MODULE 11

LEADERSHIP

I. Learning Objectives

 Define leadership and distinguish between leadership and management

 Discuss the different approaches to leadership
 Explain the concepts of transformational, transactional, charismatic,
 servant, and authentic leadership
 Describe the contemporary approaches to leadership

II. Lessons

Leadership
 Definition of leadership and management
 Approaches to leadership
 Transformational leadership
 Transactional leadership
 Charismatic leadership
 Servant leadership
 Authentic leadership
 Contemporary approaches to leadership

References
Bauer, T. & Erdogan, B. (2012). An introduction to organizational behavior. Creative Commons.
Retrieved from https://2012books.lardbucket.org/pdfs/an-introduction-to-organizational-
behavior-v1.1.pdf
George, J. M. & Jones, G.R. (2012). Understanding and managing organizational behavior. Prentice Hall.
Retrieved from
https://www.sweetstudy.com/sites/default/files/q5/13/09/understanding_and_managing_organizat
ional_behavior_6th_edit..._0.pdf

III. Case Study

Martha’s Leadership
Martha recently took over as the general manager of Goody Enterprises after its general manager retired
upon reaching 60 years old. Martha is fresh from her master’s degree in Business Administration.
Martha has always wanted to make a difference in everything she does and she believes that her
predecessor has practiced some traditional style of management such as being bureaucratic and
authoritarian. Martha has learned that for Goody Enterprises, she should exercise a participative style of
management.
Goody is one of the more popular brands of slippers and shoes. Many of its workers are already nearing
retirement, or those with ages 50 years old. Some are in their 30s and 40s. Martha took over the general
manager position when her father decided to put her in the factory. Incidentally, her father had inherited
the factory from his parents who has instilled with the family the legacy of quality slippers and shoes.
On her first day as general manager, she remembered all the case studies, journals and readings from her
MBA. She thought that the factory needs a participative style and her office would always be open to
everybody. She started to put suggestion boxes in every area. She also installed an employee of the
month for the office posts, sales representative of the month for the sales agents, and worker of the month
for the factory workers—all outstanding employees in each month.
There were also teams that were designed to provide projects and plans and to foster more open
communication and camaraderie among the employees. The monthly meetings gave the employees the
opportunity to have more hand in planning and their suggestions are more valued and well-taken.
Initially, in the next few months, Martha felt that she succeeded in putting all these changes in the
company. She felt that they appreciate the changes which would make the employees happier while at
work.
But on the 4th month, some of the employees who were members of the different teams started to absent
themselves in the meetings. These employees were the older ones, or those in their 50s. They instead
went to see Martha and aired their apprehension in attending the meetings. They said that they felt
uncomfortable in giving suggestions and they were much better in just doing their daily routine in the
factory.
Martha felt disappointed and she started asking herself what went wrong with the changes? She was about
to introduce the use of a computerized system of making the shoes and she has already called up the
operator of the new machine who would train the workers. What will she do now? It seems that the
changes seem unappreciated more so unwelcomed after all.

Case Questions:
1. Is there something wrong with Martha’s leadership?
2. Were the changes introduced too drastic?
3. Would she continue her plans?
4. What will she do now?
5. Is it normal for the workers to react that way? Why or why not?

Source:

Zarate, C.A. (2012). Organizational behavior and management in Philippine organizations. Rex Publishing.

IV. Supplemental Readings

Importance of Organizational Behavior to Managers

Organizational behaviour is an essential aspect for managers in an organization, because they deal with
humans in the organization, with full understanding of their behavior will gives the manager a full control
of the personnel working with him. For a good managerial qualities, A manager must be able to know his
subordinate well so as to work with them in good harmony to achieved the organizational goals and
objectives.

addition to the basic functions of Planning, Organising, Directing and controlling, managers have to
perform many managerial roles which can be termed as Organised set of behaviours .

These roles are developed by Henry Mintzberg in 1960s after acareful study of executives at work. These
roles are divided into three categories.
1. Interpersonal roles
2. Information roles
3. Decision roles

Interpersonal roles
Managers have to spend consirable amount of time in interacting with other people, both with their own
organisations as well as outside.
These people include Peers, subordinates, superiors,suppliers, customers, government officials and
community leaders.
All these interactions require an understanding of interpersonal behaviour.
Studies whow that interacting with people takes up nearly 80% of manager’s time.

The important interpersonal roles are:-

1. Figure/Lead role – managers act as symbolic figureheads performing socialor legal obligations. These
duties include greeting visitors, signing legal documents, taking important customers to lunch, attending a
subordinates wedding and speaking at functions in schools and churches. As a manager, you have social,
ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you
as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or perhaps your entire
organization; and it's where you manage the performance and responsibilities of everyone in the group.
He must be an ideal leader so that his subordinates follow his directions and guidelines with respect and
dedication
3. Liaison – Managers must communicate with internal and external contacts. He must be able to network
effectively on behalf of organization. In this role managers build their own external information system.
This can be achieved by attending meetings and professional conferences, personal phone calls, trade
journals and informal personal contacts with outside agencies.

Information Roles
A manager, by virtue of his interpersonal contacts,emerges as a source of information about a variety of
issues concerning an organisation.
In this capacity of information processing, a manager executes the following three roles:-

1. Monitor – In this role, he regularly seek out information related to organization and industry, looking
for relevant changes in the environment. He monitor his team, in terms of both their productivity, and
their well-being. Managers constantly scanning their internal and external environment for this purpose.

2. Disseminator – This is where he communicate potentially useful information to his colleagues and his
team. The managers must transmit the information regarding changes in policies or other matters to
subordinates, their peers and to other members of an organisation,

3. Spokesperson – Managers represent and speak for their organization. In this role he is responsible for
transmitting information about his organization and its goals to the people outside it.
Decisional Category A manager must make decisions and solve organisational problems on the basis of
environmental information’s received.
In this respect managers play four important roles :-
1. Entrepreneur – As a manager, he create and control change within the organization. This means solving
problems, generating new ideas, and implementing them. Managers, as entrepreneurs are constantly
involved in improving their units and facing the dynamic technological challenges

2. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager
who must take charge. He also need to help mediate disputes within it. The managers are constantly
involved as judge in solving conflicts among the employees and between employees and management.

3. Resource Allocator – He also need to determine where organizational resources are best applied. This
involves allocating funding, as well as assigning staff and other organizational resources.

4. Negotiator – Managers need to take part in, and direct, important negotiations within his team,
department, or organization. He has to negotiate deals and agreement within and outside of an
organisation. He negotiate contracts with unions. Sales managers may negotiate prices with prime
customers. Purchase managers may negotiate prices with vendors.

Source:

Organizational Theory and Behavior (2015). University of Calicut, School of Distance Education