MTE 3152

LEADING AS AN
ENGINEER MANAGER
GROUP 1 | TOPIC 3

SLIDE | 01
Presenters
Group Members

Harc Harold Tabuna

Group Leader
“Nature of Leadership”

Roniele Barnedo Jhed Navarro Nyl Andrei Vasquez

“Behavioral Approaches to “Contingency Approaches “Contingency Approaches
Leadership Styles” to Leadership Styles” to Leadership Styles”

Patrick James Ajes Gerome Paddayuman Ramon Peñalosa

“How Leaders “Behavioral Approaches to
“Nature of Leadership”
Influence Others” Leadership Styles”

SLIDE | 02
GROUP 1 presentation

CONTENTS
• H o w l e a d e r s i n fl u e n c e o t h e r s

• N a t u re o f L e a d e r s h i p

• B e h a v i o r a l a p p ro a c h e s t o
leadership style

• C o n t i n g e n c y a p p ro a c h e s t o
leadership style

SLIDE | 03
 WHAT IS LEADING?
I N V O LV E S I N F LU E N C I N G OTHERS TO
ENGAGE IN THE WORK B E H AV I O R S
N E C E S S A RY T O R E A C H O R G A N I Z AT I O N A L
GOALS.

THE DEFINITION I N D I C AT E S T H AT A
P E R S O N O R G R O U P O F P E R S O N S TA S K E D
WITH MANAGING A GROUP MUST ASSUME
T H E R O L E P E R F O R M E D BY L E A D E R S .
AJES P R E S E N TAT I O N

HOW LEADERS
INFLUENCES OTHERS
LESSON 1
P E E J AY A J E S

HOW LEADERS INFLUENCE OTHERS

E N G I N E E R M A N AG E R S A R E E X P E C T E D T O
M A I N TA I N EFFECTIVE WORK F O RC E S .
LEADERS ARE SAID TO BE ABLE TO
I N F LU E N C E O T H E R S B E C A U S E O F T H E
POWER THEY POSSESS.

BASE OF POWER
• LEGITIMATE POWER
• REWARD POWER
• COERCIVE POWER
• REFERENT POWER
• EXPERT POWER

SLIDE | 05
 BASE OF POWER

LEGITIMATE POWER REWARD POWER COERCIVE POWER REFERENT POWER EXPERT POWER

A PERSON WHO THE ABILITY TO WHEN A PERSON GOT A PROVIDE

OCCUPIES A HIGHER GIVE A REWARDS COMPELS COMPLIANCE SPECIALIZED
POSITION HAS TO ANYBODY WHO ANOTHER PERSON FROM ANOTHER INFORMATION
LEGITIMATE POWER FOLLOWS ORDERS TO COMPLY WITH PERSON BECAUSE REGARDING THEIR
OVER PERSONS IN OR REQUESTS. ORDERS THROUGH THE LATTER SPECIFIC LINES OF
LOWER POSITION THREATS OR WOULD WANT TO EXPERTISE.
WITHIN THE REWARDS MAY BE PUNISHMENT. BE IDENTIFIED
ORGANIZATION. CLASSIFIED INTO WITH THE THIS INFLUENCE.
TWO FORMS; FORMER. IS POSSESSED BY
MATERIAL AND PEOPLE WITH
PSYCHIC. GREAT SKILLS.
 H A RC H E RA L D V O N TA B U N A P R E S E N TAT I O N

NATURE OF
LEADERSHIP
LESSON 2

SLIDE | 06
 THE NATURE OF
LEADERSHIP Traits of Effective Leaders:

• H i g h L e v e l o f Pe r s o n a l D r i v e
• T h e D e s i re t o L e a d
• Pe r s o n a l I n t e g r i t y
• S e l f- C o n fi d e n c e
Leadership may be referred to as “the
process of influencing and supporting others
• Analytical Ability or Judgment
to work enthusiastically toward achieving • Knowledge of the company,
objectives.” Leadership is expected of any
manager in charge of any unit or division. industry or technology
• Charisma
One cannot expect a unit or
division to achieve objectives in the absence • C re a t i v i t y
of effective leadership. Even if a leader is
• F l ex i b i l i t y
present, but if he is not functioning properly,
no unit or division objectives can be
expected to be achieve.

SLIDE | 7
01 PERSONAL DRIVE
02 DESIRE TO LEAD

Pe r s o n s w i t h d r i v e a re t h o s e
i d e n t i fi e d a s w i l l i n g t o a c c e p t
re s p o n s i b i l i t y , p o s s e s v i g o r , T h e re a re s o m e p e r s o n s w h o
initiative, persistence, and health. h a v e a l l t h e q u a l i fi c a t i o n s f o r
Drive is a very important leadership leadership, yet they could not
trait because of the possibility of become leaders because they
f a i l u re i n e v e r y a t t e m p t t o a c h i e v e a re l a c k o f o n e s p e c i a l
certain goal is not successful, a re q u i re m e n t : t h e d e s i re t o l e a d .
l e a d e r fi n d s a n o t h e r w a y t o re a c h i t ,

03 PERSONAL INTEGRITY 04 SELF-CONFIDENCE

L e a d e r s w h o i s w e l l - re g a r d e d b y
others as one who has integrity The activities of leaders require
p o s s e s s e s o n e t r a i t o f a l e a d e r. moves that will produce the needed
One who does not have personal outputs. The steps of
i n t e g r i t y w i l l h a v e a h a rd t i m e conceptualizing , organizing, and
c o n v i n c i n g h i s s u b o rd i n a t e s a b o u t implementing will be completed if
the necessity of completing s u s t a i n e d e ff o r t s a r e m a d e .
various tasks.

SLIDE | 11
05 A N A LY T I C A L A B I L I T Y 07 CHARISMA

L e a d e r s a re , o ft e n t i m e s , f a c e d w i t h A s u ffi c i e n t p e r s o n a l m a g n e t i s m o r
d i ffi c u l t i e s t h a t p re v e n t t h e h a v i n g a g re a t p e r s o n a l i t i e s , t h a t
completion of assigned tasks. A leads people to follow his
l e a d e r w i t h s u ffi c i e n t s k i l l t o directives.
d e t e rm i n e t h e ro o t c a u s e o f t h e W h e n u s e d p ro p e r l y , c h a r i s m a w i l l
p ro b l e m m a y b e a b l e t o h e l p t h e help leader in achieving his goals.
s u b o rd i n a t e t o i m p ro v e h i s With some adjustments,
p ro d u c t i o n . s u b o rd i n a t e s m a y b e e x p e c t e d t o d o
The ability to analyze is one t h e i r t a s k s w i l l i n g l y.
desirable trait that a leader can use
to tide him over many challenging
aspects of leadership.

KNOWLEDGE OF THE
06 C O M PA N Y , I N D U S T RY
O R T E C H N O LO GY
08 C R E AT I V I T Y

The ability to combine existing

d a t a , e x p e r i e n c e , a n d p re c o n d i t i o n
A l e a d e r w h o w e l l - i n f o rm e d a b o u t f ro m v a r i o u s re s o u rc e s i n s u c h a
h i s c o m p a n y , t h e i n d u s t r y w h e re t h e w a y t h a t t h e re s u l t s w i l l b e
company belongs , and the s u b j e c t i v e l y re g a rd e d a s n e w ,
technology utilized by the industry, valuable, and innovative, and as a
will be in a better position to d i r e c t s o l u t i o n t o a n i d e n t i fi e d
p ro v i d e d i re c t i o n s t o h i s u n i t .
p ro b l e m s i t u a t i o n .

SLIDE | 12
09 FLEXIBILITY

Pe o p l e d i ff e r i n t h e w a y
they do their work. One
w i l l a d a p t a d i ff e re n t
m e t h o d f ro m o t h e r
person’s method. A
leader who allows this
situation as long as the
re q u i re d o u t p u t s a re
p ro d u c e d .
 LEADERSHIP SKILLS

Te c h n i c a l S k i l l s Human Skills Conceptual Skills

T h ese skills refer t o
Th ese are skills a leader t h e abilit y of a lead er These skills refer to
mu st possess t o enab le t o deal wit h people, “t he abilit y to t hink in
h im t o u n derst and and bot h in side an d ou t side abst rac t t erms, to see
make d ecisions ab out work t h e organ iz at ion . Good how p art s fi t t oget her
processes, ac t ivit ies, and lead ers mu st kn ow h ow t o form a whole”. For
t ech n olog y. Tec hnical skills t o get alon g wit h eff ec t ive
is t h e spec ializ ed peop le, mot ive t h em, imp lement ation is a
kn owledge n eed ed t o an d in sp ire t h em. c lear and well-
perform a job. Ap art from from expressed p resent at ion
mot ivat in g, h u man of what must be don e.
skills in c lu de
c oach in g ,
c ommu n icat in g, morale
bu ild in g, t rain in g, an d
delopmen t .

SLIDE | 7
 VARIOUS MANAGEMENT LEVELS

Lower Management Level M iTe

d dclhenM
i caanl aSgkei lm
l se n t L e v e l To p M a n a g e m e n t L e v e l

Refers t o t h e managers Also kn own as exec u t ory Senior-level exec ut ives of

t hat su p ervise, c oord in at e, man agemen t , refers t o t h e an organ iz at ion, or t h ose
and deleg at e t asks direc t ly layer bet ween sen ior positions t hat hold t he
t o emp loyees in t heir execu t ives an d fi rst -lin e most respon sibility . Jobs
dep art men t . These are th e man agers . M id dle t it les su ch as Ch ief
ent ry-level manag ers of man agers are respon sib le Op erat in g Offi c er (COO),
t he organ iz at ion, wh ic h for carryin g ou t t h e Chief Exec ut ive Offi cer
may also be referred t o as dec ision s made b y u pper (CEO), Ch ief Finan cial
fi rst -lin e man agers. man agemen t an d en su rin g Offi c er (CFO), Presiden t, or
t h e direc t ives are Vic e Presiden t are
execu t ed effi c ien t ly an d c ommon ly used b y t op
eff ec t ively. managers in organiz at ions.
Ron Barnedo & Ramon Peñalosa presentation

BEHAVIORAL APPROACHES TO
LEADERSHIP STYLES
LESSON 3

SLIDE | 08
 WHAT IS BEHAVIORAL APPROACH?
• T h e b e h a v i o r a l a p p ro a c h r e m i n d s l e a d e r s
that their actions toward others occur on
task and relationship levels. In some
situations, leaders need to be more task-
oriented and employee-oriented.
 T h e re a re s e v e r a l a p p ro a c h e s u s e d i n
c l a s s i f y i n g l e a d e r s h i p s t y l e s . T h e y a re
a s f o l l o w:

• Ac c o r d i n g t o t h e w a y s ,
l e a d e r s a p p ro a c h p e o p l e
to motivate them.
• Ac c o r d i n g t o t h e w a y t h e
leader uses power,
• Ac c o r d i n g t o t h e l e a d e r ’ s
o r i e n t a t i o n t o w a rd s t a s k
and people
Wa y s L e a d e r s A p p ro a c h
Pe o p l e
Wa y s L e a d e r s U s e s Po w e r
Leadership Styles also vary
according to how power to used.
T h e y a re a s f o l l o w s :
• Autocratic
• Pa r t i c i p a t i v e
• Fre e - re i n
 Autocratic Leaders
• L e a d e r s w h o m a ke d e c i s i o n s t h e m s e l v e s , w i t h o u t
consulting subordinates a re called autocratic
l e a d e r s . M o t i v a t i o n t a ke s t h e f o r m o f t h re a t s ,
punishment, and intimidation of all kinds.
• T h e a u t o c r a t i c s t y l e i s e ff e c t i v e i n e m e r g e n c i e s
and when absolute followership is needed. An
example is a civil engineer in charge of
constructing a temporary bridge over one that has
b e e n c u r re n t l y d a m a g e d .
• The disadvantages of autocratic
leadership is that the leader
“re c e i v e little, if any,
i n f o r m a t i o n a n d i d e a s f ro m h i s
people as inputs into his
decision-making.”
 Pa r t i c i p a t i v e L e a d e r s
• When a leader openly invites
his subordinates to participate
o r s h a re i n d e c i s i o n s , p o l i c y -
making and operation
methods, he is said to be a
p a r t i c i p a t i v e l e a d e r.

• The advantages of participative leadership is that it

generates a lot of good ideas. Another advantage is the
i n c re a s e d s u p p o r t f o r d e c i s i o n s a n d t h e r e d u c t i o n o f t h e
chance that they will be unexpectedly undermined .
• The disadvantages of participative leadership is that it
i s t i m e - c o n s u m i n g a n d f r u s t r a t i n g t o p e o p l e w h o p re f e r
t o s e e a q u i c k d e c i s i o n re a c h e d .
 Fre e - Re i n / L a i s s e z - Fa i re L e a d e r s
• Leaders who set objectives and
allow employees or subordinates
re l a t i v e f re e d o m t o d o w h a t e v e r i t
t a ke s to accomplish these
objectives, a re called f re e - re i n Herbert Hoover
l e a d e r s . T h e y a re a l s o re f e r re d t o
a s l a i s s e z - f a i re l e a d e r s .

• The leadership style is most

applicable to certain organizations
manned by p ro f e s s i o n a l s l i ke
doctors and engineers.
Q u e e n Fr i g g a

• An example is the engineering

department of a university which is
headed by the dean.
 Fre e - Re i n / L a i s s e z - Fa i re L e a d e r s

• I f f re e - re i n l e a d e r s h i p fi t s t h e s i t u a t i o n ,
t h e re is full managerial delegation
re s u l t i n g i n o p t i m u m u t i l i z a t i o n o f t i m e
a n d re s o u rc e s . T h i s h a p p e n s b e c a u s e
m a n y p e o p l e a re m o t i v a t e d t o f u l l e ff o r t
o n l y i f g i v e n t h i s k i n d o f f re e - re i n .
Wa r re n B u ff e t t
• T h e w e a k n e s s o f f re e - re i n l e a d e r s h i p i s
t h a t t h e re i s v e r y l i t t l e m a n a g e r i a l
c o n t ro l a n d a h i g h d e g re e o f r i s k . I f t h e
leader does not know well the
competence and integrity of his people
and their ability to handle this kind of
f re e d o m , t h e re s u l t c o u l d b e d i s a s t ro u s .
Steve Jobs
 L e a d e r s O r i e n t a t i o n To w a r d
Ta s k s a n d Pe o p l e
Le a d e r s m a y b e c l a s s i fi e d a c c o rd i n g t o h o w t h e y
view tasks and people. Consequently, a leader
may either be:

• Employee Orientation

2 . Ta s k O r i e n t a t i o n
 Employee Orientation
A leader is said to be employee-oriented when he
considers employees as human beings of “ intrinsic
importance and with individual and personal need ” to
s a t i s f y.
 Ta s k O r i e n t a t i o n
A l e a d e r i s s a i d t o b e t a s k - o r i e n t e d i f h e p l a c e s s t re s s o n
p ro d u c t i o n a n d t h e t e c h n i c a l a s p e c t s o f t h e j o b a n d t h e
e m p l o y e e s a re v i e w e d o n t h e m e a n s o f g e t t i n g t h e w o r k
done.
 Nyl Vasquez & Jhed Navarro presentation

CONTINGENCY APPROACHES
TO LEADERSHIP STYLES
LESSON 3
 CONTINGENCY The various contingency
APPROACHES TO approaches are as follows:
LEADERSHIP • Fi e d l e r ' s C o n t i n g e n c y M o d e l
STYLE • H e r s e y a n d B l a n c h a rd ' s

Situational Leadership Model

• Pa t h - G o a l M o d e l o f L e a d e r s h i p
The contingency approaches is
• V ro o m ' s D e c i s i o n M a k i n g M o d e l
"an effort to determine through the
research which managerial practices
and techniques are appropriate in
specific situation".

SLIDE | 10
 A c c o rd i n g t o Fre d Fi e d l e r , “L e a d e r s h i p i s e ff e c t i v e w h e n
the leader’s style is appropriate to the situation.”

T h e s i t u a t i o n a l c h a r a c t e r i s t i c s i s d e t e rm i n e d b y t h re e
p r i n c i p a l f a c t o r:
• T h e re l a t i o n s h i p b e t w e e n l e a d e r s a n d
followers.
• T h e s t r u c t u re o f t h e t a s k , a n d
• T h e p o w e r i n h e re n t i n t h e l e a d e r ’ s
position.

T h e s i t u a t i o n a l c h a rc t e r i s t i c s v a r y f ro m o rg a n i z a t i o n t o o rg a n i z a t i o n . To b e e ff e c t i v e , t h e
s i t u a t i o n m u s t fi t t h e l e a d e r. I f t h i s i s n o t s o , t h e f o l l o w i n g m a y b e t r i e d :

• Change the leader’s trait or behaviors.

• Select leaders who have traits or behaviors
fi t t i n g t h e s i t u a t i o n .
• M o v e l e a d e r s a ro u n d i n t h e o rg a n i z a t i o n u n t i l
t h e y a re i n p o s i t i o n t h a t fi t t h e m .
• Change the situation.
 HERSEY AND BLANCHARD
S I T U AT I O N A L L E A D E R S H I P M O D E L
T h e s i t u a t i o n a l l e a d e r s h i p m o d e l a n d d e v e l o p e d b y H e r s e y a n d B l a n c h a rd s u g g e s t s t h a t t h e m o s t
i m p o r t a n t f a c t o r a ff e c t i n g t h e s e l e c t i o n o f a l e a d e r ’ s s t y l e i s t h e d e v e l o p m e n t l e v e l o f
s u b o rd i n a t e s .

maturity has two COMPONENTS

• JOB SKILL AND KNOWLEDGE
• psychological maturity

B l a n c h a rd a n d o t h e r s e l a b o r a t e d o n t h e l e a d e r s h i p s t y l e a p p ro p r i a t e f o r t h e v a r i o u s m a t u r i t y
l e v e l s o f s u b o rd i n a t e s .

S T Y L E 1 : D i re c t i n g - i s f o r t h e p e o p l e w h o l a c k c o m p e t e n c e b u t a r e e n t h u s i a s t i c a n d c o m m i t t e d .
T h e y n e e d d i re c t i o n a n d s u p e r v i s i o n t o g e t t h e m s t a r t e d .

STYLE 2: Coaching - is for people who have some competence but lack commitment. They need
d i re c t i o n a n d s u p e r v i s i o n b e c a u s e t h e y ’ re s t i l l re l a t i v e l y i n e x p e r i e n c e d .

S T Y L E 3 : S u p p o r t i n g - i s f o r t h e p e o p l e w h o h a v e c o m p e t e n c e b u t l a c k o f c o n fi d e n c e o r
m o t i v a t i o n . T h e y d o n o t n e e d m u c h d i re c t i o n b e c a u s e o f t h e i r s k i l l , b u t s u p p o r t i s n e c e s s a r y t o
b o l s t e r t h e i r c o n fi d e n c e a n d m o t i v a t i o n .

S T Y L E 4 : D e l e g a t i n g - i s f o r p e o p l e w h o h a v e b o t h c o m p e t e n c e a n d c o m m i t m e n t . T h e y a re a b l e
a n d w i l l i n g t o w o r k o n a p ro j e c t b y t h e m s e l v e s w i t h l i t t l e s u p e r v i s i o n o r s u p p o r t .
 Path-Goal Model of
The p a t h - g o a l m o dLeadership
el of leadership espoused by
Ro b e r t J . H o u s e a n d Te rre n c e R. M i t c h e l l , s t i p u l a t e s
t h a t l e a d e r c a n b e m a d e e ff e c t i v e b e c a u s e l e a d e r s
c a n i n fl u e n c e s u b o rd i n a t e ’ s p e rc e p t i o n s o f t h e i r
work goals, personal goals, and paths to goal
attainment.
By using the path-goal model, it is assumed that
e ff e c t i v e
l e a d e r s c a n e n h a n c e s u b o r d i n a t e m o t i v a t i o n b y:

• C l a r i f y i n g t h e s u b o r d i n a t e ’ s p e rc e p t i o n o f w o r k
goals,
• L i n k i n g m e a n i n g f u l re w a r d s w i t h g o a l a t t a i n m e n t ,
and
• E x p l a i n i n g h o w g o a l s a n d d e s i re d re w a r d s c a n b e
achieved.
 The Path-Goal
Le a d e r i d e n t i fi e s e m p l o y e e
needs
Process
A p p ro p r i a t e g o a l s a re
estaablished
Le a d e r c o n n e c t s re w a rd s
with goals

Employee becomes Le a d e r p ro v i d e s
E ff e c t i v e p e r f o rm a n c e assistance on employee
s a t i s fi e d a n d m o t i v a t e d
occurs w i t h t o w a rd g o a l s
and they accept the leader

Both employee and

o rg a n i z a t i o n b e t t e r re a c h
their goal
 Leadership
Styles
1 . D i re c t i v e l e a d e r s h i p - w h e re t h e
2 . S u p p o r t i v e l e a d e r s h i p - w h e re
leader focuses on clear task
s u b o rd i n a t e s a re t re a t e d a s e q u a l s
• D i re a
c tsi vsei gLn
e am
deerns ht isp, - w h e r es tt haen d a rd s of
in a friendly manner while striving
s u c c e s s f u l p e r f o rm a n c e , a n d w o r k
t o i m p ro v e t h e i r w e l l - b e i n g .
schedule.

4 . Ac h i e v e m e n t - o r i e n t e d l e a d e r s h i p -
w h e re t h e l e a d e r s e t c h a l l e n g i n g g o a l s ,
3 . Pa r t i c i p a t i v e l e a d e r s h i p - w h e re
emphasize exc e l l e n c e , and seek
t h e l e a d e r c o n s u l t s w i t h s u b o rd i n a t e s
continuous i m p ro v e m e n t while
to seek their suggestions and then
maintaining a high d e g re e of
seriously considers those
c o n fi d e n c e t h a t s u b o rd i n a t e s w i l l m e e t
suggestions when making decisions.
d i ffi c u l t c h a l l e n g e s i n a re s p o n s i b l e
m a n n e r.
 VROOM’S DECISION-MAKING MODEL

V ro o m ’ s m o d e l o f l e a d e r s h i p
i s o n e t h a t p re s c r i b e s t h e
p ro p e r l e a d e r s h i p s t y l e f o r
various situations, focusing
o f t h e a p p ro p r i a t e d e g re e s o f
delegation of decision making
a u t h o r i t y.
 Group 1 P R E S E N TAT I O N

THANK YOU
We a r e g r a t e f u l f o r a l l t h e a t t e n t i o n y o u h a v e
given to us, and of course we hope that you
learn something from our presentation. If you
have any question please don’t hesitate
approach us through CCP email.

Thank you and have a good day everyone.

Group 1

SLIDE | 17