UNIVERSITY OF SOUTHERN MINDANAO

Organizational Leadership
 Topic Outline
• Organizational Leadership
• School Head must be both a Leader and a Manager
• Manager versus Leaders
• Types of Skills Demanded of leaders
• Leadership Styles
• The Situational Leadership Model
• Servant Leader
• Transformational Leadership

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 Intended Learning Outcome

• Explain what organizational leadership is;

• Distinguish between leadership and management;
• Describe different organizational leadership styles;
• Explain what situational leadrship, servant leadership
are; and
• Discuss how to sustain change in an organization.

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 Organizational Leadership
Leaders help set strategic goals for the
organization while motivating individuals
within the organization to successfully carry
out assignments in order to realize those
goals.

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 Organization leadership
 Does not sacrifice the individual members
for the sake of the people nor sacrifice the
welfare of the group for the sake of individual
members.
 Both individual and group are necessary
 An attitude and a work ethic that empowers
an individual in any role to lead them from the
top, middle, or bottom of an organization
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 Organization leadership
School Setting
 The school leader helps set the goals/targets for the
school.
 Motivates teachers, parents, learners, non-teaching
personnel and other member of the community to do their
task to realize the school goals.
 School leaders help anyone form the organization not
necessarily from the top to lead others.
Ex. teacher leadership
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• Are leadership and management
synonymous?
• Is a leader a manager or is manager a
leader?
• If I’m a good leader, does it follow that I am
also a good manager?; or
• If I am a good manager, am I at the same
time a good leader?
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 School Head Must be Both a Leader and a
Manager
Leadership function
- school head leads the school and community to formulate
the vision, mission, goals, and school improvement plan.

Management function
- she/he sees to it that this plan gets well implemented on
time and so ensures that the resources needed are there, the
person to do the job are qualified and available.
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 Managers vs Learders
Managers Leaders
Administer Innovate
Their process is transactional; meet Their process is transformational:
objectives and delegate tasks. develop a vision and find a way
forward

Work Focused People Focused

The goal is to get things done. They The goals include both people and
are skilled at allocating work. results.
They care about you and want you to
succeed.

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 Have Subordinates Have Followers
They create circle of power and lead They create circles of influence and
by authority. lead by inspiring.

Do Things Right Do The Right Thing

Managers enact thee existing culture Leaders shape the culture and drive
and maintain status quo. integrity.

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 Types of Skills Demanded of
Leaders
• Technical skills
• Human skills
• Conceptual skills
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Types of Skills Demanded of Leaders
1. Technical skills refers to any type of
process or technique like sending e-mail,
preparing a power point presentation.
-involves psychomotor skills and things.

https://www.weetechsolution.com/blog/technical-leader-roles-and-responsibilities

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 Types of Skills Demanded of Leaders

2. Human skill is the ability to work effectively with

people and to build teamwork. This is also referred
to as people skills or soft skills.
-concerns relationship with people

https://hrwale.com/2014/02/13/essential-skills-to-become-a-leader-2/

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3. Conceptual skills is the ability to think in terms
of models, frameworks and broad relationships
such as long range plans.
-deal with ideas

https://www.123rf.com/photo_27125759_adult-man-thinking-of-his-plans.html

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 Leadership styles
• Autocratic leadership
• Consultative leadership
• Democratic leadership
• Laissez faire leadership

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• Autocratic leadership
- do decision making by themselves.

https://www.perkbox.com/uk/resources/blog/autocratic-leadership-benefits-and-pitfalls

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 • Consultative leadership
- allow participation of the members of the
organization by consulting them but make the
decision themselves.

https://www.shutterstock.com/search/consultative-leader-cartoon

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• Democratic leadership
- allow all members to fully participate in decision
making

https://cleverism.com/democratic-leadership-guide/

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• Laissez faire or free-rein leadership
- leaders avoid responsibility and leave the member of the
organization to establish their own work.
- this leadership style leads to “kanya-kanya mentality”, one of
the weaknesses of Filipino character

https://www.michaelmauro.co.uk/thought-leadership/what-is-laissez-faire-leadership

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 The Situational Leadership Model
• In this situational leadership, effective leaders adapt their leadership
style to the situation of the members of the organization.
 their readiness and willingness.

• Paul Hersey and Kenneth H. Blanchard (1996)

Characterized leadership style in terms of the amount of task
behavior and relationship behavior that the leaders provides to their
followers.

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 The Situational Leadership Model
Behavior Styles in Situational Leadership
S1
Selling/Directing
Individuals lack the specific skills
required for the job in hand and
they are willing to work with the
task. They are novice but
enthusiastic.
S2
Telling/Coaching
Individual are more able to do
the task; however they are
demotivated for this job or
task. Unwilling to do the task.
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 S3
Participating/ Supporting
Individual are experienced
and able to do the task but
lack the confidence or
willingness to take on
responsibility.
S4
Delegating
Individual are experience at the
task, and comfortable with their
own ability to do it well. they are
able and willing to not only do
the task, but take responsibility
to the task.
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 Servant Leader
Robert K. Greenleaf (1997)
- coined the paradoxical term servant leadership

“...servant first. It begins with the natural feeling that

one wants to serve. then conscious choice brings one to
aspire to lead. The best test is: do those serve grow as
persons: do they, while being served, become healthier,
wiser, freer, more autonomous, more likely themselves to
become servant? And, what is the effect on the least
privileged in society; will they benefit, or, at least, not be
further deprived?” (Greenleaf, 1997/2002, p.27)

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 Transformational Leadership
Robert Kennedy
“Some men see things as they are, and ask why. I dream of
things that never were, and ask why not”

Not transformational leadership those who dream of things

that never were, and as why not”.
Transformational Leadership is not content with status qou
and sees the need to transform the way the organization thinks,
relates and does things.
The transformational school leaders sees school culture as it
could be and should be, not as it is and so plays his/her as
visionary, engager, learner, collaborator, and instructional leader.
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 Transformational Leadership
• As a transformational leader
- he/she makes positive changes in the organization by
collaboratively developing new vision for the
organizational mobilizing members to work towards
that vision.
- to do this leaders combines charisma, inspirational
leadership and intellectual stimulation to introduce
innovation for the transformation of the organization.
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 Sustaining Change
• For reforms to transform, the innovations
introduced by the transformational leader must
be institutional and sustained. Or else that
innovation is simply a passing fad that loses its
flavor after a time.
• The organizational leaser ought to deal with
resistance to change, the resisters.

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 Sustaining Change
• Morato of Bayan ABS-CBN (2011), gives the following
advice:
1. Seek the support of the stakeholders.
2. Get people involved early in often.
3. Plan a communication campaign to “sell” the
innovation.
4. Ensure that the innovation is understand by all.
5. Consider timing and phasing.
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 Takeaways
• Organizational leadership is also an attitude and work
ethic that empowers an individual in any role to lead from
the top, middle, or bottom of an organization.
• Leadership and management are not synonymous but are
related to each other.
• Leadership is focused more on the vision, the future state
of the organization, while management is concerned with
daily operations.
• An effective school head is both a leader and a manager.
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 Takeaways
• There are various leadership styles - from autocratic,
consultative, democratic and laissez faire (free rein style).
• In servant leadership, it is most important that the leader
sees himself/herself as a servant first before he/she is a
leader.
• Transformational leadership is concerned with
introducing and sustaining innovations.
• Situational leadership is leading the organization in a way
that fits the situation – the readiness of the followers.
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 Members:
• Jojie Grace Gepolongca
• Chella Mea Sanapan
• Yenna Francine Camino

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