LEADING

Submitted by:
Erica Jane U. Almodovar
Marijo S. Salandanan
Submitted To:
Ms. Alipala

Leading

Definition
Motivation
Leadership Theories
Communication
Management of change and diversity
Filipino and Foreign Cultures

Leading

- involves the social and information source of influence

that you use to inspire action taken by others.
- third function of management.
- it involves communicating, motivating and inspiring ,
encouraging employees towards a higher level of
productivity.

Leading and Motivating as a Manager

- your ability to lead and motivate people is critical to
success as a manager.
- it is also to navigate your group through change, make
tough decisions, and focus efforts productively on the most
important tasks.

Motivation

- is an equally important responsibilty of management.

- translates directly into productivity and team
effectiveness.

As a manager, you play a big role in building

team motivation.

10 keys to leading and motivate the people you manage:

Find out what motvates the people who report to you.

Hire and keep people who are good at work.
Get people working on whats important.
Explain and train.
Let people work.
Be generous with praise and recognition.
Expect excellence.
Cares about people and shoe it.
Treat employees with respect.
Lead by example.

Leadership Theories
Great Man Theory
- Leaders are born and not made.
- Great leaders will arise when there is a great need.
- proposed by Thomas Carlyle.

Trait Theory

- People are born with inherited traits.

- some traits are particularly suited to leadership.
- people who make good leaders have the right combination of
traits.
- made by Mccall and Lombardo.

Behavioral Theory
-Leaders can be made, rather than are born.
- successful leadership is based in definable, learnable behavior.

- a big leap from Trait Theory (assumes that leadership capability

is being inherent)

Role Theory
- People define roles for themselves and others based on social
learning and reading.
- People form expectations about the roles that they and others
will play.

The Managerial Grid

- defined by Robert Blake and Jane Mouton.
- uses the Task vs. Person preference.
- late changed to the Leadership Grid.
- Concern for People and Concern for Results.

Chris Argyris
Immature-Infant End
1. Being passive
2. Being dependent
3. Being unware of self
4. Being subordinate

Natural Movement w/ Maturation

1.Increasing creativity
2. Independence
3. Awareness of, and control
over self
4. Aspiring to occupy an equal
superior position
(for more, see page 61)

Abraham Maslows Hierarchy of Needs

physiological

- important to a manager, to determine

the kind of need of the employee.

Self actualizatio
n
Esteem

- once the need is satisfied, it ceases to become

Love/ Belonging
a motivator.
Safety
Physiological

Frederick Herzbergs Theory of Motivation

Dissatisfaction and
demotivation

Not dissatisfied
not motivated

Positive satisfaction
and motivation

Irrefutable Laws of Leadership

set of guiding principles for leaders, tested and refined
through Mr. Maxwells own experience.
included among the laws is the Law of Empowerment.
Derivation of the Law of Empowerment:
Only secure leaders embrace adversity.
Balat-sibuyas people - tragic character flaws found in Filipino
culture. This means that they are hypersensitive to opposition,
adversity and criticism and are liable to lash out or break down at
the onset of circumstances with such.

Desire to save face.

-ayaw mapahiya as we say in the vernacular. It is more than

not the case that Filipinos think that mapapahiya sila and
nakakahiya when they face adversity and criticism.
Resistance to change
- not all change is good, but change can be managed. It is up to
the Filipinos to learn how. It is not a threat, but an opportunity for

people to show that they can grow and adapt to new

circumstances.

Hygiene Factors:

Lack of self-worth
> Company policies
> Quality
of supervision
- we cant
discount that there are people who define their
personal esteem and value from their position, what theyve
> Relations w/ others
accomplished, and what theyve done.
> Personal life
- and no, adapting doesnt mean burying ones head in the
> ground
Rate of and
pay hoping that the opposition goes away by itself.
differences in Leadership Styles
> Cultural
Job security
Autocractic
Style autocractic leaders make all decisions for
> Working
conditions
their departments and tend to show little concern for
individuals.
Bureaucractic Style bureaucractic leaders set up rules and
want them
followed
Leaders distance
themselves
- Hygiene
factors
do notprecisely.
serve to promote
job satisfaction
but their
from
their
employees,
they
tend
not
to
nurture
employees
absence can create dissatisfaction.
and accept
mistakes.
- Motivation
factors
are consiered as the real factors.

Charismatic
Style
leaders
who inspire
their employees
Leading with Communication
Systems
and Skills
establish a vision and communicate it with passion and
enthusiasm. one of the management function.
Communication
Democractic Style democractic leaders involve their
Effective
communication
subordinates
in decision making processess, also they
motivate their personnel to solve problems themselves.
promotes undestanding, cooperation, harmony, and teamwork in
Motivational Factors:
the work place.
> Achievement
it is no more a natural skill than leadership
is a born trait. Most
leaders learned, developed, practiced, and refined their
> Career advancement
communication skills through a lot of hardwork and conscientious
effort.
> Personal growth
Effective communication strategies, systems, and practices:
> Deliver clear and consistent messages to all parts of the
organizations.
> Inspire and energize.
> User-friendly, human and personal.
Motivational
> Move infos, experiences, learning, ideas, direction, and feedback
factors
factors
equallyHygiene
well in all directions.