Leadership

Osorio • Paigan • Pantaleon • Peñaflor • Peñaflorida • Pregil • Reliquias • Rodinas • Saldo

“A successful person finds the right
place for himself, but a successful
leader finds the right place for
others.”
-John C. Maxwell
I.What is Leadership?
 Leadership
Leader
A leader is someone who has a certain degree of influence among others to
utilize their skills as a group to achieve certain goals or agendas.

Leaders are those who determine set goals and have the responsibility of
motivating the members of the organization in accomplishing those set goals.
Leadership Theories

● The Trait Theory

● The Behavioral Theory
● Contingency Theory
 II. Trait Theories
Throughout our history, we have seen remarkable leaders who were able to
achieve goals well beyond what they could achieve by themselves. These leaders
were characterized by their traits and were used as a basis by researchers to
categorize what defines a great leader.

Reporter:
Shaznie Aisel Pregil
 Trait Theories of
Leadership
Theories that consider personal qualities and
characteristics that predict two distinct
outcomes: leadership emergence and
leadership effectiveness.
Trait theories of a leader

The six traits commonly associated with a

leader are as follows:

● Drive
● Desire to Lead
● Honesty and Integrity
● Self-Confidence
● Intelligence
● Job-relevant knowledge
 Trait Theories of a Leader
Drive Desire to Lead Honesty and Integrity
● Ambitious ● Willingness to influence ● Reliable
● Persistent ● Strong desire to take ● Open and Straightforward
● High desire for success responsibility ● Trustworthy
and achievement ● Acceptance of accountability
and inclination to act upon it

Self-Confidence Intelligence Job-Relevant Knowledge

● Self-esteem ● Apply knowledge and ● Valuable resource
● Trust in own judgement skills ● In-depth knowledge in
● Analytical field-specific areas
 Drive

leaders exhibit a high effort level; they have a relatively high

desire for achievement; they are ambitious; they have a lot of
energy; they are tirelessly persistent in their activities and they
show initiative
 Desire to Lead

leaders have a strong desire to influence

and lead others; they demonstrate the
willingness to take responsibility
 Honesty and Integrity

leaders exhibit a high effort level; they

have a relatively high desire for
achievement; they are ambitious; they
have a lot of energy; they are tirelessly
persistent in their activities and they show
initiative
 Self-Confidence

followers look to leaders for an absence of self-doubt; they need to

show self-confidence in order to convince followers of their
rightness of goals and decisions
 Intelligence

leaders need to be intelligent enough to

gather, synthesize, and interpret large
amounts of information and they need
to be able to create visions, solve
problems and make correct decisions.
 Job-Relevant Knowledge

effective leaders have a high degree of

knowledge about the company, industry and
technical matters; in-depth knowledge
allows leaders to make well-informed
decisions and to understand the implications
of those decisions.
 III. Behavioral Theories
a. University of IOWA Studies
b. The Ohio State Studies
c. University of Michigan
d. Managerial Grid

By:
Niña Vanessa Saldo
Jumeira Peñaflorida
University of IOWA Studies

AUTOCRATIC DEMOCRATIC LAISSEZ-FAIRE

LEADERSHIP LEADERSHIP LEADERSHIP
STYLE STYLE STYLE
 I’m in charge. Do this now!
AUTOCRATIC
LEADERSHIP
STYLE

- Directive
- Centralised authority
- Low participation

University of IOWA Studies

 What’s your opinion?
DEMOCRATIC
LEADERSHIP
STYLE

- Participative
- Distributes power
among the group
- Feedback

University of IOWA Studies

 You’re on your own.
LAISSEZ-
FAIRE
LEADERSHIP
STYLE

- Delegative
- Hands-off management
- Maximum freedom is
allowed to subordinates

University of IOWA Studies

 Research Results:

Democratic Leadership Style

contributed to both quality and
University of IOWA Studies
quantity of work.

Yet, it was not proven to have the

most effective style!
 Dilemma:

University of IOWA Studies

 Dilemma:

University of IOWA Studies

The Ohio State Studies

INITIATING STRUCTURE CONSIDERATION

 This is
what I
expect of
INITIATING you.
STRUCTURE

➔ Task-oriented
➔ Structuring work and
work relationships to
achieve goals
➔ Definite standards of
performance

The Ohio State Studies

 Are there
any better
CONSIDERATIO ideas?
N

➔ People-oriented
➔ Characterized by mutual
trust and respect for
members’ ideas and
feelings
➔ Willingness to change

The Ohio State Studies

 Research Results:

A high-high leader is both an

initiate and considerate leader.

The Ohio State Studies

 When you recruit a new team member,
what's your priority?
Is it to focus on tasks by explaining the first year's
objectives to him or her?
Or, do you spend time understanding his strengths
and interests so you can give him tasks that he'll
enjoy?
 TWO DIMENSIONS

University of Michigan
Studies Employee Production
Oriented Oriented
- intending to identify the
principles and types of
leadership styles that led to
greater productivity and
enhanced job satisfaction
among workers.
Employee
Oriented
Production
Oriented
 Employee Production
Which is which? Oriented Oriented

Criticsms/Evaluations:
.
● The Michigan Leadership Studies did not
consider the nature of the subordinates’ tasks
or their characteristics.
● The behavioral styles suggested by Michigan
Leadership Studies have been termed as static
● The narrow options of the studies also do not
consider that one size does not fit all
organizations or circumstances.
 Early

Styles
MANAGERIA
L GRID
 This managerial grid used the behavioral
dimensions “concern for people” (the vertical part) and “concern
for production” (the horizontal part)

MANAGERIA
L GRID
- intending to identify the
principles and types of
leadership styles that led to
greater productivity and
enhanced job satisfaction
among workers.
 Managerial
Grid The Impoverished or "indifferent"
manager is mostly ineffective. With a
low regard for creating systems that get
the job done, and with little interest in
creating a satisfying or
motivating team environment

Managerial Grid
 Managerial
Grid
Also known as "authoritarian" or
"authority-compliance" managers, people
in this category believe that their team
members are simply a means to an end.
The team's needs are always secondary to
its productivity.

Managerial Grid
 Managerial
Grid Manager tries to balance results and people,
but this strategy is not as effective as it may
sound.
Through continual compromise, he fails to
inspire high performance and also fails to meet
people's needs fully. The result is that his team
will likely deliver only mediocre performance.

Managerial Grid
 Managerial
Grid The Country Club or "accommodating"
style of manager is most concerned about
her team members' needs and feelings. She
assumes that, as long as they are happy
and secure, they will work hard.

Managerial Grid
 Managerial Managers commit to their organization's goals
Grid and mission, motivate the people who report to
them, and work hard to get people to stretch
themselves to deliver great results.
When people are committed to, and have a
stake in, the organization's success, their needs
and production needs coincide.

Managerial Grid
 IV. Contingency Theories of
Leadership
Reporters:
CMF Patricia Peñaflor
Glaze Rodinas
 Contingency Theories of Leadership
There is no one best way of
leading and a leadership style
that is effective in some
situations may not be successful
in others

Reporter:
CMF Patricia Peñaflor
 Fiedler Contingency Model
Proper match between a leader’s style and the
degree to which the situation allows the leader to
control and
influence.

Reporter: CMF Patricia Peñaflor

 Fiedler Contingency Model
Proposed that a key factor in leadership success
was an individual’s basic leadership style:

Task oriented
Relationship oriented.

Reporter: CMF Patricia Peñaflor

 Fiedler Contingency Model
Least-Preferred Coworker (LPC)
Questionnaire
➔ Measures a leader’s style.

➔ Contains 18 pairs of contrasting

adjectives.

Reporter: CMF Patricia Peñaflor

 Fiedler Contingency Model
Least-Preferred Coworker (LPC)
Questionnaire
➔ “High”-LPC score, 64 or above;
relationship oriented

➔ Low-LPC score, 57 or below; task

oriented

Reporter: CMF Patricia Peñaflor

 Fiedler Contingency Model
Three contingency dimensions that defined the key situational factors in leader
effectiveness:
➔ Leader–member relations: the degree of confidence, trust, and respect
employees have for their leader; rated as either good or poor.
➔ Task structure: the degree to which job assignments are formalized and
structured; rated as either high or low.
➔ Position power: the degree of influence a leader has over activities such as hiring, firing,
discipline, promotions, and salary increases; rated as either strong or weak.

Reporter: CMF Patricia Peñaflor

Reporter: CMF Patricia Peñaflor
 Situational Leadership Theory
Paul Hersey and Ken Blanchard developed a
leadership theory that has gained a strong
following among management development
specialists.

Reporter: CMF Patricia Peñaflor

 Situational Leadership Theory
Selecting the right leadership style contingent on
the follower’s readiness or the extent to which
they are willing and able to accomplish specific
task

Reporter: CMF Patricia Peñaflor

 Situational Leadership Theory
4 Leadership Styles

• Telling (high task–low relationship): The leader defines

roles and tells people what, how, when, and where to do
various tasks.

• Selling (high task–high relationship): The leader

provides both directive and
supportive behavior.

Reporter: CMF Patricia Peñaflor

 Situational Leadership Theory
4 Leadership Styles

• Participating (low task–high relationship): The leader

and followers share in
decision making; the main role of the leader is facilitating
and communicating.

• Delegating (low task–low relationship): The leader

provides little direction or support.

Reporter: CMF Patricia Peñaflor

 Situational Leadership Theory
4 Stages of Follower Readiness

• R1: People are both unable and unwilling to take

responsibility for doing something.

• R2: People are unable but willing to do the necessary

job tasks.

Reporter: CMF Patricia Peñaflor

Image Souce: Center for Leadership studies.
 Situational Leadership Theory
4 Stages of Follower Readiness

• R3: People are able but unwilling to do what the leader

wants.

• R4: People are both able and willing to do what is asked

of them.

Reporter: CMF Patricia Peñaflor

Image Souce: Center for Leadership studies.
 Path Goal Theory
➔ Developed by Robert House, this theory
states that it is the leader’s job to
provide followers with the information,
support, or other resources necessary to
achieve their goals.

Reporter:
Glaze Rodinas
 Path Goal Theory
While Path-Goal Theory isn't a detailed
process, it generally follow this basic steps:

1. Determine the employee and

environmental characteristics
2. Select a leadership style
3. Focus on motivational factors that will
help the employee success

Reporter: Glaze Rodinas

 Leader Participation Model
➔ Developed by Victor Vroom & Phillip
Yetton, this model states that the way a
leader makes decisions is as important as
what she or he decides.

Reporter: Glaze Rodinas

 Leader Participation Model
➔ A leadership contingency model that
related leadership behavior and leaders’
participation in decision making.

Reporter: Glaze Rodinas

 Leader-Member Exchange
(LMX) Theory

➔ Because of time pressures, leaders

establish a special relationship with a
small group of their followers.

Reporter: Glaze Rodinas

 Leader-Member Exchange
(LMX) Theory
➔ The theory states that all relationships
between managers and subordinates go
through three stages.

These are:

1. Role-Taking

2. Role-Making

Reporter: Glaze Rodinas

 Leader-Member Exchange
(LMX) Theory
➔ In-group
◆ In-Group team members often receive more
attention and support, and more opportunities,
from their managers
➔ Out-Group
◆ Out-Group members get very little face time,
and few opportunities.

3. Routinization.

Reporter: Glaze Rodinas

VI. What is
Participation?
Reporter: Frances Nathalie N. Pantaleon
 Definition:

The mental and emotional

involvement of people in the
activities of the group.
 Participative Leadership
characterized by the leader actively involving team members in
identifying objectives, developing strategy, and decision-making

key element is the collective input from all members of the

organization
 Advantages

Improves the Improves the quality

motivation levels of and quantity of
employees output
Increases
communication
within the
organization
Increases
Decreases the
communication within
rate of attrition
the organization
and absenteeism
Other lesser tangible effects are:
● decreases in the number of conflicts;
● lower stress levels;
● greater commitment to goals; and
● lower resistance to change.
 Essential
Prerequisites
Time

Abilities and Skills

 Essential
Prerequisites
Exchange of Ideas

Area of Job Freedom

 ● Difficulty in participating
● Irrelevant suggestions
Limitations ● Feeling resentful
● Superiors feeling threatened
● Manipulation
 VII. Empowerment
Leadership

Reporter:
Aleona Alexandra Paigan
Empowering Leadership
o refers to a process of sharing power, and allocating more
autonomy and responsibilities to followers through a
specific set of leader behaviors that entails enhancing the
meaningfulness of work, fostering participation in decision
making, expressing confidence.
Empowerment
“involves
increasing the
decision-making
discretion of
workers.”
o Accdg to the Merriam Webster, it is the act or
action of empowering someone or something :
the granting of the power, right, or authority to
perform various acts or duties.
Let’s define “Leadership Empowerment”
● means to include the team in decision making
● give them a participatory role
● As a leader, demonstrates that you have good listening
skills, and that you care about the input of everyone on
your team
Why is there a need
to empower
employees?
● When you empower your ● establishes essential trust
team, you motivate them in an organization
to “grow together”, and ● Empowering builds
you increase the overall confidence in their
success capacity to execute your
● creates the secondary collective mission and
level of leadership goals
● The need for quick ● The reality that
decisions by those people organizational downsizing
who are most during the last part of the
knowledgeable about the twentieth century left
issues many managers with
larger spans of control.
What is the effect of
empowerment in
the workplace?
 It strengthens everyone in the organization, it keeps the
company on the path to success, and it builds one of the
most important elements on any team – trust. Trust from
leader to led, and trust between everyone on the team.
“Good leaders are characterized by
their ability to empower their teams
to achieve maximum success”
 Leading through
Empowerment in the
Workplace
Reporter:
Catherine Izza G. Reliquias
“When employees feel empowered at work,
it is associated with stronger job
performance, job satisfaction, and
commitment to the organization”
- Lee, A., Willis, S., Tian, A., 2018
JOB PERFORMANCE

JOB SATISFACTION

COMMITMENT
Empowerment = Less Authority?
Empowerment ≠ Less Authority
New set of future Leaders
Does empowerment
work all the time?
“...this type of leadership seems to encourage
employees to generate novel ideas and think of new
ways of doing things, and to help others in the
workplace, volunteer for extra assignments, and be
willing to support their organization outside of an
official capacity.”

-Lee, Willis, Tian (2018)

Creativity vs. Routinely
Leadership empowerment works best in situations
where there is a need to reach goals that require
creative and unprecedented ideas (outside of the
box ideas).
 Leadership Styles Parallel to Leading through
Empowerment

Transformational Leadership Ethical Leadership

Ways to Empower
Employees
1. Challenge Employees within Reason
2. Define Opportunities for Upward Mobility
3. Open Communication
4. Offer Praise and Recognize Strengths
5. Promotes Vacation Time and Work-life
Balance

Source: https://www.achievers.com/blog/5-ways-empower-employees-best-work/
 References:
Leadership:
Theories of Leadership:
Trait Theories:
Behavioral Theories: Robbins, S.P. & Coulter, M. (2018). Management (14th ed.). Pearson Education
Contingency Theories: Robbins, S.P. & Coulter, M. (2018). Management (14th ed.). Pearson Education
Participation: https://www.icmrindia.org/courseware/Organizational%20Behavior/Empowerment%20Participation%20Chap12.htm
https://www.toolshero.com/leadership/participative-leadership-style
https://www.indeed.com/career-advice/career-development/participative-leadership#:~:text=Participative%20leadership%20is%20a%20style,everyone%20is
%20encouraged%20to%20participate.

Empowerment and Leadership: