LEADERSHIP

LEADERSHIP
•means an interpersonal,
influence directed toward
the achievement of a goal
or goals.
• Interpersonal means between persons.
Thus, a leader has more than one person
(group) to lead.

• Influence is the power to affect others.

• Goal is the end one strives to attain.

• is a dynamic relationship based on
mutual influence and common
purpose between leaders and
collaborators in which both are
moved to higher levels of motivation
and moral development as they
affect real, intended change.
• Relationship is the connection
between people.

• Mutual means shared in common.

• Collaborators cooperate or work

together.
• is a complex process by which a person
influences others to accomplish a mission,
task or objective and directs the
organization in a way that makes it more
cohesive and coherent.(Don Clark, Big
Dog)
LEAD/ ER/ SHIP

 Lead is to direct the performance of the

group in order to achieve a common goal.

 Leader is the one who leads and who uses

interpersonal skills to influence others to
accomplish specific goals.

 Leadership is a process and at the same

time a character that infects change
leading to a particular purpose that in one
way or another will contribute to success.
Thus could ultimately make a difference by
influencing others and persuade them to
envision and work collaboratively.
 MANAGERS LEADERS
 Administer  Innovate

 Eye the bottom line  Eye the horizons

 Imitate
 Originate

 Do the right thing

 Do things right
 Effective
 Efficient
 Characteristics of a Good Leader
 Knowledgeable
 Confident
 Respectable
 Role model
 Observant
 Capable of making
mistakes and correcting
them
 Problem solver
 Compassionate
 Works well with others
 Goal oriented good
communicator
 Personality oriented
 Influence people
 Motivating
 Accountable
 Good listener
 Leadership Skills

 Technical Skills  Human Relation Skills

* methods, processes and
procedures * interpersonal processes
* ability to use tools * members attitude
* ability to operate * members motives
* communication skills
 Conceptual Skills * cooperation
* analyze situation
* think logically
* combine concepts and
ideas into a workable
relationship
 “Leaders are made, not born.”

Center of an activity

Induction
Personal character
Status
LEADER of compliance
of the others

Persuasion
 Factors affecting Leaders

Leaders and leadership do not stand

alone. No man is an island,
unaffected by the outside world.
There are outside factors that can
influence leadership development.
 Leaders to be a leader you have to
know YOU! Know your own
strengths, challenges and who you
are as an individual. Without
knowing these basics items about
yourself, it will be difficult to take
leadership of a group.
 Followers different people have different
needs. The types of leaders needed to
inspire and motivate those people are
definitely one of those needs. One of the
most basic leadership principles is that
leaders need to know the people that
follow them. As a leader it is only by
knowing your followers that you can
identify their needs and provide them with
the most effective leadership.
 Communication verbal and non-
verbal communication is key in
leadership. Not only when you talk
with your followers, but in written
communications and in the non-
verbal clues you give, you are always
on. As a leader, you must set an
example in everything you do.
 Situation every situation is different.
Each day will bring new challenges
and new rewards. Leaders must use
their own judgment and gut instincts
to determine what course of action
they will take as arise.
 Virtues as the Foundation of Leadership
• PRUDENCE - the habit which enables man to direct his actions to
human lifes goals of knowing the right thing to do and applying it.

• JUSTICE – the habit of giving each one his due with constant and
perpetual will; gives stability which man needs to work without fear
and anxiety in the search for happiness.

• FORTITUDE – the habit of overcoming the difficulties and

pressures of life in the pursuit of good.

• TEMPERANCE – the habit of bringing the desires and natural

indications of man under the control of right reason.

• INDUSTRY – the habit of working hard and working under

pressure.
• LOYALTY - the habit of remaining true to your friends and to your
principles inspite of difficulty.

• RESPONSIBILITY – the habit of being accountable for ones actions,

duties, obligations; readiness to answer to the consequences of our
actions

• CHEERFULNESS – the habit of being optimistic, positive, always

seeing the right side of things

• GENEROSITY – the habit of sharing the good that one has with
other people; thinking first of the people around him and looking for
ways he can help and serve them.

• MAGNANIMITY - the habit of having great ideals and ambitions of

doing good; being concerned with doing great deeds of service to
others by devoting his life to serve his country or to help other people.
Leadership
Styles
• AUTOCRATIC LEADERSHIP
– is a leadership styles that
assumes individuals are motivated
by external forces, therefore, the
leader makes all the decisions and
directs the followers behavior.
• DEMOCRATIC LEADERSHIP
– is a leadership style that
assumes individuals are motivated
by internal forces; the leader uses
participation and majority rule to
get direction or facilitation
• LAISSEZ-FAIRE
– is a leadership style that
assumes individuals are motivated
by internal forces and should be
left alone to complete work;
leader provides no direction or
facilitation.
• BUREAUCRATIC LEADERSHIP
– is a leadership style that
assumes individuals are motivated
by external forces; leader trusts
neither followers nor self to make
decisions and therefore relies on
organizational policies and rules.
 Daniel Goleman, Richard Boyatzis
and Annie McKee, in Primal
Leadership, describe six styles of
leading that have different effects on
the emotions of the target followers.

These are styles, not types. Any

leader can use any style, and a good
mix that is customized to the
situation is generally the most
effective approach.
 Visionary Leader

 The visionary leader moves people

towards a shared vision, telling them
where to go but not how to get there
– thus motivating them to struggle
forwards. They openly share
information, hence giving knowledge
power to others.
 They can fail when trying to motivate
more experience experts or peers.

 This style is best when a new

direction is needed.

 Overall, it has a very strong impact

on the climate.
 Coaching Leader
 The Coaching leader connects wants to
organizational goals, holding long
conversation that reach beyond the
workplace, helping people find strengths
and weaknesses and lying these to career
aspiration and actions. They are good at
delegating challenging assignments,
demonstrating faith that demands
justification and which leads to high level
of loyalty.
 Done badly, this style looks like
micromanaging.

 It is best used when individuals need

to build long-term capabilities.

 It has a highly positive impact on the

climate.
 Affiliative Leader
the affiliative leader creates people
connections and thus harmony within the
organization. It is a very collaborative
style which focuses on emotional needs
over work needs.
when done badly, it avoids distressing
situations such as negative feedback.
Done well, it is often used alongside
visionary leadership.
it is best used for healing rifts and
getting through stressful situations. It has
a positive impact on climate.
 Democratic Leadership
the democratic leader acts to value
inputs and commitment via participation,
listening to both the bad and the good
news.
when done badly, it looks like lots of
listening but very little effective action.
it is best used to gain buy-in or when
simple inputs are needed (when you are
uncertain).
it has a positive impact on climate.
 Pace-setting Leader
the Pace-setting leader builds
challenge and exciting goals for
people, expecting excellence and
often exemplifying it themselves.
They identify poor performers and
demand more of them. If necessary,
they will roll up their sleeves and
rescue the situation themselves.
They tend to be low on guidance,
expecting people to know what to
do.
Done badly, it lacks Emotional
Intelligence, especially self-
management. A classic problem
happens when the ‘star techie’ gets
promoted.
 It is best used for results
from a motivated and
competent team.

 It often has a very negative

effect on climate ( because it
is often poorly done).
 Commanding Leader
The Commanding Leader soothes
fears and gives clear directions by
his or her powerful stance,
commanding and expecting full
compliance ( agreement is not
needed). They need emotional self-
control for success and can seem
cold and distant.
 Transformational Leadership
- Blends the behavioral theories with a little dab
of trait theories.
- Transformational leaders are charismatic and
visionary, can inspire followers to transcend
their own self-interest for the good of the
organization.
- Transformational leaders appeal to followers’
ideals and moral values and inspire them to
think about problems in new or different ways.
Elements of effective
Leadership
 Sense of mission
 Self Denial
 Desirable Character Traits
 Sound Judgment
 Vigor
 Job Competence
 High Character
 Sense of Mission

 Is an element that refers to persuading

the group to arrive in a particular
purpose and a meaningful goal. A
belief in his own ability to lead, a love
for the work of leadership itself, and a
devotion to the people and the
organization he serves.
 Self Denial

 A selfless service and self-sacrificing in

character. Attributes that make an
effective leadership. It entails greater
responsibility but rewarding in the end.
The willingness to forego self-
indulgences such as ‘blowing his top’
and the ability to bear the headaches
the job entails.
Desirable Character Traits

 An element that is essential in a way

that it attracts other individuals like
music leading to achieve one rhythm
and sound. But being desirable does
not mean that the a leader should be
pleasing everyone.
 Sound Judgment

 This element refers to the ability and

skill of a leader to give a better
evaluation through transparency and
equality. The ability to recognize the
important from the unimportant and the
wisdom to look into the future and plan
for it.
 Vigor

 It is the energy that drives leadership

and dynamism that moves other to
accomplish any tasks. A dynamic drive
for work.
 Job Competence

 Refers to the ability and compatibility

and credibility of a leader to handle
delicate and challenging work at hand.
Suitable for any challenges and job
entails in terms of technical and
managerial capability.
 High Character

 Honesty and sincerity with one’s self

and with others, and courage to face
hard facts and different situations,
criticisms or one’s own errors.