LEADERSHIP

REPORTERS:
1. PESCADERA, JERICHO-KRIS
2. ABDULWAHTA, SAJIMAR
3. PANDAO, OMAR SHAREED

MS. TUSIT
Teacher
WHAT IS LEADERSHIP?

is a very important factor in the

success of the organization.
It is define as the process of
guiding and directing the behavior
of people in the organization in
order to achieve certain object.
The Difference between Leadership
and Management

LEADERS MANAGERS
Similarities
• More visionary • Rational problem
• Planning solvers
• Intuitive
• Organizing • Perform other
• Concerned with
• Directing administrative functions
result • Concerned with
• Controlling
• Obtain power from efficiency result
below • Obtain power from
above
 KINDS OF LEADERSHIP

 Formal Leadership

 Informal Leadership
 Formal Leadership
 Refers to the process of influencing
others to pursue official objectives.
 Vested with formal authority
 Measure of legitimate power
 They rely on expedient combination of
 Reward
 Coercive
 Referent and Expert Power
 Informal Leadership
 Refers to the process of influencing
others to pursue unofficial objectives.
 Lack of formal authority
 They rely on expedient combination of
 Rewards
 Coercive
 Referent and Expert Power
 Informal Leadership
 If informal leaders satisfied with their
jobs, they are valuable asset of
organization.
 If informal leaders are not satisfied with
their jobs then they become liabilities
 POWERS AND THE LEADER

 Powers and the Leader

 The main concern of a leader is to influence
people to behave as he wants them to. The
leader, however, can influence only if he possess
power, and this emanates only from either the
group or the leader
POWERS AND THE LEADER
EXPERT
POWER
PERSONAL
REFERENT
POWER
TYPES OF
POWER LEGITIMAT
E POWER

POSITION REWARD
POWER
COERCIVE
POWER
Personal Power

 Expert Power
 This is based on a person’s high levels of skills
and knowledge.
 Referent Power
 This is the result of a person’s perceived
attractiveness, worthiness and right to others’
respect
Position Power

 Legitimate Power
 This comes from the belief that a person has the formal right to
make demands, and expect others to be compliant and obedient.
 Reward Power
 This result from one persons ability to compensate another for
compliance.
 Coercive Power
 This comes from belief that a person can punish others for non
compliance.
THEORIES ABOUT LEADERSHIP
OHIO STATE
TRAITS UNIVERSITY STUDIES
UNIVERSITY OF MICHIGAN
STUDIES
BEHAVIORAL TUKI STUDIES
MANAGERIAL GRID
LEADERSHIP MUCZYK REIMANN
THEORIES NORMATIVE DECISION
MODEL MODEL (VROOM AND JAGO)
CONTENGENCY LEADERSHIP
MODEL ( FIEDLER
LEADERSHIP MEMBER EXCHANGE
CONTENGENCY (GRAEN)
CONTINUUM OF LEADERSHIP BEHAVIOR
(TANNENBAUM AND SCHMIDT
HERSHEY-BLANCHARD SITUATIONAL
PATH-GOAL MODEL LEADERSHIP THEORY
(HOUSE AND MITCHELL)
THEORIES ABOUT LEADERSHIP
 Traits Theories
 The idea that there are certain inborn traits that make people more likely to
succeed as leaders: in essence, it states that leaders are born not made
(Thomas Carlyle’s 1849)
 Leadership should exceed the average individuals in terms of
1. Sociability 6. Alertness to and insight into situation
2. Persistence 7. Cooperation
3. Initiative 8. Popularity
4. Knowing how to get things done 9. Adaptability
5. Self confidence 10. Verbal facility
 Late researchers, guided by their findings, drafted a more general
view of what good leaders have in common. These consist of
following:
1. Extraversion – individuals who like being around people and
are able to assert themselves
2. Conscientiousness – individuals who are disciplined and keep
commitments that they make
3. Openness – individuals who are creative and flexible
4. Emotional intelligence – individuals who are able to understand
and manage their personal feelings and emotions, as well as
their emotions towards other individuals, events and objects.
THEORIES ABOUT LEADERSHIP

 Behavioral Theories
 Behavioral leadership theory argues that the success of a leader is
based on their behavior rather than their natural attributes. Behavioral
leadership theory involves observing and evaluating a leader's actions
and behaviors when they are responding to a specific situation. This
theory believes that leaders are made, not born. Proponents of this
theory suggest that anyone can become an effective leader if they are
able to learn and implement certain behaviors.
THEORIES ABOUT LEADERSHIP

 Four theories related to leadership behavior will

be presented in this section. These are as
follows:
1. The Ohio State University studies
2. The University of Michigan studies
3. The Yuki studies
4. The Managerial Grid
THEORIES ABOUT LEADERSHIP

1. Ohio State University Studies

Ohio State Leadership Studies is Behavioral Leadership Theory.
A series of studies on leadership was done by Ohio State
University in 1945 to identify observable behaviors of leaders
instead of focusing on their traits.
They found two critical characteristics of leadership either of
which could be high or low or independent of one another. The
research was based on questionnaires to leaders and
subordinates of the organizations. These are known as the
Leader Behavior Description Questionnaire (LDBQ) and the
Supervisor Behavior Description Questionnaire (SBDQ).
Ultimately, these studies narrowed the description of
leader behavior into two dimensions:
1. Initiating Structure Behavior: The behavior of leaders who
define the leader-subordinate role so that everyone knows
what is expected, establish formal lines of communication,
and determine how tasks will be performed.
2. Consideration Behavior: The behavior of leaders who are
concerned for subordinates and attempt to establish a
warm, friendly, and supportive climate.
The findings of the Ohio studies indicate that successful
leaders are those that are engaged not in one of the two
behaviors but both, i.e., initiating and consideration.
THEORIES ABOUT LEADERSHIP
2. The University of Michigan studies
Studies at University of Michigan were conducted around
the same time the Ohio State research was going on, and
they had similar research objectives. The University of
Michigan team wanted to locate behavioral characteristics
of leaders that appeared to be related to measures of
performance effectiveness.
 The effectiveness criteria used are as follows:
1. Productivity for work hour or other similar measures of
the organization's success in achieving its production
goals;
2. Job satisfaction of members of the organization;
3. Turnover, absenteeism, and grievance rates
4. . Costs
5. Scraps loss: and
6. Employee and managerial motivation
 In the course of their studies, the researchers identified
two distinct styles of leadership
1. Job-centered managers set tight work standards,
organized tasks carefully, prescribed the work methods to
be followed, and supervised closely.
2. Employee-centered managers encouraged group
members to participate in goal setting and other work
decisions, and helped to ensure high performance by
engendering trust and mutual respect.
The researchers found out that the most productive work
groups tended to have leaders who were employee-
centered rather than job-centered.
THEORIES ABOUT LEADERSHIP

3. Yukl Studies. Other researchers like Gary

M. Yukl made one step further than the
Michigan and Ohio State studies. He and his
colleagues tried to seek answers to specific
behavior of leaders for varying situations.
They were able to isolate nineteen behaviors. Consisting of the
following:
1. Performance emphasis. 11. Information dissemination
2. Consideration 12. Problem solving
3. Inspiration 13. Planning
4. Praise-recognition 14. Coordinating
5. Structuring reward contingencies 15. Work facilitation
6. Decision participation 16. Representation
7. Autonomy-delegation 17. Interaction facilitation
8. Role clarification 18. Conflict management
9. Goal setting 19. Critism-discipline
10.Training-coaching
THEORIES ABOUT LEADERSHIP

4. Managerial Grid
 In 1964, researchers Robert Blake and Jane Moutin introduced
their managerial grid as a graphic portrayal of a two-dimensional
view of leadership.[3]

 Like the Ohio State and University of Michigan studies, Blake and
Mouton concentrated on concern for production and concern for
people. They scored each of those areas on a scale of 1 (low) to 9
(high) to create 81 different positions in which the leader’s style
might fall. The result was five different types of behavioral styles
CONCERN FOR PRODUCTION
MANAGERIAL GRID
High (9)

ACCOMODATING SOUND
MANAGEMENT
MANAGEMENTSTATUS QUO
MANAGEMEN
T
INDIFFERENT DICTATORIAL
MANAGEMENT
(1) Low

MANAGEMENT

(1) Low High (9)

CONCERN FOR PRODUCTION
 A brief description of selected styles in the grid is provided as follows:
1.1 Impoverished manager, also reterred to as the laissez-faire
leaders Leaders in this position have little concern for people or
productivity, avoid taking sides, and stay out of conflict. They do just
enough to get by. This leadership style is a form of abdication of
responsibility
1.9 Country club manager. Leaders in this position have great
concern for people and little concern for production, They try to avoid
conflicts and concentrate on being
well-liked. To them, no task is more important than good
interpersonal relations. Their goal is to keep people happy.
9.1 Authority-obedience manager. Leaders in this position have great
concern for production and little concern for people. They desire tight
control in order to get task in order to get task done efficiently. They
consider creativity and human relations unnecessary.
 5.5 Organization man manager, also called middle-of-the-road
manager. Leaders in this position have medium concern for
people and production. They attempt to
balance their concern for both people and production, but are
not committed to either.
 9.9 Team manager. The leadership style of this manager is
considered to be ideal. He has great concern for both people
and production. He works to motivate people to reach their
highest levels of accomplishmen t
THEORIES ABOUT LEADERSHIP
Contingency Theories
Contingency Theory of leadership is a very special kind of
approach which states that the success of a leader does not only
depend on his abilities.
The trait and behavioral theories failed to point out that leadership
situations are not similar, and it is easy to presume that there is no
single leadership style that will fit all situations. This line of thinking
led researchers to engage in research activities that were later
called contingency. The individual researchers share a fundamental
assumption: successful leadership occurs when the leader's style
matches the situation.
The various theories related to the situational
approach leadership consist of the following:
1. Continuum of Leadership Behavior by Tannenbaun and
Schmidt
2. The Contingency Leadership Model- by Fiedler
3. The Path-Goal-by House and Mitchell
4. The Hershey-Blanchard Situational Leadership
Theories
5. The Leader-Member Exchange Approach - by Graen
6. The Normative Decision Model-by Vroom and Jago
7. The Muczyk-Reimann Model
THEORIES ABOUT LEADERSHIP

1. Continuum of Leadership Behavior by Tannenbaun

and Schmidt
 Continuum Leadership Behavior. The first contingency
model of leadership was developed by Robert
Tannenbaum and Warren H. Schmidt and is referred to as
the continuum of leadership behavior.
 This model consist of seven alternative ways for managers
to approach decision making, depending on how much
participation they want to allow subbordinates in the
decision making
 ALTERNATIVE BEHAVIOR OF THE LEADER

5
1 3 4 6 7
2 Manager
Manager Manager Manager presents Manager Manger
Manager present permits
makes presents problems, defines
“sells” ideas and subordinates
decision tentative gets limits, ask
decision invites to function
and decision sugges- group to within limits
announc- questions subject to tion, make defined by
es it change makes decision superior
decision

Authoritarian Participation
(Boss-centered (subordinates-
leadership) centered leadership)
Figure 29
CONTINUUM OF LEADERSHIP BEHAVIOR
CONTINUUM LEADERSHIP BEHAVIOR

The leader’s choices depend on three factors:

1. Forces in the manager;
2. Forces in subordinates;
I. Are craving for independence and freedom of action;
II. Want to have decision making responsibility;
III. Identify with the organization’s goals;
IV. Are knowledgable and experienced enough to deal with the
problem efficiently
V. Have experience with previous managers that lead them to expect
participative management
3. Forces in the situation
THEORIES ABOUT LEADERSHIP

2. The Contingency Leadership Model- by Fiedler

 The contingency leadership model
 This is a leadership model developed by Fiedler which proposes
that effective group performance depends on the proper match
between the leader’s style and the degree to which the situation
favors the leadership
 Fiedler measures leadership style through the use of the Least
Preferred Coworker (LPC) Scale
a. Low score
b. High Score
 The Contingency Leadership Model

To determine how favorable the leadership environment is,

Fiedler maintains that it will depends on three factors:
1. Leader-member relations
2. Task structure
a. What followers are supposed to do;
b. How they will do it
c. When and in what sequences it is to be done; and
d. What decision options they have.
3. Position power
THEORIES ABOUT LEADERSHIP

3. Path-Goal Model by House and Mitchell

 Path-Goal Model. This leadership model developed by
Robert House and Terrence Mitchell that states that the
leader’s job is to create a work environment through
structure, support, and rewards that helps employees reach
the organization’s goals
 The two major roles involve are:
1. The creation of a good orientation; and
2. The improvement of the path toward the goals so that they will be
attained.
 Leader identifies Appropriate goals Leader connects
employee needs are established rewards with goals

Both employees and

organization are better able
to reach their goals

Employees become Leader provides

Effective satisfied and assistance on
performance occurs motivated, and they employee path
accept the leader toward goals

Figure 30
THE PATH-GOAL LEADERSHIP PROCESS
 PATH-GOAL MODEL

 House and Mitchell identifies four leadership behavior:

1. The directive leader
2. The supportive leader
3. The participative leader
4. The achievement-oriented leader
THEORIES ABOUT LEADERSHIP

4. The Hershey-Blanchard Situational Leadership Theories

 It is developed by Paul Hershey and Kenneth Blanchard, the
Situational Leadership Theory (SLT) suggest that a leader’s style
should be determined by matching it with the maturity level (or
readiness) of each subordinate.
 Readiness consist of two concerns
1. Job readiness (or task competence); and
2. Psychological readiness (or commitment)
 Based on the foregoing, subordinates may be classified as
follows:
1. Those with low competence and low commitment (D-1)
2. Those with low competence but with high commitment (D-2)
3. Those with high competence but with low commitment (D-3)
4. Those with high competence and high commitment (D-4)

 To match the various states of readiness by subordinates, Hershey

and Blanchard devised four leadership styles available to leaders:
1) A “directing” style that is best for low follower readiness.
2) A “coaching” style that is best for low to moderate follower readiness.
3) A “supporting” style that is best for moderate to high follower
readiness.
4) A “delegating” style that is best for high readiness.
THEORIES ABOUT LEADERSHIP
5. The Leader-Member Exchange Approach - by Graen
 The Leader-Member Exchange Approach
 This refers to the leadership theory developed by George Graen and
his associates which recognize that leader develop unique working
relationships with each group members. Leaders and their followers
exchange information, resources, and role expectation that
determine the quality of their interpersonal relationships.
 The effect of leader-member relations come into view when the
leader, knowingly and unknowingly, creates in-groups and out-
groups within the organization.
1. In-group 2. Out-group
THEORIES ABOUT LEADERSHIP

6. The Normative Decision Model-by Vroom and Jago

 The Normative Decision Model
 Also known as “the leader participation model” and “decision
making process” model”, the normative decision model was
develop by Victor and Philip Yetton. Some years later, the
model was revised by Vroom and Athur Jago to make it more
accurate.
 THE NORMATIVE DECISION MODEL

 Five Decision maing stles are presented by the normative

model, each reflecting a different degree of participation by
group members:
1. Autocratic I
2. Autocratic II
3. Consultative I
4. Consultative II
5. Group II
 The normative decision model is based on the following
assumption:
1. The leader can accurately classify problems
according to the criteria offered
2. The leader is able and willing to adapt his or her
leadership style to fit the contingency condition he or
she faces
3. The leader is willing to use a rather complex model
4. The employees will accept the legitimacy of different
styles being used for different problems, as well as
the validity of the leader’s classification of the
situation at hand.
THEORIES ABOUT LEADERSHIP
7. The Muczyk-Reimann Model
 This model was developed by Jan P. Muczyk and Bernard C.
Reimann and suggests that “participation” behavior is
concerned with the degree to which subordinates are allowed
to be involved in decision making. It separated “direction”
which is viewed as the degree of supervision exercised in the
execution of the tasks associated with carrying out the
decision.
 Muczyk and Reimann propose that leaders should be allowed
to adopt of different situation. This paves the way for
delegation which covers decision making and execution
THE MUCZYK-REIMANN MODEL

 To make delegation effective, four leadership styles are

considered:
1. The directive autocrat
2. The permissive autocrat
3. The directive democrat
4. The permissive democrat
THANK YOU
& WASSALAM