Module 3 | Functions of Management - Leading

A management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.

Leading

Function

Leading

Process

Leadership

6 Bases of Power

Legitimate Power; Reward Power; Material Rewards; Coercive Power; Referent Power; Expert Power

A Person who occupies a higher position has these over persons in lower positions within the organization

Legitimate Power

The ability to give rewards to anybody who follows orders or requests

Reward Power

Refer to money or other tangible benefits

Material Reward

When a person compels another to comply eith the orders through threats or punishments

Coercive Power

When a person can get compliance from another because the latter would want to be identified with the former

Referent Power

Experts provide specialized information regarding their specific lines of expertise

Expert Power

It is the process of influencing and supporting others to work enthusiastically toward achieving objectives

Leadership

It is expected of any manager in charge of any unit or division

Leadership

It is important that a leader is \___ in order to achieve the objectives of the division or unit

Effective

Traits of Effective Leaders

A high level of personal drive; The desire to lead; Personal integrity; Self-confidence; Analytical ability or judgment; Knowledge of the company, industry or technology; Charisma; Creativity; Flexibility

American social and organizational psychologist

Robert Katz

3 Basic types of Management Skills according to Robert Katz

Technical Skill; Human/Interpersonal Skill; Conceptual Skill

It is the knowledge and ability to use processes, practices, techniques, or tools of a specially responsible area

Technical Skill

It involves skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives

Technical skill

It is the ability to interact with other person successfully

Human/Interpersonal Skill

A manager must be able to understand, work with and relate to both individual workers and groups or team in order to build a \____.

Teamwork Environment

These are the skills that present the managers' ability to interact, work or relate effectively with people

Human or Interpersonal skills

It is the mental-ability of a manager to view the organization as a whole

Conceptual Skill

It deals with bright ideas and abstract relationships

Conceptual Skill

It is the ability to imagine the integration and coordination of all the segments of the entire organization

Conceptual Skill

Behavioral Approaches to Leadership Styles

According to ways leaders approach people to motivate them; According to the way the leader uses power; According to the leader's orientation towards task and people.

Ways to Approach People

Positive Leadership; Negative Leadership

When a leader's approach emphasizes rewards

Positive Leadership

When punishment is emphasized by the leader

Negative Leadership

Ways to use Leader's Power

Autocratic Leaders; Participative Leaders; Free-rein Leaders

Leaders who make decisions themselves, without consulting subordinates

Autocratic Leaders

Leader openly invites his subordinates to participate or share in decisions

Participative Leaders

Set objectives and allow employees or subordinates relative freedom to objectives

Free-rein Leaders

Leaders Orientation toward Tasks and People

Employee Orientation; Task Orientation

When a leader considers employees as human being of "intrinsic importance and with individual and personal need to satisfy"

Employee Orientation

When a leader places stress on production and the technical aspects of the job and the employees are viewed as the means of getting work done

Task Orientation

It is an effort to determine through research which managerial practices and techniques are appropriate in specific situations

Contingency Approach

4 Contingency Approaches to Leadership Styles

Fiedler's Contingency Model; Hershey and Blanchard's Situation Leadership Model; Path-Goal Model of Leadership; Vroom's Decision Making Model

Leadership is effective when the leader's style is appropriate to the situation.

Fiedler's Contingency Model

3 Principal Factors determining Situation Characteristics

Relations between leaders and followers; Structure of the task; Power inherent in the leader's position.

The Situation Characteristics vary from \____.

Organization to Organization

To be effective, the situation must \___ the leader

Fit

If the Situation does not fit the leader, the following may be tried

Change the leader's trait or behavior; Select leaders who have traits or behaviors fitting the situations; Move leaders around in the organization until they are in positions that fit them; Change the situation.

It suggests that the most important factor affecting the selection of a leader's style is the development (or maturity) level of subordinate.

Hershey and Blanchard Situational Leadership Model

The leader should match his or her style to this \____.

Maturity Level

Maturity Level (2):

Job Skills and Knowledge; Psychological Maturity.

Leadership Style Appropriate for Various Maturity Level

Directing; Coaching; Supporting; Delegating

Is for people who lack competence but are enthusiastic and committed

Directing

Is for people who have competence but lack commitment

Coaching

Is for people who lack of competence or motivation

Supporting

Is for people who have both competence and commitment

Delegating

Structure, Control, and Supervise

Directing

Direct and Support

Coaching

Praise, Listen, Listen and Facilitate

Supporting

Turn over responsibility for day-to-day decision-making

Delegating

Leadership can be made effective because leaders can influence subordinates perceptions

Path-Goal Model of Leadership

Leadership can be made effective because leaders can influence subordinate's \____.

Perception

It is assumed that effective leaders can enhance subordinate motivation

Motivation

Enhance Subordinate Motivation by:

Clarifying the subordinate's perception of work goals; Linking meaningful rewards with goal attainment; Explaining how goals and desired rewards can be achieved.

Leadership Styles by Path-Goal Proponents

Directive Leadership; Supportive Leadership; Participative Leadership; Achievement Oriented Leadership

Leader focuses in clear task assignments, standards of successful performance, and work schedules

Directive Leadership

Subordinates are treated as equals in a friendly manner while striving to improve their well-being

Supportive Leadership

Leadership consults and then seriously considers those suggestions when making decisions

Participative Leadership

Leader sets challenging goals, emphasizes excellence, and seeks continuous improvement

Achievement Oriented Leadership

It prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision making authority

Vroom's Decision-Making Model

How many distinct decision making styles are identified under the Vroom Model?

Five

How many Decision-Making Style under Vroom Model for Autocratic Leader

Two

How many Decision-Making Style under Vroom Model for Consultative Leader

Two

How many Decision-Making Style under Vroom Model for Group Directed

One

Leader solves the problem or makes the decision himself using available information

A-1

Leader obtains necessary information from subordinates, then decides

A-2

Leader approaches subordinates individually getting their ideas then makes decision

C-1

Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides

C-2

Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides

G-2

Degree of Subordinate Participation under A-1

None

Degree of Subordinate Participation under A-2

Low

Degree of Subordinate Participation under C-1

Moderate

Degree of Subordinate Participation under C-2

Moderate

Degree of Subordinate Participation under G-2

High