FUNCTIONS OF MANAGEMENT: LEADING

We have what we call Five (5) functions of management namely: a) planning, b) organizing, c)
staffing, d) leading, and e) controlling. Leading refers to the process of influencing and prompting
the members of organization to works together with the interest of the organization.
There are three (3) parts of the leading processor system:
A) MOTIVATION — the desire and action towards a goal-directed behavior. There are two types
of motivation, intrinsic and extrinsic motivation. Intrinsic motivation is where a work behavior is
performed the inherent values for itself. This satisfies the person itself. While extrinsic motivation
is where a work behavior is performed to acquire some reward.
Theories of Motivation
1. Content Perspectives - focuses on people's underlying needs and labels it as a motivation.
Proponents of Content Perspective Theories
a) Clayton Alderfer (ERG Theory)
> If a person fails to fulfill a higher-level needs, then a person may seek and fulfill a lower-level
needs instead.
b) Frederick Herzberg (Two-Factor Theory)
> It argues that job satisfaction and dissatisfaction exist in two different continua, each with its
own factors. Motivation factors that increase the job satisfaction and hygiene factors that prevents
job dissatisfaction.
c) Abraham Maslow (Hierarchy of Needs)
> One of the most influential theories on workplace motivation. This suggests that human beings
have hierarchy of needs, physiological needs at the bottom which we must prioritize more and
self-actualization needs at the top which we must prioritize less.
d) David McClelland (Theory of Acquired Needs)
> Individuals acquire three (3) types of needs as a result of their life experiences, having one of
the three main driving motivators; the needs of achievement, affiliation, and power.
2. Reinforcement Perspectives - looks at the relationship between behavior and its
consequences.
Proponents of Reinforcement Perspectives
a) Ivan Pavlov (Behavioral Conditioning) and B.F. Skinner (Operant Conditioning) under
Direct Reinforcement
> Aims at achieving the desired level of motivation among the employees by means of
reinforcement, punishment, and extinction.
b) Albert Bandura (Social Learning Theory)
> The importance of observing, modelling, and imitating the behaviors, attitudes, and emotional
reactions of others are emphasized.
3. Process Perspectives - how people select behavioral action to meet their needs and
determining it their choices were successful.
Proponents of Process Perspectives
a) Edwin Locke and Gary Latham (Goal Setting Theory)
> Five principles namely: clarity, challenge, commitment, feedback, and task complexity, were
identified by Locke and Dr. Latham, in 1990.
b) J. Stacy Adams (Equity Theory)
> The level of reward we receive, compared to our own sense of contribution, affects our
motivation. This considers the conce6of equality and fairness, as well as the importance of
comparison to others
c) Victor Vroom (Expectancy Theory)
> This is based in assumption which our behavior is based on making a choice consciously from
a set of possible alternative behaviors.

B) LEADERSHIP — process of inspiring and influencing a group of people to achieve a common

goal.
Theories of Leadership
1. Trait Theory - States that leaders are born with inborn traits. The effectiveness of leadership
under this theory is based on the characteristics of the leader. And also states that height, weight,
affects the effectiveness of leadership.
2. Behavioral Theory - States that leaders are not born but can be trained and developed. The
effectiveness of leadership under this theory is based on learned skills. And also states that
physiological traits do not have use in this theory.
Contemporary Theories of Leadership
1. Fielder Model - States that the leader's effectiveness depends in the extent to which his/her
skill is fitted to actual situation.
2. Hershey-Blanchard Model - Focuses on subordinates' readiness to its vabili6and willingness
to accomplish a specific work.
3. Path-Goal Theory - States that a leader's task is to lead his other followers in achieving their
goal by orovidi6ghem directions.
4. Transactional Leadership Model - leader's guide their subordinates towards achievement by
using social exchange offering rewards in exchange of productivity.
5. Transformational Leadership Model - leaders inspire followers to achieve extraordinary
outcomes.
6. Team Leadership Theory - leadership is increasingly taking place within a team context.
7. Servant Leadership Theory - States that servant-leaders must focus on increase and service
to others rather than to one's self.
8. Charismatic Leadership Theory - states that leaders who have a charismatic personality are
able to influence their subordinates.
9. Visionary Leadership Theory - states that leaders are able to make their subordinates follow
because of their ability to create, articulate visions.

C) COMMUNICATION — act or process of transferring/exchanging information by mwans of

words, signs, signals, sounds, emotions, to someone.
Communication Flows in Different Directions
a) Vertical Communication - people belonging to different organization levels
b) Horizontal Communication - people belonging to same hierarchal level.
c) Upward Communication - from an employee (lower hierachal level) to the boss (higher
hierarchical level).
d) Diagonal Communication - communication with someone belonging to a different departments
and in different hierarchical level.
Barriers to Communication
> Filtering
> Emotions
> Information Overload
> Defensiveness
> Language
> National Culture