings from the previous quarter. They start the meeting by
completing an assessment of strengths, weaknesses, opportunities and threats regarding the team’s
performance. The manager then recognizes specific team members for exceptional performance and
goes over the goals achieved by the team. Finally, the manager closes the meeting by announcing a
contest to start the next quarter, motivating the salespeople to reach their goals.
2) Visionary Leadership Style
Visionary leaders have a powerful ability to drive progress and usher in periods of change by
inspiring employees and earning trust for new ideas. A visionary leader is also able to establish a strong
organizational bond. They strive to foster confidence among direct reports and colleagues alike.
Visionary style is especially helpful for small, fast-growing organizations, or larger organizations
experiencing transformations or corporate restructuring.
You may be a visionary leader if you are:
● Persistent and bold
● Strategic
● Risk-taking
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● Inspirational
● Optimistic
● Innovative
● Magnetic
Visionary leadership can help companies grow, unite teams and the overall company and
improve outdated technologies or practices. However, as challenges, visionary leaders may miss
important details or other opportunities because they’re so focused on the big picture. They may also
sacrifice the resolution of present-day issues because they are more future-oriented, which could leave
their team feeling unheard.
As an example, a teacher starts a group at work for colleagues who want to help resolve
anxieties and issues students are having outside of school. The goal is to help students have better focus
and succeed in school. He has developed testing methods so they can find meaningful ways to help
students in a quick, efficient way.
3) Servant Leadership Style
Servant leaders live by a people-first mindset and believe that when team members feel
personally and professionally fulfilled, they’re more effective and more likely to regularly produce great
work. Because of their emphasis on employee satisfaction and collaboration, they tend to achieve
higher levels of respect.
Servant style is an excellent leadership style for organizations of any industry and size but is
especially prevalent within nonprofits. These types of leaders are exceptionally skilled in building
employee morale and helping people re-engage with their work.
You may be a servant leader if you:
● Motivate your team
● Have excellent communication skills
● Personally care about your team
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● Encourage collaboration and engagement
● Commit to growing your team professionally
As benefits, servant leaders have the capacity to boost employee loyalty and productivity,
improve employee development and decision-making, cultivate trust and create future
leaders.However, as challenges, servant leaders can become burnt-out as they often put the needs of
their team above their own. They may have a hard time being authoritative when they need to be.
One example can be, a product manager hosts monthly one-on-one coffee meetings with
everyone that has concerns, questions or thoughts about improving or using the product. This time is
meant for her to address the needs of and help those who are using the product in any capacity.
4) Autocratic Leadership Style
Also called the “authoritarian style of leadership,” this type of leader is someone who is focused
primarily on results and efficiency. They often make decisions alone or with a small, trusted group and
expect employees to do exactly what they’re asked. It can be helpful to think of these types of leaders
as military commanders.
Autocratic style can be useful in organizations with strict guidelines or compliance-heavy

industries. It can also be beneficial when used with employees who need a great deal of supervision—
such as those with little to no experience. However, this leadership style can stifle creativity and make
employees feel confined.
You may be an autocratic leader if you:
● Have self-confidence
● Are self-motivated
● Communicate clearly and consistently
● Follow the rules
● Are dependable
● Value highly structured environments
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● Believe in supervised work environments
As a benefit, autocratic leaders can promote productivity through delegation, provide clear and
direct communication, and reduce employee stress by making decisions quickly on their own.
Considered as a challenge, autocratic leaders are often prone to high levels of stress because they feel
responsible for everything. Since they lack flexibility and often do not want to hear others’ ideas, these
leaders are often resented by the team.
Example, before an operation, the surgeon carefully recounts the rules and processes of the
operation room with every team member who will be helping during the surgery. She wants to ensure
everyone is clear on the expectations and follows each procedure carefully and exactly so the surgery
goes as smoothly as possible.
5) Laissez-Faire or Hands-off Leadership Style
Laissez-faire style is the opposite of the autocratic leadership type, focusing mostly on
delegating many tasks to team members and providing little to no supervision. Because a laissez-faire
leader does not spend their time intensely managing employees, they often have more time to dedicate
to other projects.
Managers may adopt this leadership style when all team members are highly experienced, well-
trained and require little oversight. However, it can also cause a dip in productivity if employees are
confused about their leader’s expectations, or if some team members need consistent motivation and
boundaries to work well.
You may be a laissez-faire leader if you:
● Effectively delegate
● Believe in freedom of choice
● Provide sufficient resources and tools
● Will take control if needed
● Offer constructive criticism
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● Foster leadership qualities in your team
● Promote an autonomous work environment
Benefits of this style encourages accountability, creativity and a relaxed work environment
which often leads to higher employee retention rates. However, laissez-faire leadership style does not
work well for new employees, as they need guidance and hands-on support in the beginning. This
method can also lead to a lack of structure, leadership confusion and employees not feeling properly
supported.
Example, when welcoming new employees, Keisha explains that her engineers can set and
maintain their own work schedules as long as they are tracking and hitting goals they set together as a
team. They are also free to learn about and participate in projects outside of their team.
6) Democratic or Participative Leadership Style
The democratic style (also called the “participative style”) is a combination of the autocratic and
laissez-faire types of leaders. A democratic leader is someone who asks for input and considers
feedback from their team before making a decision. Because team members feel their voice is heard
and their contributions matter, a democratic leadership style is often credited with fostering higher
levels of employee engagement and workplace satisfaction.
Because this type of leadership drives discussion and participation, it’s an excellent style for
organizations focused on creativity and innovation—such as the technology industry.
You may be a democratic/participative leader if you:
● Value group discussions
● Provide all information to the team when making decisions
● Promote a work environment where everyone shares their ideas
● Are rational
● Are flexible
● Are good at mediation
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Under this leadership style employees can feel empowered, valued and unified. It has the
power to boost retention and morale. It also requires less managerial oversight, as employees are
typically part of decision-making processes and know what they need to do. However, this leadership
style has the potential to be inefficient and costly as it takes a long time to organize big group
discussions, obtain ideas and feedback, discuss possible outcomes and communicate decisions. It also
can add social pressure to members of the team who don’t like sharing ideas in group settings.
Example, as a store manager, Jack has hired many brilliant and focused team members he
trusts. When deciding on storefronts and floor design, Jack acts only as the final moderator for his team
to move forward with their ideas. He is there to answer questions and present possible improvements
for his team to consider.
7) Pacesetter Leadership Style
The pacesetting style is one of the most effective for achieving fast results. Pacesetter leaders
are primarily focused on performance, often set high standards and hold their team members
accountable for achieving their goals.
While the pacesetting leadership style is motivational and helpful in fast-paced environments
where team members need to be energized, it’s not always the best option for team members who
need mentorship and feedback.
You may be a pacesetter leader if you:
● Set a high bar
● Focus on goals
● Are slow to praise
● Will jump in to hit goals if needed
● Are highly competent
● Value performance over soft skills
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Considered as a benefit, pacesetting leadership pushes employees to hit goals and accomplish
business objectives. It promotes high-energy and dynamic work environments. However, pacesetting
leadership can also lead to stressed-out employees as they are always pushing towards a goal or
deadline. The fast-paced work environment can also create miscommunications or a lack of clear
instructions.
Example, the leader of a weekly meeting recognized that an hour out of everyone’s schedule
once a week did not justify the purpose of the meeting. To increase efficiency, she changed the meeting
to a 15-minute standup with only those with status updates.
8) Transformational Leadership Style
The transformational style is similar to the coach style in that it focuses on clear
communication, goal-setting and employee motivation. However, instead of placing the majority of the
energy into each employee’s individual goals, the transformational leader is driven by a commitment to
organizational objectives.
Because transformational leaders spend much of their time on overarching goals, this style of
leading is best for teams that can handle many delegated tasks without constant supervision.
You may be a transformational leader if you:
● Have mutual respect with your team
● Provide encouragement
● Inspires others to achieve their goals
● Think of the big picture
● Places value on intellectually challenging your team
● Are creative
● Have a good understanding of organizational needs
Transformational leadership values personal connections with their teams, which can boost
company morale and retention. It also values the ethics of the company and team instead of being
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entirely goal-oriented. However, considered as a challenge, since transformational leaders look at

individuals, it can cause team or company wins to go unnoticed. These leaders can also overlook details.
As an example, Reyna is hired to lead a marketing department. The CEO asks her to set new
goals and organize teams to reach those objectives. She spends the first months in her new role getting
to know the company and marketing employees. She gains a strong understanding of current trends
and organizational strengths. After three months, she has set clear targets for each of the teams that
report to her and asked individuals to set goals for themselves that align with those.
9). Transactional Leadership Style
A transactional leader is someone who is laser-focused on performance, similar to a pacesetter.

Under this leadership style, the manager establishes predetermined incentives—usually in the form of
monetary reward for success and disciplinary action for failure. Unlike the pacesetter leadership style,
though, transactional leaders are also focused on mentorship, instruction and training to achieve goals
and enjoy the rewards.
While this type of leader is great for organizations or teams tasked with hitting specific goals,
such as sales and revenue, it’s not the best leadership style for driving creativity.
You may be a transactional leader if you:
● Value corporate structure
● Micromanage
● Don’t question authority
● Are practical and pragmatic
● Value goal-hitting
● Are reactionary
Considered as a benefit, transactional leaders facilitate the achievement of goals, through

short-term goals and a clearly defined structure. However, being overly focused on short-term goals
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and not having long-term goals can cause a company to struggle with adversity. This style stifles
creativity and is unmotivating to employees who are not incentivized by monetary rewards.
Example, a bank branch manager meets with each member of the team bi-weekly to discuss
ways they can meet and exceed monthly company goals to get their bonuses. Each of the top 10
performers in the district receives a monetary reward.
10). Bureaucratic Leadership Style
Bureaucratic leaders are similar to autocratic leaders in that they expect their team members to
follow the rules and procedures precisely as written.
The bureaucratic style focuses on fixed duties within a hierarchy where each employee has a set
list of responsibilities, and there is little need for collaboration and creativity. This leadership style is
most effective in highly regulated industries or departments, such as finance, health care or
government.
You may be a bureaucratic leader if you:
● Are detail-oriented and task-focused
● Value rules and structure
● Have a great work ethic
● Are strong-willed
● Have a commitment to your organization
● Are self-disciplined
As a benefit, the bureaucratic leadership style can be efficient in organizations that need to
follow strict rules and regulations. Each person in the team/company has a clearly defined role which
leads to efficiency. These leaders separate work from relationships to avoid clouding the team's ability
to hit goals. However, this style does not promote creativity which can feel restricting to some
employees. This leadership style is also slow to change and does not thrive in an environment that
needs to be dynamic.
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Example, Managers at a Department of Motor Vehicles office instruct their employees to work
within a specific, defined framework. They must take many steps to complete a task with strict order
and rules.
IV. Developing Leadership Skills
Leadership development is the process which helps expand the capacity of individuals to
perform in leadership roles within organizations. Leadership roles are those that facilitate execution of
an organization's strategy through building alignment, winning mindshare and growing the capabilities
of others. Leadership roles may be formal, with the corresponding authority to make decisions and take
responsibility, or they may be informal roles with little official authority.
Some people are natural leaders, but anyone can develop the skill set needed with some
practice. If you want to take your career as far as it can go, then you must be willing to put in the work.
Here are 9 strategies to help you develop your leadership skills and keep advancing your career.
9 Strategies to Improve Leadership Skills
1) Practice Discipline
A good leader needs discipline. Developing discipline in your professional (and personal) life is a
must in order to be an effective leader, and to inspire others to be disciplined as well. People will judge
your capacity to lead by the amount of discipline you display at work.
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2) Take on More Projects
A great way to develop your leadership skills is to take on more responsibility. You don't have to
take on more than you can handle, but you do need to do more than simply what's covered in your job
description if you want to grow. Stepping out of your comfort zone is the only way you will learn
anything new and doing so will get you noticed by executives as someone who takes initiative.
3) Learn to Follow
A true leader has no problem yielding control to another person when appropriate. You should
not feel threatened when someone disagrees with you, questions your thinking, or puts forth ideas of
their own. Keep an open mind and give merit where merit is due. It won't always be easy, but if you
learn to value and respect others on your team, they'll be more likely to step up to the plate for you.
4) Develop Situational Awareness
A mark of a good leader is someone who can see the bigger picture and anticipate problems
before they occur. This is a valuable skill to have when overseeing complex projects with tight
deadlines. The ability to foresee and provide suggestions for avoiding potential problems is invaluable
for a leader. This ability also helps you recognize opportunities that others overlook, which will certainly
earn you recognition.
5) Inspire Others
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Being a leader means you are part of a team, and as a leader you should be able to motivate
and inspire those you work with to collaborate as best as they can. When a team member needs
encouragement or guidance, offer it. Sometimes, all a person needs is someone to listen and be
sympathetic.
6) Keep Learning
The best path to becoming a good leader is to always keep learning new things. It keeps your
mind sharp, and your skills fresh. It primes you for new challenges that may come your way, which is
always a good thing in a leader.
7) Empower your Teammates
No one is the best at everything, and the sooner you realize that the sooner you can learn to be
a good leader. Delegating tasks to others not only frees you up for things you do well, but it also
empowers other people on your team.
8) Resolve Conflicts
Not everyone will get along all the time. Instead of ignoring interpersonal conflicts, hoping they
will go away, address it by talking to those involved privately.
9) Be a Discerning Listener
Becoming a leader does not mean you always have to be in the spotlight. An important trait of a
good leader is someone who listens to suggestions, ideas, and feedback from other people, and builds
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on them. Good listeners know that communication is not only about words, but noticing non-verbal
cues, such as eye contact and body language.
V. Transformational Leaders
The concept of transformational leadership was initially introduced by James V. Downton, the
first to coin the term "Transformational leadership", a concept further developed by leadership expert
and presidential biographer James MacGregor Burns. According to Burns, transformational leadership
can be seen when "leaders and followers make each other advance to a higher level of morality and
motivation." Through the strength of their vision and personality, transformational leaders are able to
inspire followers to change expectations, perceptions, and motivations to work towards common goals.
Burns also described transformational leaders as those who can move followers up on Maslow's
hierarchy, but also move them to go beyond their own interests.
Transformational leaders are described to hold positive expectations for followers, believing
that they can do their best. As a result, they inspire, empower, and stimulate followers to exceed
normal levels of performance. Transformational leaders also focus on and care about followers and
their personal needs and development. Transformational leaders fit well in leading and working with
complex work groups and organizations, where beyond seeking an inspirational leader to help guide
them through an uncertain environment, followers are also challenged and feel empowered; this
nurtures them into becoming loyal, high performers.
There are 4 components to transformational leadership, sometimes referred to as the 4 I's:
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● Idealized Influence (II) – the leader serves as an ideal role model for followers; the
leader "walks the talk," and is admired for this. A transformational leader embodies the
qualities that he/she wants in his/her team. In this case, the followers see the leader as
a model to emulate. For the followers, it is easy to believe and trust in a
transformational leader.
● Inspirational Motivation (IM) – Transformational leaders have the ability to inspire and
motivate followers through having a vision and presenting that vision. Combined, these
first two I's are what constitute the transformational leader's productivity. A
transformational leader manages to inspire the followers easily with clarity. The
transformational leader convinces the followers with simple and easy-to-understand
words, as well as with their own image.
● Individualized Consideration (IC) – Transformational leaders demonstrate genuine
concern for the needs and feelings of followers and help them self-actualize. This
personal attention to each follower assists in developing trust among the organization's
members and their authority figure(s). For example, the transformational leader can
point out the problems of a member working in a group. From this perspective, the
leader can work towards training and developing a follower who is having difficulties in
a job. This is an important element because teams are able to rely on and work
together, so decisions can be made more quickly, while the transformational leader
increases their buy-in.
● Intellectual Stimulation (IS) – the leader challenges followers to be innovative and
creative, they encourage their followers to challenge the status quo. A common
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misunderstanding is that transformational leaders are "soft," but the truth is that they
constantly challenge followers to higher levels of performance.
Transformational leadership is said to have occurred when engagement in a group results in
leaders and followers raising one another to increased levels of motivation and morality. It is not
enough to make the correct choice, but to make the moral choice. In simple words, a transformational
leader is not selfish and sees an opportunity of growth in others. Transformational leadership enhances
intellectual stimulation through employee training and development.
VI. Leadership in Cross-Cultural Environment
What is a Culture?
It is a study that distinguishes people by age, background, beliefs, values, ethnicity, morale,
attitudes, behavior, etc., which turns out to be a non-identical way of understanding the diversified set
of people. Most of the time, the problem arises when we try to unite all of them by not properly
understanding the cultural aspects and not suit the needed circumstances.
Who is a Leader?
A leader is one who motivates, supports, and listens to all the voices of his followers and acts as
a value provoking guide to shape every individual to achieve their desired life. This can be a corporate
based team leader, a school teacher, a class representative, a college representative, a politician, a
prime minister, a president, etc. All these types of leaders persistently grow as an expert when their
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ideas, viewpoints, and inputs are collectively organized and sense when voicing the collated suggestions
in front of them.
Various leaders follow various leadership styles in several professional and non-professional
places. Each leader implements a different style of guiding the value seekers, and it needn’t be
necessary for leaders to follow the same style of preaching. And here comes the most crucial part when
becoming a successful leader. The leadership style plays a major role in making a leader unique when
preaching the value seekers. That is how we can differentiate a leader is whether friendly, commanding,
care-free, hot-headed, benevolent, etc. a leader is liked and inspired by value seekers when started
understanding the way leader behaves and converses with them, which is nothing but the style is the
main notion that I’m trying out bring it as a notable point.
What is Cross-Cultural Leadership?
Now that we are familiar with the individual definition of culture, leader, it is easy for us to club
together with the meaning of cross-culture. In my view, the act of guiding, supporting, motivating, and
shaping the way people think globally is called cross-cultural leadership.
In a broad perspective, the approach must collectively know about population form from the
different surroundings, collating all the ideas and views that must be designed in a way that is agreed by
all the sets of the population. Probably, if your designed framework welcomes everyone with certainty
and your style of preaching is inspired thoughtfully, you undoubtedly follow a cross-cultural way of
guiding people.
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There are very few in numbers that emerged as successful cross-cultural leaders and guided all
of them. This is because only very few have the multi-cultural traits and qualities of knowing deeply
about the people, listening to the people’s thoughts, and respecting their dignity. Cross-cultural
leadership widely plays a major role in International Business Context and in the Multinational
Corporation that are fond of retaining the employees and reducing the turnover rate to understand the
cultural qualities in each of them.
Importance of Cross-Cultural Leadership in Organizations and Industries
The businesses don’t opt to follow the same old strategy once they know that the taste and
preferences changed across their clients shift to a new strategic approach that satisfies the client’s
needs. From a broader perspective, the business extends their bands to several regions and countries to
understand and benefit those sets of the huge population by shaping the value that gives satisfaction to
them. Some Companies and Industries are globally growing and remain a trendsetter for the people
who would like to follow them.
● Top companies like Apple, Google, Microsoft, Costco, Qualtrics, etc., are said to follow a
versatile leadership style among all cultural background employees who work under them.
● The senior leaders who belong to such an organization give importance to guiding and
supporting the employees in understanding their nature, culture, attitude, behavior, and things
decided based on that.
● The employees are treated well and give them a platform to share their thoughts, experience,
and provoke the advantage of diversified views and ideas expressed by them.
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● Such organizations focus on employee’s welfare and arrange multi-national events and
conferences to build the employees’ experience and increase the brand image. This is a win-win
benefit gained by employees as well as the organization.
● The organization has also tremendously succeeded in decreasing its turnover rate, which helped
increase the number of loyal employees to work for its growth and needs. As an example, such
kinds of industries conducted various leadership programs and webinars all across the world to
share their successful implementation of how multicultural leadership educated employees in
the organization and how to deal with the business clients applying the same formula of
understanding the different needs of those clients in a cross-culture point of view.
With all of these examples, we can easily realize that understanding culture needs tons of years,
especially for growing business. These are the qualities that the companies must feed to develop their
values worldwide to benefit the people who are inspired to follow them. For the people to get inspired,
be good to them and try giving valuable solutions for which they are seeking for.
10 Golden Qualities to Become a Great Cross-Cultural Leader
There are 10 golden qualities that even a conventional person can become an extraordinary
Cross-Cultural Leader by following the given below:
1. Non-Assertive: This is practiced when a leader is giving a friendly approach of deciding things
based on the facts, pieces of information, and other ideas revealed by a set of people when
they are discussing together and try to make decisions out of that. It shouldn’t be deliberately
summoning the people to follow the only rule in the universe. It is about having the courtesy to
invite all of their viewpoints and mixing your views over that.
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2. Supportive: A good leader must support a good team. But if the team leads to multiple clubs
and groups with several cultural differences, your support must be widened throughout the
population who are willing to get guidance from you and thereby motivate them in multi-
dimensional aspects. That is how followers of your support turn out to be vibrant, fresh, and
confident enough to believe you.
3. Seamless Communication: The biggest solution for uncertainty is communication between the
associated groups of problem-seekers and problem solvers. An enormous amount of
communication leads to gaining answers for the hardest problem unless staying with good
communication. Here the leader must sole heartedly give-in the tireless way of communicating
to the people who need solutions held during uncertainties and try to mold all the viewpoints to
a common problem raised between people.
4. Listener: Leaders, especially those who need not be aligned with all the culture, must have
good hearing skills when a different set of people voice out their needs in the form of their
prefeed cultural habit. Some important habits tend to grow inherently, which is the nature of
culture and its beauty explained in various personalities. You can’t blame there being more than
180 countries and 7000 + languages people speak. It is your responsibility and starts developing
an interest in understanding their viewpoints to give valuable replies.
5. Mentor: Being a mentor is different from coaching people. This mentoring quality embraces
personal touch with different sets of people to understand each of the pain-points that are yet
to be answered. It is a versatile quality of guiding them properly, focusing on their professional
path and the personal path. A leader has to design some mentoring program that helps out the
people to shape their future.
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6. Trust: This is an important quality that every cross-cultural leader must pull people in. This is
where the conversations turn out to be relationships, and people start believing you as a
solution giver to those commonly raised in the society. Trust factor must be increased at one
point so that you can easily validate the common views and ideas to suit the needs of the
various cultures joining together to get a valuable output from you. The leader must ensure
that the trust transformation stage is happening from the initial point to the relationship point.
7. Empathy: This is an emotional rope of tieing you with them together by arising the common
attitudes and beliefs and framing them into valuable attitudes to get win-win positions for both
of you. When you start understanding them from their perspective, you can bring out the
common solution that facilitates the people and thereby follow your understanding of making a
common decision that benefits them. This is a tit-for-tat process of deeply understanding them,
and in turn, they understand you 3X more times because you empathize and give importance to
them at the initial stage itself and create impact to become loyal to you.
8. Highly Knowledgeable: The leader must also be entirely knowledgeable and skilled in teaching
the society, employees, or students, or children, etc., with evolving facts, information, and
stories to raise them in a value-based community and make them understand the cultural
advantages and heritage of beauty in it. The togetherness attitude should be the first learning
of the followers to behave with common behavior when seeking solutions in various aspects.
9. Cultural Aspects: The leader’s foremost mindset is to understand the cross-cultural differences
and how they will benefit in a common environment that rationalizes people’s thoughts in a
broader spectrum to respect all the different cultures evolving in this world. It would be a
connecting node between various groups of people to an ideal leader who is well-versed in
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understanding them. Provided the common goal must remain intact with both the parties(The
Leader and Various Groups).
10. Unbiased Nature: Of course, the leader must have an unbiased mindset to avoid the wrong
notion and prejudiced thinking when making a proper decision in front of a diversified crowd.
One of the dimensions called the “Power Distance Index” explained in Hofstede’s framework
tells about the proximity of treating people with inequality and sharing common viewpoints in
an unprejudiced manner. People follow the leader by putting their views and voicing a valuable
decision to get justice for their common solution.
Benefits of Cross-Cultural Leadership
● Practicing Cross-Cultural Leadership leads to active innovation and ideas from the followers
who turn the usual way of thinking about the arrival of common beneficial solutions.
● It helps everybody understand the different cultural styles, backgrounds, and aspects of a set of
people who share their viewpoints, which educates us into new learning.
● It eradicates the cultural conflicts that happen commonly when groups of different cultural
communities unite together when raising their perspective to bring a good solution.
● Cross-Cultural Leadership holds the employees who work from different regions, nations
together, and organizations. If properly practicing this kind of leadership, employees’ churning
rate will get reduced and retain loyal employees in the long-run.
● Global Peace and Harmony are maintained.
As we now understand the importance of how Cross-Cultural Leadership plays a role in the
Global Economy, we must start following cultural learning, which educates us to know more about their
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preference, style, ethnicity oriented people’s viewpoint and much more about them. We also
understand how International Businesses and Multinational Companies concentrate more on this
leadership pattern, which must be followed in their organization to benefit the whole set of employees
and clients. Also, try to inculcate the 10 components of becoming a great Cross-cultural Leader to show
yourself as a great guide and share your support and love with all people’s cultural-sets.
VII. Evaluating Leader
Measuring Performance
Leadership vs. Management
LEADERSHIP MANAGEMENT
● Guides and directs work methods and ● Makes decisions and solves problems
roles
● Trains and coaches others ● Sets goals, plans, organizes and budget
● Provides recognition and support ● Coordinates the work of two or more

units
● Delegates authority and responsibility ● Monitors unit effectiveness
● Serves as a role model ● Manages staffing
● Encourages goal achievement ● Represents the organization externally
● Ensures compliance and commitment to

rules
● Performs administrative tasks
Measuring Effective Leadership
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Effective leadership can be measured by the behavior of your team. If your employees are often
absent, disengaged or unsatisfied, something may be lacking in your leadership approach. When
employees are not progressing in their careers or adhering to company policies, you may need to
reconsider your skills as a leader. Overall job satisfaction among your employees is one way to
determine whether your leadership style is effective.
Measuring Effective Management
Effective management can be measured with traditional performance metrics, such as the
quantity and quality of output, meeting deadlines and adhering to budgets. If your team is consistently
failing to produce enough quality work on time, your management style may not be helping your team.
Work on providing direct support to your team members when they are struggling with a
challenging task. Give them a goal to meet but, if they are capable, let them decide how to go about
reaching that goal. Check in regularly to see how your staff is progressing on their tasks, and offer a
specific direction if needed.
VIII. Women and Corporate Leadership
Margaret Thatcher once famously said, “If you want anything said, ask a man. If you want
something done, ask a woman.”
Importance of Prioritizing Gender Diversity in Corporate Leadership
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Beyond fairness, increased gender diversity brings a competitive advantage to modern
companies, which face extraordinary competition in an economy that puts an unprecedented premium
on knowledge. Women comprise more than half of the pool of human capital. Companies that fail to
fully leverage and draw from more than half of the pool risk losing an edge.
Beyond the competitive advantage, increasing the number of women on boards is an essential
ingredient for effective corporate governance. A high-performing board is one that generates and
implements the freshest and most inclusive ideas. When a gender imbalance exists, boards can easily
fall into ‘group think’ and fail to see and account for perspectives that might enhance company
performance. Great ideas can arise only when a diverse pool of thought is active and present at the
table.
If boards look only within the top few hundred companies for female C-suite executives, then
they, themselves, have created a supply problem. Companies also can – and should – expand the
criteria for board directors to achieve parity. Corporate leaders can cast a broader net to include senior
female executives with strong business track records. The list of occupations includes but is not limited
to divisional presidents, entrepreneurs, management consultants, non-profit executives, former audit
and legal partners, foundation heads, financial service executives and university presidents. All of these
are sources of women board members.
Women in top leadership positions are highly ethical and morally vigilant when it comes to
implementing the sustainability initiatives of their organization in a seamless and efficient manner.
Major companies around the world are fast realizing the importance of gender diversity in
senior management positions. Women are rapidly emerging as strong contenders for C-Suite roles in
multinational corporations. Disrupting conventional norms of business and breaking long-established
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glass ceilings, an increasing number of women are registering a strong presence on the corporate
boards of multinational corporations in the country.
Women are rapidly emerging as thought leaders and change makers in corporate entities and
playing a pivotal role in rolling out the vision of a company:
● They are ensuring that there is participative decision-making with an emphasis on
openness, transparency and accountability.
● Organizations with a strong woman leadership team are realizing the potential as a key
relationship management strategy to strengthen the ties between employees and top
management.
● Known to be great communicators naturally, women are also being instrumental in
effectively communicating the company to internal and external clients.
Women leaders have a greater degree of compassion and empathy at the core of their belief
systems and thought processes. They are increasingly prone to believe that an ethical and moral
imperative broadly defines the vision and mission of an organization rather than being a mere policy
mandate. Women in top leadership positions are highly ethical and morally vigilant when it comes to
implementing the sustainability initiatives of their organization in a seamless and efficient manner.
In the modern corporate world, different forms of discrimination like racism, gender inequality,
age limitation and disability are strongly discouraged. Various legislations have been enacted to help
fight discrimination. This however is not enough because in addition to the law, you also need the
affected groups to step up. An example of this is where women opt out from seeking higher levels of
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corporate leadership despite organizations having put structures and policies that encourage them to
do so.
The following are some of the reasons why women opt out from corporate leadership:
1. The first reason is fear. Due to the gender discrimination that exists in most work places,
women have developed a “failure phobia” (Belasen, 2012). This is because there is a general
perception that if a woman fails, it’s because of her being a woman and not other shortcomings
associated with men. This perception creates a negative attitude towards corporate leadership
as well as ruining most women’s confidence in seeking promotions in work places.
2. Secondly, there is a lack of motivation to make women want to seek high levels of corporate
leadership. This is mainly seen in payment discrepancies where men earn more than women for
similar positions and responsibilities. Research carried out in corporate America indicates that
women executives are underpaid compared to their male counterparts. This payment inequality
has discouraged women from seeking executive promotions and instead they have focused
more on trying to remove these discrepancies (Belasen, 2012).
3. The third reason is family responsibilities (Belasen, 2012). Domestic responsibilities are mostly
shouldered by women. Therefore women who seek corporate leadership have to balance work
and family and most of them tend to choose the latter. Society has also created a negative
perception on this issue such that a female executive who comes from a broken family is judged
differently at work compared to her male counterpart.
This trend if not addressed urgently will hurt organizations in the long run. This is because
organizations and governments across the world are reviewing their laws and policies to ensure gender
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equality. A corporate policy may require that an executive is not succeeded by a candidate from the
same gender. The policy may also require rules and regulations to represent gender equality.
Women and Corporate Leadership
Leadership is defined as the art of motivating a group of people to act toward achieving a
common goal. In a business setting, this can mean directing workers and colleagues with a strategy to
meet the company's needs. The executives and managers who run a corporation make up corporate
leadership. It happens when a firm expects long-term success from the strong leaders in charge of its
day-to-day operations. Leaders are in charge of properly managing the company's resources,
collaborating with advertising teams, and motivating individuals to perform at their best. They also see
methods to strengthen the organization from the standpoint of overall participation. Finally, what is
referred to as corporate leadership is the acts and decisions of executives.
To take on a job as a corporate leader, whether it's in a large worldwide corporation or a
smaller company that simply operates on a local level, it takes both training and talent. To be able to
survive in such a high-pressure, frequently cutthroat atmosphere, certain character or personality
attributes are required. When it comes to directing a company, one of the most significant
characteristics is the ability to adapt to change. If not particularly charismatic, one must be adept at
conversing with others, and public speaking skills are required for various roles in a company's
leadership. Customers may leave a firm even if they are satisfied if another company offers a better
value, even if it is for a little lower level of service. It is the responsibility of individuals in positions of
authority to scout the competition. They must continually brainstorm and consider new ways to
improve or sustain the company's success.
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Having female leaders in any organization creates a more positive environment for everyone.
Women may not always realize how well-suited they are for success in leadership roles, but their
potential and capabilities are undeniable. Empathy, open-mindedness, mindfulness, pressure
management, multitasking, and open communication are some of the innate traits of female leaders
that make them more in sync with their team. Today, many businesses and industries recognize that
women in leadership not only bring significant benefits, but they are also irreplaceable in the office,
boardroom, and at the head of the table.
Women leaders are essential in the twenty-first century. Organizations must empower women
with leadership roles in order for them to be more productive and reveal their underlying potential,
thereby encouraging workplace diversity. Because it is a difficult task, it necessitates the support and
cooperation of everyone in the organization. Leaders from all backgrounds and cultures are frequently
brought together for meetings and decisions as businesses around the world change and adapt to an
international market in ways that have never been done before. Those in positions of corporate power
are frequently expected to travel extensively and conduct extensive research. While one cannot be
expected to take up a language overnight, knowing other languages now can help a manager develop
within a firm, a skill that would have simply been a great resume anecdote in the more localized
corporate world of the past.
Corporate leadership has evolved dramatically over the years. Company leaders in the past
thrived by following the owner's instructions and running operations by the book. Now, the success of a
company is frequently met by allowing those in charge to use a variety of personal talents and skills to
help keep the company on track toward a planned vision.The old system gave the business owner what
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he wanted, but the new system gives the owner what he needs to make or keep his company
successful.
There are organizations all over the world that exist to assist businesses in increasing the
effectiveness of those in charge. This can benefit everyone in the company in the long run. A company
that is run efficiently is more likely to be successful. Indeed, in the United States, the Corporate
Leadership Center was established as a business-academic forum to assist, encourage, and instruct
others in the art and science of corporate leadership. Its program Leading Women Executives
recognizes and supports women, with the goal of assisting qualified women in rising to the top in
positions of leadership.
IX. Motivational Theories
Motivation theory is a theory of how to make workers and other individuals be more engaged,
feel more invested in their work, and have a desire to perform well regardless of their level of
happiness.
Motivational theory is tasked with discovering what drives individuals to work towards a goal or
outcome. Businesses are interested in motivational theory because motivated individuals are more
productive, leading to more economic use of resources.
Can We Force People to Become Motivated?
Using rewards/penalties may work in a short term but in the long run it may lead to:
● Competition and impairment of team work
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● Decrease of intrinsic motivation – if you reward 1 person out of 10, the remaining 9
always feel bad with it
● Decline of the very work – we work just to win something or to avoid punishment
● Decrease in quality and creativity – to get reward or avoid penalty we look for a
shortcut
● Cheating – to achieve reward or avoid penalty we can even resort to cheating
● Additional monitoring – to control the system for action in accordance with the agreed
rules
Motivation for Leaders
In practice, findings in self-motivation quite clearly show leaders what they should do – not
motivate externally but remove all obstacles that affect self-motivation. It is worth discerning how each
team member understands autonomy, mastery and purpose, and organizing the system/work practice
of a team in a way that strengthens these areas. For example, at the beginning of many projects for
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external clients we organize a meeting, during which clients show us their vision of a product, a broader
description of whom it will serve and thus we give meaning to the work of an entire team.
Motivational Theories
One type of motivational theory is hierarchical needs. There are five major motivational
theories that social scientists have found useful for workplace leaders, according to Reece and Reece
(2017).
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Abraham Maslow was a psychologist who developed the theory of motivation based on the
hierarchy of needs. According to this theory, there are five needs in a person's life that will motivate
them, and one need must be met before another will act as a motivator. These five needs are
physiological, safety and security, social or belongingness, esteem, and self-actualization.
Physiological needs are a person's physical or basic survival needs in order to survive in the
world. These include basic necessities such as food, water, clothing, sleep, and shelter. In many
impoverished parts of the world, these needs take precedence, and many people may never progress
beyond this stage in Maslow's hierarchy of needs. People in countries such as the United States can
enter and exit this stage of the theory at any time.
People at the physiological needs level cannot consider joining a prestigious social group or
upgrading to a nicer car until their basic physiological needs are met. People will no longer be motivated
by basic survival items once they are physiologically satisfied that their needs have been met. The
following will then motivate them. At this level, people seek order and predictability, as well as
protection from harm at home and at work. A stable job is required for a person to feel at ease at this
level. In this case, a person is attempting to lift themselves out of poverty and improve their lives.
Employee Motivation Strategies
Leaders in today's workforce may need to devise strategies to motivate and ensure the success
of their employees. Several methods that have yielded positive results over the years have been used to
accomplish this. One such method is to use job design to create a motivating environment. Options
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such as job rotation are examples of this. Job rotation has been seen as a successful tool for motivating
employees in the manufacturing environment, at least in the short term (Murphy, 2020).
X. Building Groups into Teams
A Group is Not a Team
One of the most challenging tasks facing a supervisor is how to take the group of employees
that work for them and mold them into a team. Too often in businesses, we are confronted with
cliques, separation, and division. It is often an uphill battle for a supervisor to get all employees involved
in the work of the organization. Teams, or a sense of teamwork, isn’t created by forcing a group of
people to meet weekly in the same room. It is created by an increased sense of community that comes
from shared objectives. Employees need to have a reason in common to work together as a team.
7 Practices That Turn a Group into a Team
1) Help team members to look at their mission in terms of the organization’s survival.
When team members understand their role in the bigger picture, they are more motivated to
pull together.
2) Set short-term, medium-term, and long-term goals.
In a cross-functional team, we would be talking about the action plan associated with achieving
the team’s mission. If the team is made up of staff, then you want to involve them in writing the group’s
mission and setting strategic and tactical plans for achieving that mission. As they better understand the
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part they can play in the survival and success of their organization, they will work harder together to
make the plans a reality.
3) Shared responsibility.
Teamwork develops from shared responsibility not only in doing the work but in making
decisions about how that work should be done.
4) Have team members support each other.
Whatever the group, organize the work to make the most of each employee’s contribution to
the team, bringing employees together whenever appropriate to help one another. As employees learn
to rely on each other for help, a more collaborative environment will arise.
5) Have team members keep each other apprised of their work.
In project teams, you can have members review the efforts they have completed toward
achievement of the team’s mission. In the case of staff members, regular department meetings give you
an opportunity to have employees share with one another their accomplishments.
6) Don’t forget the package.
There’s no substitute for some genuine team spirit. Create a brand identity for your team to
achieve this. Your team identity could be built around an accomplishment or a skill or reputation that
bonds the group together.
7) Don’t tolerate gossiping, back-stabbing, or tattle-telling.
When we gossip about other employees, or when we allow it to continue unchecked we are
signaling that the team is not important to us. When gossip is not permitted or tolerated, employees
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work together better. Does it mean no one is talking about one another? No, of course not. It’s just not
happening at work where all employees easily can be dragged into the fray. Likewise, when we allow
employees to tattle to us about what others are doing when we’re not there, what can you do about it?
It seems the tale is always accompanied by the phrase, “But don’t tell them I told you.” Tell anyone who
wants to tattle there will be no secrets. The same goes for employees who want to backstab another.
Tell them they both will be called in for a discussion to air their disagreement. Gossip can turn an
environment toxic.
XI. Intergroup Behavior
Introduction to Inter-Group Behavior:
The organization consists of many groups created formally or informally. The existence of
groups leads to intergroup competition.
The whole phenomenon may be studied under two heads:
(i) What happens within the groups? and
(ii) What happens between competing groups?
What Happens Within the Groups?
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(1) Each group becomes a closely knit organization by burying their internal bickering and
differences.
(2) The group climate changes, it switches over from being informal, casual and playful to task
oriented. It shifts from members’ psychological needs to taste accomplishment.
(3) Leadership changes, the group is not prepared to tolerate even the autocratic leadership.
(4) Group becomes structured and organized.
(5) Group expects more loyalty and conformity from members in order to present a solid front.
What Happens Between Competing Groups?
Each group looks to others as a competitor rather than an interdependent part of the same
organization.
Each group develops distributions of perceptions because of dominating competitiveness. It
concentrates only on its good points and refuses to perceive its weaknesses. Similarly, it perceives only
the bad points or the shortcomings of other groups, this feeling is so dominating that it is not prepared
to consider the good of its competitors.
Intergroup hostility increases which leads to reducing intergroup interaction and
communication. This leads to distortion in perception.
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When groups are forced into interaction, they will only listen to their own representatives rather than
of the other. Each will try to find faults in others.
Approaches to Inter-Group Relationship:
Inter-Group relationship may be presented in two ways:
(i) as portrayed by Rensis Likert and
(ii) as stated by J. Thompson.
(i) Likert’s Approach:
According to Likert an organization encompasses a series of overlapping groups. Each group is
linked with the rest of the organization by persons who hold membership in more than one group.
These people are called ‘linking pins’ as they forge links between different groups. Though the success
of decision making depends upon group process and interaction, occurring at different levels, yet
everything revolves around the ‘linking pins’.
Apart from the linking pins, the Success of Organization depends on:
(a) Good group process of decision making and
(b) Supervision
Both these elements duly insulated by linking pins will generate intergroup confidence and
trust; it will enhance the problem-solving ability of the group which will result in better productivity
level.
49
(ii) Thompson’s Approach:
Though Likert theory is very well accepted, it is based on the assumption that there exists equal
interdependence among different groups. Thompson suggests that there are three different kinds of
interdependence among groups.
These are:
(a) Pooled
(b) Sequential and
(c) Reciprocal
(a) Pooled Interdependence:
Pooled Interdependence occurs when groups rely on each other only because they belong to
the same parent organization. For example, the employees of Bata Shoe Company, working at Ludhiana
have no Interaction with their counterparts in Jammu, but both are interdependent because they are
part and parcel of the Bata Organization.
Success or failure of one may be reflected in another through the medium of the total
organization system. Pooled interdependence does not need any interaction between groups, hence
conflict does not arise. Coordination may, however, be forged through standardization and the rules
formulated by the parent office.
(b) Sequential Interdependence:
50
It means that the work of one group depends on the performance of another. For instance, the
finished Job i.e., output of one group becomes the input of another group. However, both groups are
sustained by the organization. The interdependence is both pooled and sequential. This type of
interdependence may be regulated by proper planning and controlling the chances that conflicts
between the groups are higher than pooled interdependence.
(c) Reciprocal Interdependence:
Reciprocal interdependence means that each group is dependent on each other. The operations
of each group precede and act as prerequisite to the functioning of others. For example, management
and union relationships, where both depend on each other. Because each group relies on others to
perform its job effectively, any problems between them may result in reduced productivity or
decreased satisfaction. Reciprocal interdependence ought to be coordinated by mutual adjustment
between the groups. It requires greater communication and understanding to avoid possible conflict.
(Sinha, K. 2015)
XII. Conflict and Negotiation
Conflict is a natural and inevitable occurrence in any organizational setting which makes it
unavoidable; hence the introduction of concepts like conflict management, conflict resolution and
negotiation. These concepts are supremely important in harnessing the benefits of healthy conflicts;
while also decimating conflicts that debilitate organizations. The review focuses on types and
dimensions of conflicts with various acceptable ways to handle them in an organization, which in the
end will enhance achievement of organizational goals, employee effectiveness and strategy alignment
51
across all cadres of employees. Unresolved Conflict with the multidimensional cost is the bane of
progress in any organization, whether it is sovereign, public or private, and as such demands a thorough
blend of study for complete grasp of the underlying factors and conflict dynamics. The organization that
will excel in productivity, profitability, agility and sustainability must incorporate effective management
of conflict, as a critical success factor in its quest to achieve and surpass corporate objectives. This
makes the development of conflict competence, which is the ability to manage conflicts effectively; a
key strategic advantage among managers and leaders.
Impact of Conflict
According to Wall and Callister (1995) conflict can be defined as a process in which one party
or an individual perceives that its interests are being opposed or negatively affected by another party or
individual. In other words, Conflict, occurs when a discrepancy of perspectives is marked by tension,
emotion and polarization, which could be real, imaginary or anticipated. Conflict in an organization is
not entirely debilitating because there are functional conflicts that can be beneficial to an organization
if properly stimulated as against dysfunctional conflicts that threaten organization. Runde and Flanagan
(2012) assert that when conflict is mismanaged, costs mount and some out-of-pocket costs like
absenteeism and lawsuits are relatively easy to see and compute. Others, like poor decision-making,
lost opportunities and diminished quality of working relationships, can prove more costly, but they are
more difficult to quantify. The term conflict can be viewed differently as war, opportunity or as a
journey based on circumstances, ideology and involvement.
Types of Conflict
52
There are three types of conflicts namely personality conflicts, intergroup conflicts andare
briefly analyzed below. Each of these types of conflicts show a different pattern of conflict antecedent
which is of utmost importance for good understanding, if leaders are to be proactive in managing the
conflicts.
Personality Conflict
Personality conflict can be defined as interpersonal dissent based on personal dislike,
disagreement, ideological differences or different styles (Kreitner & Kinicki, 2013). Personality conflict is
inevitable in any organization because of different personality traits among employees. One of the
cardinal actuators of personality conflicts in organization is incivility. Incivility that erodes healthy
organizational values and ethics which leads to depletion of resources. This ultimately leads employees
to decrease work effort, time on the job, productivity, and performance. When vicious incivility is not
decimated, job satisfaction and organizational loyalty will fall, which will have negative ramifications on
the organization like individual or class action lawsuits against the organization.
Intergroup Conflict
This type of conflict that exists among work groups, teams, and departments is a profound
threat to organizational competitiveness. In-group thinking is the main precursor to intergroup conflicts
through excessive cohesiveness among the in-group members. This leads them to view others outside
their group with disdainful perception while ascribing moral, ideological and apt superiority to
themselves over others. It is worth mentioning that ethnocentrism is a variant of in-group thinking.
53
Contact hypothesis is a recommended antithesis to intergroup conflict. According to the contact
hypothesis, the more the members of different groups interact, the less intergroup conflict they will
experience. (Pettigrew & Tropp, 2006)
Cross-Cultural Conflict
Cross cultural conflicts emanate from cross cultural differences and differing assumptions on
management styles, values, and attitudes. The propensity for success when conducting business across
cultures, often hinges on avoiding and minimizing actual or perceived conflicts. One of the acceptable
means of reducing cross cultural organization is by hiring an international consultant while a manger
with good cultural intelligence will also reduce cases of cross-cultural conflicts
Managing Conflicts
There are diversities of conflicts in organization and requisite skills with techniques are needed
to manage conflicts which are very paramount for mastery by managers against the challenges
triggered by conflicts. These requisite skills and techniques from the fulcrum of conflict management
and conflict resolution. Conflict management deals with reducing the negative facets of conflict and
enhancing the positive aspects of it while conflict resolution deals with removal of all manner of
conflicts (Alper & Tjosvold, 2000).
Negotiation
Negotiation can be defined as a give-and-take decision-making process involving
interdependent parties with different preferences (Neale & Bazerman, 1992). Negotiation in conflict
54
management is a method of settling differences as well as a process by which compromise is reached or
agreement made so as to avoid disputes. Common examples include labor–management negotiations
over wages, hours, and working conditions and negotiations between supply chain specialists and
vendors involving price, delivery schedules, and credit terms. Self-managed work teams with
overlapping task boundaries also need to rely on negotiated agreements.
Types of Negotiation
There are two types of negotiation and they are distributive and integrative Negotiation. A
distributive negotiation usually occurs when one person gains at the expense of the other. Integrative
negotiation happens when both parties have something favorable or beneficial from the agreement.
Distributive negotiation involves traditional win–lose thinking while Integrative negotiation calls for a
progressive win–win strategy.
Ethical Pitfalls in Negotiation
The success of integrative negotiation, such as added-value negotiation, hinges to a large extent
on the quality of information exchanged. Dishonesty, secrecy, misrepresentation of facts and other
unethical ploys will reduce trust and goodwill, both vital in win–win negotiation.
55
XIII. Global Leading
If you want to succeed in today’s volatile global economy, you must be prepared to do business
all around the world. International businesses have operations, partners, alliances and senior managers
representing virtually every global region. Many have more than one “headquarters,” signaling the
diversity of their thinking and perspective.
So, how do you learn to conduct international business effectively? You acquire a set of skills
that help you work across regional, national and subnational boundaries to propel your business
forward. Those skills include the following:
Overseas Experience
Many global executives understand what doing business in a flat world is like because they’ve
lived overseas, sometimes for decades at a time. If you want to become a successful international
business leader, transcending your own cultural perspective and learning how business is done in
different contexts is essential.
Deep Self-Awareness
Understanding your beliefs and knowing where they might differ from others’ is critical to
global executive success. Without this key characteristic, you will not be able to adapt to and tolerate
the deep-seated beliefs of others — and business opportunities will evaporate. Beware of the “I’m
right; you’re wrong” assumption.
56
Sensitivity to Cultural Diversity
Are you willing to eat raw fish? Snake? Raw monkey brains? Can you adjust your eating and
sleeping habits to match the local executives’ routines and patterns? In other countries, seemingly
minor things can be off-putting, such as sticking your chopsticks in your rice or touching someone with
your left hand.
Much of this insight comes from experience. You must have an intense interest in the lives and
cultures of others, recognizing that your culture and background are not inherently superior, to master
the global business arena.
Humility
Being interested in other cultures and how people in those cultures do things, especially with
regard to business, implies a certain humility. Humility here means a belief that other lands and cultures
have figured out very interesting answers to life’s problems. As a good international business person,
you must be open to and fascinated by those answers. This trait requires a willingness and ability to
listen well and with real intention.
Lifelong Curiosity
The world is constantly evolving. Without an intense curiosity and a desire to learn, you will be
left behind and increasingly unable to converse, much less keep up, with your peers. Staying abreast of
new learning opportunities requires a humble awareness that what you know is not enough and that
you always have more to learn.
57
Cautious Honesty
Surprisingly, the definitions of “honesty” and “truth” vary widely in the business arena. People
sometimes omit information or only tell the truth they think other people need to know. However you
design your ethics and morality in your personal life, in global business settings, executives need to
know they can count on you. If you don’t deliver on your business promises, your reputation will suffer.
Effective global leaders can balance the need to be cautious in different contexts while demonstrating
they can follow through.
Global Strategic Thinking
When you have a global perspective, you think strategically about managing business using the
best people from around the planet. Much of your ability to do this comes from a lifetime of networking
at the highest levels in global boardrooms and your aptitude for seeing how various pieces of global
industries play out internationally. To make strategic decisions for your company, you need to
understand how the business world works on a global scale.
Patiently Impatient
How do you become patiently impatient? You must be in a hurry and yet be patient enough to
allow the local and regional processes to unfold as they are meant to. Time and pace are not the same
in every country. Balancing the demands of hot competitive and technological trends with the pace of
local cultures can be frustrating to the uninitiated.
58
Well-Spoken
Given the challenges of working via interpreters or fumbling through conversations in more
than one language, the ability to say clearly what you mean is a key global business skill. If you converse
with others in their native language, you usually earn brownie points — however, if what you have to
say is obscure or unintelligible, you’ll quickly be in a deficit. Clear communication is a powerful
leadership trait to have on the global stage.
Good Negotiator
Doing business across ethnic, national and regional boundaries requires strong negotiating
skills. If you can add these skills to an innate enjoyment of the gamesmanship involved in negotiating,
you will become a highly effective negotiator.
Presence
A certain charisma surrounds you if you are an influential global leader. Part of it — but only
part — is position or title. The bigger portion is dress, self-confidence, energy level, interest in other
people and comfort with the challenges at hand. You may not want to believe these things matter, but
they do.
59
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Philippine Christian University

GRADUATE SCHOOL OF BUSINESS AND MANAGEMENT

LEADING VS. MANAGING

Apuang, Luisito Jr. R.

Ursolino, Erik Manuel B.

Dr. Bernadette O. Villaluz, Ph.D.

July 21, 2021

I. Trait Approach and Contingency Approaches to Leadership 4

II. Dimensions of Leadership 8

III. Leadership Behavior and Styles 12

IV. Developing Leadership Skills 22

VI. Leadership in Cross-cultural Environment 27

VII. Evaluating Leader 34

VIII. Women and Corporate Leadership 35

IX. Motivational Theories 41

X. Building Groups into Teams 44

XI. Intergroup Behavior 47

XII. Conflict and Negotiation 51

XIII. Global Leading 55

I. Trait Approach and Contingency Approaches to Leadership

and Contingency theory.

Trait Approach to Leadership

included characteristics such as self-confidence, intelligence, ambition, perseverance, assertiveness,

• Physical vitality and stamina

• Intelligence and action-oriented judgment

• Eagerness to accept responsibility

• Understanding of followers and their needs

• Skill in dealing with people

• Need for achievement

• Capacity to motivate people

• Courage and resolution

women tending to see successful leaders as male.

Contingency Approach to Leadership

The contingency theory of leadership supposes that a leader’s effectiveness is contingent on

you to be self-aware, objective and adaptable.

Contingency Theory of Leadership in the Workplace

● Maturity level of the employees

● Relationships between coworkers

● Typical work schedule

● Goals and objectives

● Standards for behavior

● Employees’ work styles

II. Dimensions of Leadership

Figure 1. 8 Dimensions of Leadership

1) The Pioneering Leader

2) The Energizing Leader

3) The Affirming Leader

feel comfortable, they may fail to deliver constructive feedback to others.

4) The Inclusive Leader

make timely decisions.

5) The Humble Leader

operating procedures over new and innovative ways of doing things.

6) The Deliberate Leader

challenge their methods or ideas.

7). The Resolute Leader

8) The Commanding Leader

III. Leadership Behavior and Styles

one end, to laissez-faire at the other, with a variety of styles in between.

1) Coaching Leadership Style

You may be a coaching leader if you:

● Offer guidance instead of giving commands

● Value learning as a way of growing