Directing/

Leading
O R G A N I Z AT I O N
AND MANAGEMENT
LEADING
Leading is a complex process that involves influencing others

to accomplish a mission, task, or goal.

LEADERSHIP
Leadership is the power to lead other people. Leadership is the power or skill
to
motivate, influence, and helps build confidence and support among the
employees who need to achieve the goals of the organization. It is the act of
inspiring employees or subordinates to perform and be engaged in pursuing to
reach an objective or a goal. A leader is the one who stood up in times of
problems, and is able to be resourceful in thinking and acting creatively in
difficult situations. Not like management, leadership can be achieved and
Three representative distinctions
between leadership and management:

∙ Management scientific and more formal than leadership. It relies on the skills of planning,
controlling and budgeting.

∙ Leadership can envision what the organization can become. Leadership requires teamwork
and cooperation from a large network of people,

∙ and keeping them motivated using persuasion. Managing focuses on continuous improvement
of the current situation,

∙ while leadership is a force for change that requires a group to innovate andstay away from the
routine.
Effective leadership and management are both necessary requirements
in the modern workplace. Leaders must all the time be good managers.
Effective leaders are also effective managers.

The Links between Management and Leadership

The Tools of Management
Power
THE MANAGER Authority
UESE
Influence
Personal Traits and
Characteristic

Improved Leadership
Productivity Behavior and
and Morale Practices

To bring out improvement in the productivity and morale of employees, managers must; first, use their
power and authority, their characteristics and personal traits. Second, they should execute and exercise
leadership practices and behaviors.
 Leadership Styles
The Style of Leadership is typically the form of behavior that a leader uses to make an
influence over his employees in achieving the goals of an organization.

Autocratic Style.
-It is the leader who makes the decision and relays them to his/her subordinates. (Telling style)
Persuasive Style
The leader also makes the decision for the group without consultation, instead, persuades them to believe that
these will make them more motivated. (Selling Style)
Consultative Style
The leader ask and discuss with the group members before he/she makes decisions. The leader considers
their suggestions and feelings before arriving to a final decision. (Consulting style)
Democratic Style
The leader lays down the problem to members. The decision will come out of the discussion instead of the leader
imposing his decision to the members. (Joining style)
The Leadership Use of Power and Authority
Power is the ability to make an influence, decisions and control resources, while Authority is
the formal right to require individuals to do things or the formal right to control resources.

∙ Types of Power
∙ 1 Legitimate Power is the power or the authority derived from a job or specific position
in an organization or a status held belonging to the person in that specific position.
∙ 2 Reward Power is a leader’s control over rewards of values to the members of the
group which includes implementing salary increases and recommending promotion for
qualified employees. Sometimes, a wealthy leader is synonymous to power.
∙ 3 Coercive Power is the influence of the leader over punishment. Punishments in the
organization may include assigning individuals to undesirable working hours, demotion,
and firing.
4 Expert Power is a type of power that is attributed from having special skills,
knowledge,or talent. This power can be practiced even when a person does not occupy a
formal leadership position. This power is derived from a leader’s job-related knowledge
as perceived by group members.

5 Referent Power contributes to being noticed as charismatic leader, but expert power
also improves charisma. This power refers to the ability to influence based on loyalty to
the leader and
the team members’ desire to satisfy that person.

6 Subordinate Power is a type of power that limits the extent of power that can be
used to control them. Subordinate power is any type of power that employees can exercise
upward in organization, based on justice and legal considerations.
Motivation
Motivation starts with a need. It is a force or influence that causes someone to do something. Motivation
is the condition of being eager to work. It is the external and internal factor that stimulates desire and energy of
individuals to have continuous interests and commitments to a work, a role, or a subject, or to make an effort in
achieving an objective.

∙ Historical Perspectives on Motivation

The Traditional Approach
Frederick W. Taylor promoted Scientific Management – the study of relationships between people and tasks for the purpose
of redesigning the work process to increase efficiency. Taylor assumed that people work because they were motivated to
earn more money.
The Human Relations Approach
The human relations approach assumed that employees want to feel they are of use to the
organization, and at the same time they are important. Employees have strong needs, and these
needs are more important than money in motivating employees.
Human Resource Approach
This approach assumes that people always want and most of the time able to make contributions.
Need-Based Perspective On Motivation
The basic assumption of need-based theories and models is that humans are influenced and
motivated basically by inadequate in one or more important needs or basic needs. Attempts to
identify and categorize the needs that are most important to people were done by need
theorists. One of the best known theories of motivation is the hierarchy needs theory.

The Hierarchy of Needs

Maslow’s Hierarchy of Needs was developed by Psychologist Abraham
Maslow via the influence of the human relations school, Maslow debated that
humans are ”wanting” animals. Their desires are innate to satisfy a given set of
needs. Maslow believed that these needs are arranged on the basis of the hierarchy
of importance, with the most basic needs found at the bottom of the foundation.
 Examples in
Examples in General Organization

Recognitions, Self Actualization Challenging job

awards needs

Self-respect Esteem needs Job title

Love & Affection Love needs Friends

Feeling safe Safety needs Pensions, savings

Physiological needs Salary, wage

Basic needs
Physiological Needs are the basic needs such as food, clothing,and
shelter.
Security/Safety Needs are the needs to be free from threats and
danger and to have a safe work environment and job security.
Belongingness Needs/Social Needs are the needs for affiliation,
love, and belongingness.
Esteem Needs may include the need for self-worth, and self-respect
Self-Actualization Needs includes the need to maximize one’s
potential.
Suggestions For Motivating Employees

1.Recognize Individual Differences. Individuals are created uniquely with his or her own individual
difference such as traits, personality, characters, and other important individual variations.
2.Match People To The Right Jobs. Highly achievers in the organization should be assigned jobs that
will
challenge them to participate in challenging goals and tasks.
3.Use Goals. Managers shall guarantee that employees have specific objectives and evaluation on what
they are doing to achieve the objectives.
4.Ensuring That Objectives Are Perceived To Be Achievable. Even if goals are actually attainable,
employees who see goals as unattainable will reduce their effort because they’ll wonder why they should
bother. Managers must be ensured that employees feel confident that increased efforts can lead to
achieving performance.
5.Individual Rewards. Every individual is different from the other. Managers must use their
knowledge of employee’s differences to individualize the rewards they control, such as pay, recognition
and promotion, desirable work assignments, and participation.
6. Linking Rewards To Performance. A manager needs to implement giving of rewards most especially
those
which are performance-related. For the attainment of specific goals, rewards such as promotion and pay increase
should be given to deserving employees. Managers must look for ways to increase rewards’ visibility to make
them more motivating.
7. Checking The System For Equity. All employees should understand that outcomes and rewards are equals
to the inputs. Experiences, efforts, abilities of employees should explain differences in pay and responsibilities.
An
ideal reward system should probably weigh inputs differently in arriving at the proper rewards for each
individual.
8. Use Recognition. Seize the power or recognition. Using recognition is definitely a low cost means of
rewarding employees.
9. Showing Care and Concern For Your Employees. Employees would perform better if the management
and its managers care about them. Good performance is most of the time result of a good manager-employee
relationship.
10. Don’t Ignore Money. Always consider that money is the first reason why employees are motivated to