ORGANIZATIONAL

LEADERSHIP
 Learning Outcomes

1 explain what organizational leadership is:

2 distinguish between leadership and management,

3 Describe different organizational leadership styles.

4 explain what situational leadership, servant leadership are;

and
5 5discuss how to sustain change in an organization
 Let’s draw

Present or draw an object that

symbolizes a leader of an
organization. Explain your symbol of
leadership.
• Who is an organizational leader?
• What do organizational leaders do? NEIL
• What qualities do they possess? TRAN
Content
Department
Organizational
Leadership
Leaders help set strategic goals
for the organization while
motivating individuals within the
organization to successfully
carry out assignments in order
to realize those goals.
It works towards what is best for
individual members and what is
best for the organization as a
group at the same time.
It is an attitude and a work ethic
that empowers an individual in
any role to lead from the top,
middle, or bottom or an
organization.
 Leadership vs Management
▪ Are leadership and management synonymous?
▪ Is a leader a manager or is a manager a leader?
▪ If I am a good leader, does it follow that I am also a
good manager? Or If I am a good manager, am I at
the same time a good leader?
 MANAGERS vs LEADERS
Andrew E. Dubrin (2006)

Managers Leaders
Administer Innovate
Their process is transactional; meet objectives and delegate Their process is transformational; Develop a vision and find
tasks. a way forward

Work focused People focused

The goal is to get things done. The goals include both people and result. They care about
They are skilled at allocating work you and want you to succeed.

Have subordinates Have followers

They created circles of power and lead by authority. They create circle of influence and lead by inspiring

Do things right Do the right thing

Managers enact the existing culture and maintain status quo. Leaders shape the culture and drive integrity.
 Types of Skills Demanded by Leaders

1 Technical Skills

2 Human Skills

3 Conceptual Skills
LEADERSHIP STYLES

Autocratic Leaders

Consultative leaders

Democratic leaders

Laissez faire or free-rein leadership style

 BEHAVIOR STYLES IN SITUATIONAL
LEADERSHIP

S1 S2 S3 S4

PARTICIPATING/
SELLING/DIRECTING TELLING/COACHING DELEGATING
SUPPORTING
Individuals are
Individuals lack the Individuals are experienced at the task,
Individuals are more able
specific skills required for experienced and able to and comfortable with
to do the task; however,
the job in hand and they do the task but lack the their own ability to do it
they are demotivated for
willing to work at the task. confidence or the well. They are able and
this job and task.
They are novice but willingness to the on willing to not only do the
Unwillingly to do the task.
enthusiastic. responsibility. task, but to take
responsibility for the task.
 SERVANT
LEADERSHIP

▪ It begins with the natural feeling that one wants to

serve. Then conscious choice brings one to aspire
to lead. -Robert K. Greenleaf (1977)
▪ The first desire of a servant leader is to serve by
means of leading.
▪ “public servant” refer to assigned and elected
officials of the government to emphasize the fact
that they indeed a servants of the people.
 SERVANT
LEADERSHIP
The greatest teacher said:

▪ “… and whoever wants to be first among you must be your

slave.” (Mathew 20:27)
▪ “The greatest among you shall be your servant” (Mathew
23:11)
▪ “If anyone wants to be first, he must be the last of all and the
servant of all” (mark 9:35)
▪ “You know the pagan ruler make their powers felt. But it shall
not be this way among you. Instead, however wants to
become great among you must be your servant.” (Mark
10:43)
 SERVANT
LEADERSHIP

▪ It seeks to involve others in decision making, is

strongly based on ethical and caring behavior, and
enhances the growth of workers while improving the
caring and quality of organizational life.

▪ The school head who acts as a servant leader forever

remembers that he/she is there to serve his/her
teachers, the students, the parents, etc. and NOT the
teachers, learners, parents to serve him/ her.
Transformational Leadership

The fours I's of transformational leadership (Bass, 1985, 1990, 1995, 2008)
Transformational Leadership

is not content with status quo and sees the need to transform the way the
organization thinks relates and does things.

sees school culture as it could be and should be not as it is and so plays

his/her role as visionary, engager, leaner collaborator, and instructional
leader.

To do this the transformational leader combines charisma inspirational

leadership and intellectual stimulation to introduce innovation for the
transformation of the organization.
 Sustaining Change
Here are the following advice to ensure that the
innovation leads to transformation (Morato, Bayan ABS-
CBN):

1. Seek the support of the stakeholders

2. Get people involved early and often
3. Plan a communications campaign to “sell” the innovation
4. Ensure that the innovation is understood by all
5. Consider timing and phasing
THANK YOU