LEADERSHIP and DECISION MAKING

(to be accomplished during asynchronous schedule)

Please submit your output MS Word file to this email: rosalindacarpio1988@gmail.com. When
sending email, please follow the guidelines below:

1) in the subject of the email, indicate the course code, followed by your surname
name, first name, your course and section.

Example: ACTIVITIES IN PA 110/CARPIO ROSALINDA/ BPA III-1

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3) Deadline of Submission of the compiled activities will be on the week before your
final exam
 Activity 1

1) Synthesize the various definitions of leadership and come up with your own definition.
Explain briefly why you suggest this definition. You will be rated based on the relevance,
depth and substance of your definition.

Answer: I've heard a lot of different definitions of leadership, all of them are completely different from
one another. Most definitions of "leadership" include a section on directing people in the right path.
Growing up, we were taught that the leaders in our lives are our world leaders, teachers, parents, and
so on. They are folks who we have always admired. Who do we name as the leaders in our lives when
asked? Do we refer to the individuals I mentioned earlier? What's more, why do we say these people?
Our perceptions on leadership are defined by the attributes that these leaders in our lives possess.

We usually consider these people in our life to be "excellent leaders" because of their capacity to inspire
us to make great changes in our lives. We want our activities to mirror what those leaders do on a
regular basis. Rather than managing what they do, leaders bring about good change in others. When
thinking about the individuals in our lives, it's vital to consider the influences they've had on us. We want
to be surrounded by leaders who will have a favorable impact on us. When considering the definition of
leadership, consider the good impact they have had on your life and how it has influenced who you are
today.

Another aspect of the "excellent leaders" in our lives is coming to grips with the attributes you believe
they possess that make them a good leader. There have been several studies conducted and
methodologies attempted to establish a guideline for what is considered to be a good leader, but
ultimately, it is a matter of personal preference. When I asked my family what attributes they think make
a good leader, they mentioned honesty, support, patience, and loyalty. When asked this question, I
would say certain things that are similar, but some things that are distinct. Everyone has their own ideas
about what it means to be a leader, which is why I don't believe leadership can be defined. There are
dictionaries that define leadership; however, your idea of leadership is based on your personal
perception.

What is my definition of leadership? Leadership, in my opinion, is your own interpretation of what it

means to be a good leader. This person would be powerful, supportive, and empathetic in my opinion. It
is someone who enlists the assistance of others to act as a guide along the path. My idea of leadership
may differ significantly from that of a friend or sister, but the key thing is that each viewpoint emphasizes
various attributes that make a successful leader. From your point of view, leadership is someone who
possesses unique attributes that push us to make great changes in our lives.

2) What is the vision of Pangasinan State University? In not less than 5 sentences, explain
how you can contribute to the realization of the vision of PSU.
Answer:
The Pangasinan State University, through instruction, research, extension, and production, commits to
develop highly principled, morally upright, innovative, and globally competent individuals capable of
meeting the needs of industry, public service and civil society.

Pangasinan State University's goal encompassed compassion, empathy, and respect for the unique
contributions that each student makes to the learning process. I believe that all pupils have the ability to
learn and that their learning potential is unknown and unpredicted. The teacher's purpose, in my opinion,
should be to develop pupils' minds as powerful thinkers and problem solvers. Education, in my opinion,
is a profession in which practice and theory are constantly and dynamically interacting to drive
curriculum, pedagogy, and educational leadership.
 Activity 2

1. Differentiate the different sources of power. In what specific situations can they be
usually observed?
Answer:

 Legitimate power
Legitimate power is the power that comes from job titles, positions, and roles. Many organizations are
very top-down, where leadership drives peoples’ agendas. While legitimate power can be very effective
in aligning strategies and actions, it can also be a balancing act, where you want great ideas to circulate
from the frontline. The key with legitimate power is to focus on what, when and why of agendas, but let
people solve the “how”.

 Reward power
Reward power is the power to influence and driver performance through rewards and recognition.
Reward power is effective when leaders align the right incentives to the performance they desire.
Surprise rewards (e.g., a gift card for a job well done) and simple recognition (e.g., a thank you) are
often more impactful than monetary rewards. Give out sincere thank yous and small tokens of
appreciation to wield your reward power.

 Expert power
Expert power is the most enduring and respected power. We’ve all seen this power when someone
really knows what they are doing. Maybe they’ve had previous experience or are a great problem solver,
but they are going to go far given their expertise, skills, and knowledge. Mastering the tools in this book
will get you a long way in building your expert power.
  Referent power
Referent power is the power to influence others using your personality traits, interpersonal skills, and
integrity. Referent power is in those people that have a presence about them and a strong track record.
They often have people that want to follow them and their leadership.

 Connection power
Connection power is the power to connect people and ideas. People with a lot of connection power are
often called power brokers. They feed off connecting people and ideas and often create a lot of value in
this role.

 Information power
Information power is the power to influence through facts and data. Information is the basis of fact-
based decision making and leadership. Analytically strong people typically have positive information
power. On the flip side, we’ve all run into a gatekeeper or information hoarder. They seem to thrive off
the negative power and control they get for hoarding and keeping information from others.

 Coercive power
Coercive power is the power to make someone do something through threats and coercion. “I will take
this away if you don’t do this…” It is the most negative uses of power and often raises its ugly head in
organizations. When you do see coercive power being used, try to understand why someone is using it.
Is it for personal gain, fear of failure, anger? The use of coercive power can be a sign of cultural issues
in the organization.

The first step in employing the 7 sources of power is to become aware of them. Which of the seven
power sources do you employ? What is the nature of your leadership? Who are the members of your
team? Make a tally of everything you see and make comments about it.

Build a personal power plan, which is your strategy for reducing negative usage and increasing positive
use of the 7 Sources of Power, once you've identified what you generally utilize.

You might wish to employ additional reward power with your team, such as surprise rewards and
recognition programs. You might want to utilize more expert and information power in the form of fact-
based recommendations and strategies as part of your leadership. In meetings, you can wish to
increase your referent power by being more confident, speaking out, and cultivating more personal
relationships. Organize group lunches and dinners with intriguing people to boost your connection
power. Consider your power strategy and put it into action. You might be astonished at how much easier
it is to persuade your boss and team members.
 2. The following are “some” of the world’s prominent leaders. Identify their source of power
and explain your bases for identifying their source of power.

1. Nelson Mandela

The Exercise of Power

What we certainly can learn and imitate is Mandela’s magnificent exercise of power. To quote another
seminal leader, Vaclav Havel, “The exercise of power is determined by thousands of interactions
between the world of the powerful and that of the powerless, all the more so because these worlds are
never divided by a sharp line: everyone has a small part of himself in both.”
Leadership – even business leadership – lies at this intersection. It differs from authority or position,
which Mandela certainly had. It is not driven by money or intimidation. It is character or purpose-driven,
the character he brought to his work, the character and behavior consistent with the character that
leads. According to an Op Ed piece in the Washington Post, “he had the gift of making all those he met
feel better about themselves.”
According to the man they call Mandiba, there is either hope in a situation, or there is not. You are
united, or you are not. You forgive, or you do not. You are educated, or you are not. You are afraid, or
you triumph over it. These are characteristics a business should exercise and can develop. It is either
this leadership legacy, or it is not:
“We must use time wisely and forever realize that the time is always ripe to do right. ”It always seems
impossible until it’s done. “When the water starts boiling it is foolish to turn off the heat. ”A leader. . .is
like a shepherd. He stays behind the flock, letting the nimblest go out ahead, whereupon the others
follow, not realizing that all along they are being directed from behind. “It is wise to persuade people to
do things and make them think it was their own idea.”

2. Manny Pacquiao

Referent power

Manny Pacquiao, the Filipino boxer who has won multiple world titles in eight different weight divisions,
credits his inspiration and power to his upbringing and upbringing. Manny grew up on the streets of the
Philippines, homeless and poor. He was eventually given the chance to box as an amateur and was
provided with food and a place to stay.
That's how the "Pacman" got his start. It's a true "rags to riches" narrative that Manny achieved via
sweat, hard work, and his incredible fighting abilities. In interviews, Pacquiao makes it plain that he
never wants to forget where he came from and how he had to scrape by just to stay alive.

Pacquiao's popularity in the Philippines stems from his genuine concern for his countrymen. When it
comes time for him to retire, his political potential is limitless.
Manny has already amassed a net worth of well over $100 million in the ring, and he is about to sign a
multi-million-dollar endorsement agreement with Nike.
Manny is also a devout Christian. Before and after every fight, win or lose, he never forgets to thank
God for his blessings. When he kneels in his corner in prayer, he is not putting on a show for the crowd.
In Manny Pacquiao, what you see is what you get.
 3. Pope Francis

Legitimate power

Papal supremacy is the Catholic Church's doctrine that the Pope, as Vicar of Christ, the visible source
and foundation of the unity of the bishops and the entire company of the faithful, and as pastor of the
entire Catholic Church, has full, supreme, and universal power over the entire Church, a power that he
can always exercise unhindered: that, in short, "the Pope enjoys, by divine institution, supreme, full,
immediate, and universal power over the entire Church."

4. Xi Jinping
Consolidation of power

Political analysts have dubbed Xi the most powerful Chinese leader since Chairman Mao Zedong,
particularly since presidential two-term limitations were abolished in 2018. Xi has made a significant
departure from his post-Mao predecessors' communal leadership techniques. To disrupt government
bureaucracy, he has centralized his power and formed working groups with himself at the helm,
establishing himself as the unmistakable core figure of the new administration. Beginning in 2013, the
party under Xi established a succession of new "Central Leading Groups," which are supra-ministerial
steering groups designed to bypass existing institutions and presumably make policy-making more
efficient.
The Central Leading Group for Comprehensively Deepening Reforms is the most notable new body. It is
claimed to have displaced some of the power previously held by the State Council and its premier in
terms of economic restructuring and social changes. Xi was also appointed as the head of the Central
Leading Group for Internet Security and Informatization, which is responsible for cyber-security and
Internet policy.
The CCP's National Security Commission, chaired by Xi, was also established at the Third Plenum in
2013, according to observers, to enable Xi solidify control over national security concerns. Xi "has
surrounded himself with cadres he met while stationed on the coast, Fujian and Shanghai, and in
Zhejiang," according to at least one political scientist. Control of Beijing is seen as crucial to Chinese
leaders, and Xi has chosen Cai Qi, one of the cadres mentioned above, to manage the capital.

You will be rated based on the relevance of the identified concepts to Public Administration and the
clarity and substance of your justification.

Nelson Mandela Xi Jinping Manny Pacquiao Pope Francis

Activity 3

Read and comprehend the case below. Subsequently, In not less than 5 sentences, answer
the questions intelligently.

She is among the top 100 most influential people according

to Time magazine’s 2008 list. She is also number 5 in Forbes’s “Most
Influential Women in the World” (2007), number 1 in Fortune’s “50
Most Powerful Women” (2006), and number 22 in Fortune’s “25 Most
Powerful People in Business” (2007). The lists go on and on. To those
familiar with her work and style, this should come as no surprise: Even
before she became the CEO of PepsiCo Inc. (NYSE: PEP) in 2006, she
was one of the most powerful executives at PepsiCo and one of the two
candidates being groomed for the coveted CEO position. Born in
Chennai, India, Nooyi graduated from Yale’s School of Management
and worked in companies such as the Boston Consulting Group Inc.,
Motorola Inc., and ABB Inc. She also led an all-girls rock band in high
school, but that is a different story.

What makes her one of the top leaders in the business world today? To start with, she
has a clear vision for PepsiCo, which seems to be the right vision for the company at this point
in time. Her vision is framed under the term “performance with purpose,” which is based on two
key ideas: tackling the obesity epidemic by improving the nutritional status of PepsiCo products
and making PepsiCo an environmentally sustainable company. She is an inspirational speaker
and rallies people around her vision for the company. She has the track record to show that she
means what she says. She was instrumental in PepsiCo’s acquisition of the food conglomerate
Quaker Oats Company and the juice maker Tropicana Products Inc., both of which have healthy
product lines. She is bent on reducing PepsiCo’s reliance on high-sugar, high-calorie
beverages, and she made sure that PepsiCo removed trans fats from all its products before its
competitors. On the environmental side, she is striving for a net zero impact on the environment.
Among her priorities are plans to reduce the plastic used in beverage bottles and find
biodegradable packaging solutions for PepsiCo products. Her vision is long term and could be
risky for short-term earnings, but it is also timely and important.

Those who work with her feel challenged by her high-performance standards and
expectation of excellence. She is not afraid to give people negative feedback—and with humor,
too. She pushes people until they come up with a solution to a problem and does not take “I
don’t know” for an answer. For example, she insisted that her team find an alternative to the
expensive palm oil and did not stop urging them forward until the alternative arrived: rice bran
oil.

Nooyi is well liked and respected because she listens to those around her, even when
they disagree with her. Her background cuts across national boundaries, which gives her a true
appreciation for diversity, and she expects those around her to bring their values to work. In
fact, when she graduated from college, she wore a sari to a job interview at Boston Consulting,
where she got the job. She is an unusually collaborative person in
 the top suite of a Fortune 500 company, and she seeks help and information when she needs it.
She has friendships with three ex-CEOs of PepsiCo who serve as her informal advisors, and
when she was selected to the top position at PepsiCo, she made sure that her rival for the
position got a pay raise and was given influence in the company so she did not lose him. She
says that the best advice she received was from her father, who taught her to assume that
people have good intentions. Nooyi notes that expecting people to have good intentions helps
her prevent misunderstandings and show empathy for them. It seems that she is a role model to
other business leaders around the world, and PepsiCo is well positioned to tackle the
challenges the future may bring.

Source:
https://2012books.lardbucket.org/books/an-introduction-to-organizational-behavior-v1.

1. Indra Nooyi is not a typical CEO. How does she differ from your idea of what a typical
CEO is like? How do you think your current image of CEOs was created?

Answer: She is not a typical CEO. She has a clear vision for PepsiCo. Her vision made her one of the
top leaders in the business in the world. It is as follows. She has a vision for the future of her company,
PepsiCo. The first is to improve the nutritional status of products manufactured by her company and to
cope with the prevalence of obesity. Second, the company, which manufactures and markets soft drinks
and various foods, is focusing on making it an environmentally sustainable company. The vision of
preparing for the future for her company, focusing on achieving her goals, makes her the top leader of
the business community, and enables people to join forces around her vision.

2. Indra Nooyi is touted as being “unusually collaborative” for someone in charge of a

Fortune 500 company. Why do you think her level of collaboration is so unusual for top
executives?

Answer:
She is not afraid to give people bad comments, and she does so with a sense of humour. She doesn't
take "I don't know" for an answer and pushes people until they find a solution to an issue.

3. Do you think Nooyi’s story represents a transition of American companies to a different

type of leader or simply a unique case?

Answer:
When Indra Nooyi became the CEO of PepsiCo, she broke the glass ceiling for immigrants and women
by becoming one of the world's most powerful corporate executives in charge of a billion-dollar
company. Nooyi was one of only a few dozen women at the helm of America's 500 largest corporations
at the time. PepsiCo negotiated an economic downturn under her leadership, fended off dissident
investors, and raised public and policy awareness on topics like obesity and environmental protection.
As a result of her perseverance, the company's revenues went from $35 billion to more than $63 billion,
and its stock price increased by about 80%. Nooyi steered PepsiCo toward environmental stewardship,
cutting water consumption and carbon footprint while increasing recycling.

She was also a trailblazer in the adoption of healthier products, broadening the range from 'fun' to 'better
and good.' Despite these accomplishments, Nooyi's rise has not propelled a slew of women to the top of
corporate America.
Nooyi's departure follows on the heels of numerous other female CEOs' departures. As inspiring as her
ascension has been for Indians and women, there is no simple path to more female dominance on
corporate boards.

Nooyi is known for claiming that a woman can't have it all, which implies that women must sacrifice their
personal lives in order to achieve professional success. This will continue to be the case as long as
misconceptions about men's and women's duties in the family persist.

Women do significantly more housework, care for children, and look after elderly relatives than males.
We may see more Nooyis rising if males could bring themselves to take on half the strain of such job.

4. If you were in Indra Nooyi’s shoes, what direction would you take the company, given
the success you have had thus far? What are some challenges that you think could arise
in the near future for PepsiCo?

Answer:
Reduced revenue, environmentalist criticism, and the health effects of cola products, as asserted by
certain health experts, are among the primary topics presented in PepsiCo's case study. For the
company to succeed in the market, these challenges must be addressed.

Many times, the problems that are visible within an organization are symptoms of larger problems that
must be addressed for a company to succeed in the market. The aforementioned concerns are signs of
PepsiCo's major problems. To come up with an efficient solution, managers must first comprehend the
difficulties. The researcher will discuss these issues in this study in order to establish how they can be
addressed.

5. What are some challenging the CEO/Leaders faces today that were not an issue at that
time? What are some aspects that make the position easier in modern times?

Answer:
Morale

The past year has been stressful for everyone— leaders and employees alike. Today’s CEOs are
challenged to motivate a highly dispersed workforce with diverse needs. They need to keep employees
motivated, productive and engaged, while avoiding burnout and inspiring the organization for what could
be a tough recovery ahead.

Diversity

Pandemic or not, companies need to remain focused on the issues of inequality and systemic bias,
embracing an appreciation for diversity in all its forms.

Recent studies show that the disappearance of women from the workforce will worsen due to pandemic
burdens being shouldered by women, undermining diversity, wiping out hard-fought gains in leadership
and pay-equity, and robbing the future talent pipeline of female leaders. CEOs will need to approve new
measures to retain talent and generate loyalty to remain competitive now and protect women leaders for
their leadership pipeline.

Attracting and retaining top talent

At the best of times, attracting and retaining talent is a top priority for CEOs. Given the effect the
pandemic has had on the job market, one might imagine this task is easier than ever. Unfortunately,
that’s far from the truth.

While there may be more candidates than usual, attracting quality talent and retaining top performers
remains a struggle, worsened by Covid-19 and its effects on the workplace. We are facing a tight labor
market. For mature economies like the U.S., Germany and Japan, demand is exceeding supply at
historic levels, whereas for emerging markets, the challenge is a shortage of qualified candidates, not a
lack of people.
Building A Strong Management Team

Having a strong management team will have the most impact on any challenge a CEO is struggling with.
Amid the pandemic, strong management teams have never played a more important role. This crisis has
highlighted the critical need for both talented leaders and for empowering those leaders and the teams
around them. Many have risen to the challenge, working hard to ensure their organizational missions
and longer-term survival while simultaneously focusing on the immediate safety and welfare of their
people.

Developing next-generation leaders

In recognizing the need to invest in succession planning for future achievement, there is a high need to
develop future-ready leaders. CEOs must shift their focus to upskilling current employees and retrain
them for more important positions. Promoting employees from within the organization shows that an
employer is willing to invest in their career growth. This sentiment can go a long way in retaining top
talent. Baby boomers are retiring by the thousands. Putting effort into succession planning is necessary
to proactively guard against losses in knowledge or an understaffed C-suite.

Nurturing A Strong Company Culture

Culture is the unique force that connects people in a company. This is the time to power up your culture
to help you attract and retain top talent and climb out of the crisis stronger. In this economic
environment, CEOs need to remember that short-term financial metrics are just one part of the equation.
They need to place even more emphasis on building and maintaining a strong company culture, actively
working on ways to make their companies attractive and enticing places to work.