ORGANIZATIONS AND

MANAGEMENT
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LEADI 04
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MEMB

NG ERS:Marie M. Dela
Bianca
Cerna
Andrea Elizabeth Sotto
John De Tomas
Marta Feijoo
 Organizatio
ns &
Managemen
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Leaders become great

not because of their
power, but because of
their ability to
empowerJohnothers.
Maxwell
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LEADERS LEADERSH
IP
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Someone who can

influence others and who has
managerial authority.

A great leader inspires

confidence in other people
LEADERS
and moves them to action.
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“Leadership is a
function of knowing
yourself, having a
vision that is well
communicated,
building trust among
colleagues, and taking
effective action to
realize your own
Warren leadership potential.”
Bennis
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LEADERS LEADERSH
IP
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What leaders do; the

process of influencing a group
to achieve goals.
Leadership is the ability to
develop a vision that
motivates others to move with LEADERSH
a passion toward a common IP
goal.
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Name one of the

Name one of the
great leaders from
great leaders from
history
history
LEADERS LEADERSH
IP
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You must be
the change
you wish to
see in the
world.
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A leader. . .is like a
shepherd. He stays
behind the flock, letting
the most nimble go out
ahead, whereupon the
others follow, not
realizing that all along
they are being directed
from behind.
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A genuine
leader is not a
searcher for
consensus but
a molder of
 Organizatio
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Nearly all
men can stand
adversity, but
if you want to
test a man’s
character,
give him
power.
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When there is
not enough to eat
people starve to
death. It is better
to let half of the
people die so that
the other half can
eat their fill.
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MEMB
ERS:Marie M. Dela
Bianca
Cerna
Andrea Elizabeth Sotto
John De Tomas
Marta Feijoo
 Organizatio
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LEADERSHIP Managemen
LEADIN
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THEORIES G

Great Man Trait

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Theories

Theories
Early

Theories
1 2
Functional Behaviorist Situational
Theory Theory Theory
3 4 5
Transformation
al leadership
New Theory

6
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THEORIES G

Great Man
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Theories

Theories
Early

1
Leaders
are Term 'man' was
exceptiona intentional - concept
l people, was primarily male,
born with military and Western
innate
qualities,
destined to
lead.
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THEORIES G

Trait
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Theories
Early

Theories
2
Research
on traits or Traits are hard to
qualities measure. For
associated example, how do we
with measure honesty or
leadership integrity?
are
numerous
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THEORIES G

Trait
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02
Theories
Early

Theories
2 Leadership Traits and
Traits Skills Skills
Research • Adaptable to •
Clever (intelligent)
on traits or situations •
Conceptually
qualities • Alert to social skilled
environment • Creative
associated • Ambitious and • Diplomatic and
with achievement tactful
leadership orientated • Fluent in speaking
• Assertive • Knowledgeable
are • Cooperative about group task
numerous • Decisive • Organised
• Leaders will
Dependable also use: Honesty,
(administrative
Integrity, Compassionability)
and Humility
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THEORIES G

Functional
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Theory
3 • Task – goal setting,
Leader is methods and process
concerned • Team – effective
with the interaction/communic
interaction ation,
of 3 areas: clarify roles, team
Task, morale
Team, • Individual – attention
Individual to behavior, feelings,
coaching, CPD
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LEADERSHIP Managemen
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THEORIES G

Functional
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02
Theory
3
Leader is
concerned Task Team
with the
interaction
of 3 areas: Individual
Task,
Team,
Individual
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LEADERSHIP Managemen
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THEORIES G

Behaviorist
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Theory
4 • Different leadership
Leaders behaviors categorized
behavior as ‘leadership styles’
and e.g. autocratic,
actions, persuasive,
rather than consultative,
their traits democratic
and skills. • Doesn’t provide guide
to effective leadership
in different situations
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THEORIES G

Situational
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02 Theory
5
Leadership
SUPPORTIV DELEGATOR
style changes Leadership
Style
DIRECTIVE
(Telling)
COACHING
(Selling)
E Y
(Participating (Observing)
according to
Low Some High High
the 'situation‘ Competency
Competence Competence Competence Competence

and in Low Variable Variable High

Commitment Commitment Commitment Commitment
response to the Motivation (Unable and (unable but (Able but (Able and
unwilling or willing or unwilling or willing or
individuals insecure) motivated) insecure) motivated)

being managed
– their
competency
and motivation
 Organizatio
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New Theories
THEORIES G

Transformation
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02 al leadership

6 • Individuals develop a
Leadership
Leaders sense of purpose to
style changes
inspire benefit the group,
according to
individuals,
the 'situation‘ organisation or
develop
and in society. This goes
response to the
trust, and beyond their own self-
individuals
encourage interests and an
being managed
creativity exchange of rewards
– their
and personal
competency or recognition for
andgrowth
motivation effort or loyalty.
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MEMB
ERS:Marie M. Dela
Bianca
Cerna
Andrea Elizabeth Sotto
John De Tomas
Marta Feijoo
 Organizatio
Contemporary Views on Leadership ns &
Managemen
LEADIN
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Transactio Transformati Visionary
nal onal Leadershi
Leadershi Leadershi p
p p

Charismat Team
ic Leadershi
Leadershi p
p
 Organizatio
Contemporary Views on Leadership ns &
Managemen
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• The transaction leadership style is a

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03 form of management which focuses on
Transactio the basic management process of
nal
controlling or supervising, organizing,
Leadershi
p and short-term planning or assessing of
performance.

• Transactional leaders ensure that

employees demonstrate the right
behaviors because the leader provides
resources in exchange.
 Organizatio
Contemporary Views on Leadership ns &
Managemen
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• Transformational leadership inspires

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03 people to achieve unexpected or
Transformati
onal
remarkable results. It gives workers
Leadershi autonomy over specific jobs, as well as
p the authority to make decisions once
they have been trained.

• Transformational leaders are sometimes

call quiet leaders. They are the ones that
lead by example. Their style tends to
use rapport, inspiration, or empathy to
engage followers.
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Contemporary Views on Leadership ns &
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• A leader who is effective in manifesting

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Visionary specific, achievable goals, initiates
Leadershi
p
action and enlists the participation of
others. 

• Examples of visionary leaders include

inventors, strategists, marketeers, and
business 'gurus' who are able to gain a
deep insight into how complex markets
operate.
 Organizatio
Contemporary Views on Leadership ns &
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• The charismatic leadership style relies

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Charismat leader. Charismatic leaders are driven
ic
by their convictions and commitment to
Leadershi
p their cause.

• What sets charismatic leaders apart is

that they are essentially very skilled
communicators, individuals who are
both verbally eloquent, but also able to
communicate to followers on a deep,
emotional level,
 Organizatio
Contemporary Views on Leadership ns &
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• A team leader is someone who provides

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Team group of individuals, who can also be
Leadershi known as a team, for the purpose of
p
achieving a certain goal. An effective
leader will know her team members'
strengths, weaknesses and motivations.

• Team leaders serve various roles in an

organization. Their job is to get tasks
done by using all of the resources
available to them, including other
 Organizatio
Other Contemporary Views on Leadership ns &
Managemen
LEADIN
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Participati Servant Ethical

ve Leadershi Leadershi
Leadershi p p
p
 Organizatio
Other Contemporary Views on Leadership ns &
Managemen
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• Participative leadership also known as

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03 Democratic Leadership Style is a
Participati method of leadership that involves all
ve
team members in terms of identifying
Leadershi
p important goals as well as developing
strategies and procedures to achieve the
goals.

• From this point of view, participative

style of leadership can be perceived as a
leadership style that rely primarily on
functioning as facilitator that the one
 Organizatio
Other Contemporary Views on Leadership ns &
Managemen
LEADIN
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• A leadership philosophy built on the

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03 belief that the most effective leaders
Servant strive to serve others, rather than accrue
Leadershi
p
power or take control.

• As defined by Robert K. Greenleaf:

“The servant-leader is servant first… It
begins with the natural feeling that one
wants to serve, to serve first.”
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Other Contemporary Views on Leadership ns &
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• Leadership that is directed by respect

03
03 for ethical beliefs and values and for the
Ethical dignity and rights of others.
Leadershi
p
• Means guiding your people, leading by
example, and doing the "right thing"
without abandoning your personal or
organizational values.
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MEMB
ERS:Marie M. Dela
Bianca
Cerna
Andrea Elizabeth Sotto
John De Tomas
Marta Feijoo
 Organizatio
ns &
Key Team Leader Managemen
LEADIN
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Responsibilities G

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Guide or Clarify Focus on
Provide
Coordinate Working Performanc
Structure
Team Methods e
1
 Organizatio
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Accountability,
Accountability, Responsibility,
Responsibility, and
and Managemen
LEADIN
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Authority
Authority G

Responsibility (for
objects, tasks or people)
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04 can be delegated but
accountability can not –
Accountability buck stops with you! Authority
Accountability the Authority is the power
state of being
Responsibility to influence or
accountable, liable, or command thought,
answerable opinion or behavior
 Organizatio
ns &
Accountability,
Accountability, Responsibility,
Responsibility, and
and Managemen
LEADIN
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Authority
Authority G

A good leader accepts

ultimate responsibility:
• will give credit to others
when delegated
responsibilities succeed
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delegated responsibilities
Accountability fail Authority
Accountability the Authority is the power
state of being
Responsibility to influence or
accountable, liable, or command thought,
answerable opinion or behavior
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Basics of Leadership LEADIN
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1. Give people a reason to come to work.

2. Be loyal to the organization’s people
3. Spend time with people who do the real work
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4. Be more open and more candid about what
business practices are acceptable and proper
and how the unacceptable ones should be
fixed.
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Born To be a Leader
Inspirational Video [Featuring
Myles Munroe]

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ORGANIZATIONS AND
MANAGEMENT
01
01

02
02

03
03

LEADI 04
04
MEMB

NG ERS:Marie M. Dela
Bianca
Cerna
Andrea Elizabeth Sotto
John De Tomas
Marta Feijoo