PA 124: LEADERSHIP

IN THE PUBLIC SECTOR

MARTIAL LAW BY THE NUMBER
LEADERSHIP THEORIES
BEHAVIORAL APPROACH

(Leadership Skills: Tasks and Relationship)

- These theory of leadership is based upon the belief that great

leaders are made, not born.
- Rooted in behaviorism, this leadership theory focuses on the actions
of leaders not on mental qualities or internal states.
- According to this theory, people can learn to become leaders
through teaching and observation.
- The behavior approach says that anyone who adopts the
appropriate behavior can be a good leader
LEADERSHIP THEORIES

LINEAR MODEL
LEADERSHIP THEORIES

TWO-DIMENTIONAL MODEL
LEADERSHIP THEORIES

Blake, Mouton, McCanse’s Managerial Grid, 2018

LEADERSHIP THEORIES
Blake, Mouton, McCanse’s Managerial Grid, 2018

- Leaders tend to rely on one dominant style

- Leaders sometimes have a backup or secondary style orientation

- The most effective style is the team management (9,9) approach

that is high in both concern for people and production
LEADERSHIP THEORIES
SITUATIONAL LEADERSHIP

- developed by Dr. Paul Hersey and Kenneth Blanchard

- there is no one “best” style of leadership
- the ”best” style will depend on the situation: the task
to be performed and the team performing it
- leaders weigh these different variables affecting their
situation then select their leadership style
LEADERSHIP THEORIES
LEADERSHIP THEORIES
TRANSACTIONAL LEADERSHIP
Leadership by James McGregor Burns
- Most concerned with satisfying the psychological, safety and belonging
needs of followers
- These leaders exchange rewards and privileges for desirable outcomes
- “would trade a weekend pass for clean barracks”
LEADERSHIP THEORIES
TRANSACTIONAL LEADERSHIP
Bernard Bass and Associates: Transactional Factors

Contingent Reward
- Provide awards for effort
- Recognize good performance

Management-by-Exception
- Maintain the status quo
- Intervene when subordinates do not meet acceptable performance
levels
- Initiate corrective action to improve performance

(Johnson and Hackman, 2018)

LEADERSHIP THEORIES
TRANSACTIONAL LEADERSHIP

- criteria for good performance and anticipated rewards

- monitoring and evaluating compliance
- giving bonuses, rewards
- punishing poor performance
LEADERSHIP THEORIES
TRANSFORMATIONAL LEADERSHIP

Take it to next level and attempt to engage the entire

person to satisfy the lower and higher level of needs
LEADERSHIP THEORIES
TRANSFORMATIONAL LEADERSHIP

Ultimately, it ”transforms” followers into leaders

5 key characteristics
1. Creative – challenge business–as-usuals
2. Interactive – they are engaged
3. Visionary – explain concise and concrete language
on where do they want to go with sense of purpose
4. Empowering – allowing followers want they want to
be; allow them to grow
5. Passionate – true believers of their cause
LEADERSHIP THEORIES
TRANSFORMATIONAL LEADERSHIP

Ultimately, it ”transforms” followers into leaders

5 key characteristics
1. Creative – challenge business–as-usuals
2. Interactive – they are engaged
3. Visionary – explain concise and concrete language
on where do they want to go with sense of purpose
4. Empowering – allowing followers want they want to
be; allow them to grow
5. Passionate – true believers of their cause
LEADERSHIP THEORIES
CHARISMATIC LEADERS

Charisma
“a certain quality of an individual personality, by virtue
of which he is set apart from ordinary men and treated
as endowed with supernatural, superhuman, or at least
specifically exceptional powers or qualities” - Weber
LEADERSHIP THEORIES
CHARISMATIC LEADERS

APPEAL – attractiveness, charm, magnetism

GIFT – divine, magical, power that sets them apart
LOYAL FOLLOWERS – inspired, excited and loyal group
of followers
LEADERSHIP THEORIES
CHARISMATIC LEADERS

Typical behaviors of Charismatic Leaders

1. Strong Role Models – walks the talks

2. Demonstrate Competence
3. Communicate Goals
4. High Expectations
5. Arouse Motives
From UP Baguio Outcrop
REFERENCES:
References:

Burns, J. M. (1978). Transforming Leadership. Grove Press.

F. Puji, Astuti, Aunurrahman, Wahyudi. (2019). The effects of democratic, autocratic, and laissez-faire
(free) leadership style of kindergarten headmaster toward teacher discipline performance at
kindergartens in Southeast Pontianak District. Journal of Education, Teaching, and Learning.
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created
"social climates." Journal of Social Psychology, 10, 271-299.
Linden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange. Journal of
Management, 24, 43-72.
Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing
Human Resources. New Jersey/Prentice Hall.
House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.),
Leadership: The cutting edge (pp. 189-207). Carbondale: Southern Illinois University Press.
Johnson & Hackman (2018). Leadership: A communication perspective. Waveland Press.
Northouse, P. (2019) Leadership: Theory and practice. Los Angeles: SAGE Publications, 2019.
Van Vugt, M., Jepson, S. F., Hart, C. M., & De Cremer, D. (2004). Autocratic leadership in social
dilemmas: A threat to group stability. Journal of Experimental Social Psychology, 40, 1-13.
Weber, M. (1947). Theory of Social and Economic Organization. Chapter: "The Nature of Charismatic
Authority and its Routinization" translated by A. R. Anderson and Talcott Parsons. Originally
published in 1922.
LEADERSHIP
Please read:

Phronetic Leadership and Organizational Knowledge Creation:

The Case of Rodolfo Del Rosario and Samal Cityhood
(Brillantes, Calinta, Tumanut, 2020)

https://ncpag.upd.edu.ph/wp-content/uploads/WP2020-4.pdf