Human Relations

and Leadership
EDUC201
 LEADERSHIP
Leadership is the process of influencing and
motivating others to achieve common goals or
objectives.
 Human Relations
Human relations refer to the interpersonal
relationships and interactions among people in
various social, work, and organizational
settings
QUALITIES OF
A LEADER
QUALITIES OF A LEADER
• Visionary • Change Agent
• Strategist • Team Builder
• Decision-maker • Role Model
• Coach and Mentor • Problem Solver
• Communicator • Innovator

QUALITIES OF A LEADER
THEORIES OF LEADERSHIP
"Great Man" Theories Behavioral Theories

Trait Theories Participative Theories

Contingency Management Theories

Situational Theories
THEORIES OF LEADERSHIP
 1
"GREAT MAN"
Born to lead
THEORIES
"Great Man" Theories

Great leaders are simply born with the

necessary internal characteristics such as
charisma, confidence, intelligence, and
social skills that make them natural-born
leaders.
 2
TRAIT THEORIES
Certain traits to be a leader

This theory suggests that certain innate qualities

Trait Theories

or traits make someone a good leader. Early

research in leadership focused on identifying
these traits, such as intelligence, charisma,
confidence, and decisiveness.
 3
CONTINGENCY
No leadership is best in all situation

Contingency theories of leadership focus on

Contingency

particular variables related to the

environment that might determine which
particular style of leadership is best suited for
the situation.
 4
SITUATIONAL
THEORIES
Leader’s style and situation

Situational theories propose that leaders

Situational Theories

choose the best course of action based upon

situational variables. Different styles of
leadership may be more appropriate for
certain types of decision-making.
 5
BEHAVIORAL
THEORIES
Leaders are made

Behavioral theories of leadership are based

Behavioral Theories

upon the belief that great leaders are made,

not born. According to this theory, people can
learn to become leaders through teaching and
observation.
 6
PARTICIPATIVE
THEORIES
Participation and contribution

Participative leadership theories suggest that

Participative Theories

the ideal leadership style is one that takes the

input of others into account. In participative
theories the leader retains the right to allow
the input of others.
 7
MANAGEMENT
THEORIES
Reward and punishment
Management Theories

Management theories, also known as

transactional theories, focus on the role of
supervision, organization, and group
performance. These theories base leadership on
a system of rewards and punishments.
types of
leadership
KURT LEWIN
German-American psychologist Kurt
Lewin is credited with branding the basic
leadership styles in 1939. Lewin
identified three styles of leadership:
Autocratic, Democratic, and Laissez-
faire. Over time, more leadership styles
have emerged.
KURT LEWIN
TYPES OF LEADERSHIP
•Autocratic
•Democratic
•Laissez-faire
 AUTOCRATIC
LEADERSHIP
“Do as you’re told”
In Autocratic Leadership, direction comes
from the top, a singular figure who leads a
company or team. An autocratic leader
determines strategy, policies, procedures, and
the direction of the organization, dictating
everything to subordinates.
 DEMOCRATIC
LEADERSHIP
Everyone has a chance to contribute
Also known as Participative Leadership, the
Democratic Leadership approach involves
gathering input from your subordinates and
team members so everyone has a chance to
contribute to the decision-making process.
 LAISSEZ-FAIRE
Empowering members
LEADERSHIP
Don’t let the name deceive you. Laissez-faire
Leadership is not a “Who cares?” approach.
Rather, it involves empowering your employees,
being hands-off, and trusting them to accomplish
the task at hand without constant questions or
micromanagement.
How to
deal with
Subordinates
AS A MANAGER, LEADER, OR SUPERVISOR, YOUR ABILITY TO LEAD, MANAGE, SUPERVISE, AND MOTIVATE
YOUR SUBORDINATES OR STAFF—THE PEOPLE UNDER YOUR PURVIEW—IS OF GREAT IMPORTANCE.
 BE FAIR TO EVERYONE
Treat each of your subordinates or staff fairly
and respectfully. Some people are by nature
more likeable than others, but as a supervisor,
you have to avoid even the slightest hint of
favoritism; be fair to everyone.
 KNOW AND LIKE YOUR
SUBORDINATES
Learn the individual strengths and
weaknesses of the people you supervise. It
will aid you in assigning tasks based on
skills rather than randomly. It will make
them feel good about working with you.
 CRITICIZE WITH
CARE
Be diplomatic whenever you criticize any
aspect of an employee's performance. Never
jump to any judgment or conclusion without
thinking first about the consequences for
your critics.
 BE A COACH - NOT A
GENERAL
Remember! You are at work, not at war. So,
be loyal to your subordinates and the
company, organization, or employer. Invite
them to the decision-making process
whenever feasible.
"The pessimist complains about the
wind. The optimist expects it to
change. The leader adjusts the
sails.”
-John Maxwell