Engineering Management

LEADING

MAPUA INSTITUTE OF TECHNOLOGY

School of Chemical Engineering & Chemistry
 LEARNING OBJECTIVES
• Gain insights into the Traits and
Behavioral Approaches to the study of
leadership
• Be familiar with different leadership styles
• Understand the Managerial Grid
• Appreciate the Contingency approaches to
leadership
 Managerial Functions

PLANNING
Selecting missions
and objectives
and the actions
to achieve them

CONTROLLING ORGANIZING
Making sure that Establishing an
the organization intentional
is accomplishing structure of roles
its objectives for people to fill
in an
organization

LEADING
Influencing people
to perform
essential tasks
 LEADING

How will I get high levels How should I handle

of job performance from my people?
my people?

• Influencing people to perform essential tasks

 Study of Leadership
• TRAIT APPROACH
– Identify the personal characteristics of leaders
• BEHAVIORAL APPROACH
– Determine what effective leaders do
• CONTINGENCY APPROACH
– Identify those factors in each situation that
influenced the effectiveness of a particular
leadership style
 LEADERSHIP TRAITS
• Leaders are:
– Intelligent, physically superior, extroverted, etc.
 Behavioral Studies on
Leadership

• Focus on determining
what effective leaders do

– OHIO STATE
UNIVERSITY
STUDY

– UNIVERSITY OF
MICHIGAN STUDY
 Leadership Styles
Studied at Ohio State University

(High)
Low Structure High Structure
and and
High High
Consideration Consideration
CONSIDERATION
(employee-centered) Low Structure High Structure
and and
Low Low
(Low)
Consideration Consideration

(Low) INITIATING STRUCTURE (High)

(task-oriented)
 BEHAVIORAL LEADERSHIP
STUDIES
• OHIO STATE UNIVERSITY STUDY
Considerate Task-oriented
leaders leaders
– produce low turnover – Have high grievance and
rates and high employee turnover rates
satisfaction.
 BEHAVIORAL LEADERSHIP
STUDIES
• UNIVERSITY OF MICHIGAN STUDY
Employee-centered Production-centered
Managers Managers
– Encourage employee – Set rigid work standards
participation – Organize tasks down to
– Help ensure high the last detail
performance by inspiring – Closely supervise
trust and respect employees
 The Managerial Grid
by Robert R. Blake & Jane Mouton
(High) 9 1,9
Country Club Management
8 Thoughtful attention to needs of
people for satisfying relationships
leads to a comfortable, friendly
7 organization atmosphere and work
tempo.
9,9
Team Management
Work accomplishment is from
committed people; interdependence
through a “common stake” in
organization purpose leads to
relationships of trust and respect.

6 5,5
CONCERN Middle of the Road
Management
FOR 5
Adequate organization performance
is possible through balancing the
PEOPLE 4 necessity to get out work with
maintaining morale of people at
satisfactory level.
3 1,1 9,1
Impoverished Management Authority-Compliance
2 Exertion of minimum effort to get Efficiency in operations results from
required work done is appropriate to arranging conditions of work in such
sustain organization membership. a way that human elements interfere
(Low) 1 to a minimum degree.

1 2 3 4 5 6 7 8 9
(Low) CONCERN FOR PRODUCTION (High)
 Situational Model of Leadership
by Paul Hersey & Kenneth H. Blanchard

• An approach to leadership that describes

how leaders should adjust their
leadership style in response to their
subordinates evolving desire for
achievement, experience, ability, and
willingness to accept responsibility.
 FOLLOWER READINESS
• Desire for achievement, willingness to accept
responsibility, and task-related ability, skill, and
experience.
• JOB READINESS • PSYCHOLOGICAL
– Knowledge and abilities to READINESS
perform the job – Self motivation and desire
to do high quality work
 LEADERSHIP STYLES
• TELLING (S1)
– The leader defines the roles needed to do the job and tells followers
what, where, how, and when to do the tasks.
• SELLING (S2)
– The leader provides followers with structured instructions, but is also
supportive.
• PARTICIPATING (S3)
– The leader and followers share in decisions about how best to
complete a high-quality job.
• DELEGATING (S4)
– The leader provides little specific, close direction or personal support
to followers.
 Situational Model of Leadership
by Paul Hersey & Kenneth H. Blanchard
(High)
High Relationship High Task
and and
Low Task High Relationship
RELATIONSHIP 3 2
BEHAVIOR
Low Relationship High Task
(Providing
Supportive
Behavior)
and and
Low Task Low Relationship
(Low) 4 1
(Low) TASK BEHAVIOR (High)
(Providing Guidance)

(HIGH) (LOW)
FOLLOWER READINESS
 Contingency Leadership Model
by Fred E. Fiedler

• An approach to leadership that purports

that effective group performance can only
be achieved by matching the manager to
the situation or by changing the situation
to fit the manager.
 Contingency Leadership Model
by Fred E. Fiedler

• LEAST PREFERRED CO-WORKER (LPC)

– Fiedler’s measuring instrument for
locating a manager on the leadership-
style continuum.
– Indicates the degree to which a man
described favorably or unfavorably the
employee with whom the person
could work least well (i.e. his Least
Preferred Co-worker).
 Contingency Leadership Model
by Fred E. Fiedler

• LEADER-MEMBER RELATIONS
– The quality of the interaction between a
leaders and his or her employees.
• TASK STRUCTURE
– A work situation variable that helps
determine a manager’s power.
• POSITION POWER
– The power that is inherent in the formal
position the leader holds.
 Contingency Leadership Model
by Fred E. Fiedler
High

Relationship-
motivated leaders
perform better
LPC
Task- motivated
leaders perform
better

Low
1 2 3 4 5 6 7 8

Leader-Member Relations Good Good Good Good Poor Poor Poor Poor

Task Structure
Structured Unstructured Structured Unstructured

Leader Position Power

Strong Weak Strong Weak Strong Weak Strong Weak