Organizational Leadership Leaders can be born or made, naturally endowed or artificially created.

They can be called to the fore by the situations of the time or make the situation itself. Leadership education is major function of our curriculum process, beginning with the lower level in our public and private schools and continuing through school. In spite of this, the number of true leaders produced is small. The question remains as to whether it is a latent potential given at birth. What do we mean when we speak of born leaders? What constitutes leadership is really the main question. Is a leader someone who tells others what to do, or a person who help others discover for themselves what they should do? What attitudes should a leader possess? Let us find out in this chapter what leadership is. 1. What is leadership? 2. Theories on leadership a. Trait Theory b. Theory X and Theory Y c. Situation theory d. Vertical Dyad Linkage Theory e. Path Goal Theory 3. Functional roles that leaders play 4. Behavioral styles of leadership 5. Leadership skills to develop 6. Leadership in management What is Leadership? The Board of Directors of many business organizations cry, What we need are more leaders, If only we had a great leader we would be on the way of solving our major problems. In business, the structure of the organization and the functions performed by the individuals assigned to a specific position, whether as supervisor, manager or executive require a certain degree of leadership responsibilities. Their responsibilities cover these three functions: getting thing done; keeping cost reasonable; and building group spirit. Business leaders of all levels from foreman to Chairman of the Board have these responsibilities. However, in practice most of them give emphasis to the first two and neglect the building of group spirit. The ability to meet the above-mentioned responsibilities requires: knowledge of technical details, knack with people, planning and judgment. The leader at the supervising level needs a good training and knowledge of the first two, and some of the third. At the higher executive levels, the last two are very important. People who have authority are not necessarily leaders. All leaders have authority; but all authoritarians are not leaders. Leaders derive their authority from a group of followers. Still others become leaders by inheritance. In the business and industrial world, it is customary to think of leaders as those with high positions the ones who make decisions whether such decision is willingly followed or not. Various kinds of leadership occur at any organizational level.

Researchers who at interested in what leadership is are continually coming u with ideas about it. Laird and Laird define personal leadership as the activity of influencing people to cooperate toward some goal, which they come to find desirable. Halloman (1978) has this to say about leadership; the ability to cause others to follow willingly, usually in initiating change where the leader influences the followers to reach a common goal. Leadership is a process of making choices about how to treat people in order to activate them and of translating these choices into actions. Such definitions have common factors in the, that is; influencing or motivating people to follow or cooperate and accomplish a common goal. LEADERSHIP is a unique superior position where one has the ability and power to influence people towards cooperating to get things done so as to reach a goal. Groups need a leader to keep them stable and function smoothly, to reduce uncertainty and confusion and to keep them focused on its goal. One person can influence another in his goal achievement activities using legitimate power, expert power, reference power, reward power and coercive power. Legitimate power. Legitimate power comes from either the culture or the organization but only if the organization is accepted a legitimate. For example, Congress has the right to pass laws; the president of a civic organization like the Rotary and Lions has the right to launch fund campaign projects. Expert power. This is based on the authority of knowledge like physicians, lawyers, computer programmers and scientist. Within an organization people, expert powers have a great deal of influence. Reference power. This can be described as the power of Identification or charismatic power which is based on the attractiveness of a particular person like Mahatma Ghadi; Imelda Marcos. Reward power. This is base on the leaders ability to reward a follower. In an industrial organization, reward power is closely linked to the managers legitimate power in promotions and pay increases. Coercive power. This the power to punish or to dismiss an employee or arrest someone for violating the law. THESE FIVE TYPES OF POWER are interrelated any may rest with the same person. The use or misuse of one kind of power affects the exercise of the other types of power. A leader who uses inappropriately each type of power will soon lose his reserves of power. This has happened with Presidents of countries both in United States and in Asia. Leadership in business and industry differs from leaders on the athletic field, political leaders, club leaders and so forth, in that the former type performs certain management, functions such planning, organizing, staffing, bargaining, representing and mobilizing decision. Leadership in business and industry maybe defined ideally, as a process by which one in a superior position treats his subordinates in a way that they re willing to work cooperatively towards the achievement of a goal. THEORIES ON LEADERSHIP TRAIT THEORY Leadership was not examined in depth as a disciple or a science until the early 40s. at this time the trait theory on successful leadership emerged. It is believed that successful leaders possess certain common dominant traits, which bring about their success in handling situations. Researchers found their studies towards inherited physical and mental traits. It is true that certain traits such as intelligence, positive self image high achievement level, interpersonal skill, fair understanding, perceptive, having high integrity, etc. are characteristics of successful

leaders. But even such traits have n0ot been fully accepted as representative of successful leaders and are not effective in all leadership situation. Leadership in various situation calls for various traits, skills and talents. Traits most commonly associated with leadership are integrity, knowledge of the job, courage, initiative, decisiveness, tact, dependability, persistence, endurance (requires mental and physical stamina), enthusiasm, unselfishness, resourcefulness, assertiveness, commitment dedication. Theory X and Theory Y The Theory X and Theory Y by Douglas McGregor hold that are two contradictory sets of assumptions held about human nature and that leaders tend to react towards employees according to one or the other theories. Both theories share two common assumptions. 1. Management is responsible for organizing the elements of production enterprise money, materials, equipment, people. in the interest of economic needs. 2. With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, and modifying their behavior to fit the need of the organization. Theory X is the conventional way of handling people. Workers or subordinates have to be persuaded, rewarded, punished, controlled or directed. This responsibility falls in the hands of the leaders. He gives the order and the employee obeys. This theory X is more inclined to the autocratic type of leadership. This leader is production centered. In Theory Y the leader encourages participation of people. He taps on his subordinates potentials, create opportunities for growth and development and guide them to effect productivity. Here leader is employee centered. SITUATIONAL THEORY Many other theories on leadership have come to fore during the two decades. Researchers have examined more aspects of leadership styles in their zeal to effect high productivity. The situational theory come about when management was faced with problems on how one handles people in one situation or other. In this theory, it has been pointed out that a leader in one situation may vary his style in another situation. He shows different ways of handling the same problem in different situation. In other words, he assesses all relevant factors to the situation and must be able to understand the situation for the benefit of all involved. Of this concept of leadership, Ross and Hendry have this to say. Leadership is not something that can be imported from the outside. Leadership is something that emerges, that grows and that is achieved. It is not enough to have certain qualities of personality and performance that associated with leadership acceptance in one or more group in the past. Leadership. Leadership is functional of the situation, the culture, context, and customs of a group or organization, quite as mush as it is a function of personal attributes and group requirements. The impact of the leader on the employees is just as important as the impact of employees on them. Here the leader must be able to make an assessment of the situational including the personal needs and anxieties of his subordinates.

VERTICAL DYAD LINKAGE THEORY (VDL) George Garaen and associates (1975) take into account the uniqueness of leader subordinate relationship and the individual role established within the group. This theory suggests that the behavior a leader directs towards individual members of the group is dependent upon the role relationship that has been established between the leader and each particular subordinate. It incorporates role sending by the leader and the differentiation of subordinates into several groupings. Role sending is carried out In a two way process between the leader and each subordinate. This involves the negotiation of an informal contract defining the nature of that particular working relationship. Those who perform well early in the formation of the group are most likely to become part of the leaders in group and benefit from subsequent behaviors associated with a leadership relationship. (Cashman, J. F. and N.S. Brunign 1980). This theory assumes that the larger the in group and the smaller the out group the more effective will be the leaders performance. Research shows that relegation of an out group status leads to dissatisfaction of members and eventually a departure fro the job. (Garaen 1975).

PATH GOAL THEORY OF LEADERSHIP Robert J. House (1971) has formulated a leadership theory, which hypothesizes that, the leadership function is a supplementary one that is, with respect to performance, the leader merely amplifies or detracts from existing subordinate potentials. This theory advances two basic assumptions 1. Leader behavior is acceptable and satisfying to subordinates see such behavior as immediately satisfying, or as instrumental to such future satisfaction. 2. Leader behavior is motivating if the behavior makes satisfaction of subordinates contingent on effective performance and provides the coaching, guidance, support and rewards necessary for effective performance.

FUCTIONAL ROLES THAT LEADERS PLAY MEANING of functional role The concept of functional roles comes from the idea that a behavioral act stems from a certain role, which it has to satisfy a particular need. The person who helps the group most in achieving satisfactory state in meeting its objectives may be considered as the leader. Any member of a work group maybe considered a leader when he or she performs a degree function of leading the group to accomplish a task. But within each work group someone has to be designated with specific responsibility of getting things done. Within an organization, there are many work groups with different leadership role but each has to work cooperatively to achieve the objectives of the company. Different leaders perform different functions according to the work group they handle.

Types of Functional Role A leaders functional role is derived from the work group. Their actions are determined y their role in the group. These actions may reflect different kinds of functional roles to keep the group unified and act effectively in execution of its work task. The functions of the leader may be 1. Direct, such as choosing the group goal, supervising performances, making decisions, or completing plans or it may be more 2.Complex such as serving as the group ego. The group ego develops from the individual egos of the groups members; the group ego develops by a. integrating the groups needs and goals with reality outside the group; b. satisfying interpersonal needs within the group; and c. creating an atmosphere free of conflict for group member. In addition, the leader must 1. Know himself and his men. Self awareness and self development will increase his understanding of others; 2. Keep his employees informed. Make sure that each individual recognizes and understands the goals of his company; 3. Set the example; 4. Make sound and timely decision. The leader is executive, expert, instructor, personnel technician, counselor, stress mange, and custodian of his mens welfare and developments; 5. Develop a sense of responsibility among subordinates through proper supervision and delegation of authority and responsibility. Give credit to those deserving; 6. Take responsibility of his actions and the action of subordinates. To achieve this it is important to train workers as a team where the success or failure of the groups is also the success and failure of each member of the team. In situations where conflicts arise and decisions and actions seem to fail it is better for the leader to take the blame that to pass the buck. Functional Behavior With the functional role of leaders mentioned above it may be noted that the functional behavior of the leader is one that acts as one who must get things dine in their proper perspectives. He has to identify the goals, whether he does it alone or with the help of his group members. He has to make decision or resolve differences. So one functional behavior of a leader is that he must be a catalyst or a change agent. Business and industry are at present experiencing rapid and unexpected changes in society with the ushering in of new technological growth. There is a clamor for a more humanistic and democratic approach to managing people. Another functional behavior of a leader therefore is that he must now be more sensitive to the complexities of the times and thus be more flexible. Being flexible would mean he is adaptable to changes, which he must face that economic reward is not enough to motivate workers to work but that their human potential must be utilized and developed leaders who can transcends special interest and bring people together are needed. There is, therefore, a need for leaders to grow or decay. they must be flexible to venture into the unknown odds of tomorrow for they must set the future motion by gambling reasonably but fearlessly. Special Requirements for Higher Executives BEHAVIORAL STYLES OF LEADERSHIP The success of failure of any organization is through their leadership behavior. Leadership styles is generally reflected in the behavior patterns of the leader. Proper choice of leadership style will result good followers and high productivity. A wrong choice will result in lack of cooperation of followers, low morale and low productivity. Behavior styles of leaders are closely related with their personalities. For example, a leader who does not trust other peoples judgment or may simply want to save time in decision-making portrays an authoritarian leadership style. He may have much confidence in himself/herself and towards his/her followers, or would honestly admit

that there is unlimited resource of potentials from the rank and file so the participative style of leadership emerges. Another example is a leader who leaves everything to his followers to do what is best with minimal guidance. This style of leadership is often referred to as free rein or laissez faire. Styles in which leaders performed as described above are based on the type of control leaders exercise in a group so let us discuss each briefly in order to learn how different kinds of behavior are chosen to satisfy a wide spectrum of needs and desires.

AUTOCRATIC LEADERSHIP THE AUTOCRATIC LEADER OR X LEADERSS MAJOR TAK IS TO COMMAND OR GIVE ORDERS AND ASSUME that people will follow. In this way he gets things done fast. This does not mean that he creates an atmosphere of hostility or negativism but rather sureness of will. Here instructions are given in detail with care and precision. Autocratic communication is essentially one ay with nil feedback, which may result to misunderstanding and subsequent error. The leader does not know directly what the employees feel and think. He makes decision without consulting others. PARTICIPATIVE LEADERSHIPS Participative leaders or Y leaders invite the active participation of subordinates to share in decision making process as much as possible. Their primary concern is to develop group interrelationship as well as getting the job done. Participative communication is a two way process. This requires patience and a great deal of energy on the part of the leader to stir the group into participating in planning and deciding so work may be accomplished effectively. There are two types of participative leadership. Democratic leader one who emphasizes on his subordinates their authority to make decisions and abide by such decisions with no expectations. It is believed that when people make the decisions that affect their work, they support such decisions enthusiastically and see to it that they work hard to abide by such decisions they make. Their feeling is that their potentials in creative and productive way are being maximized by the leader so they feel more responsible personally on the accomplishment of their work task and find pleasure in doing so. Consultative leaders this requires a high degree of involvement from employees but it is clear that they alone have the authority to make the final decisions. They encourage employees to give information, ideas, suggestions, talent, and experiences for the leaders to work on before they make the final decisions. ADVANTAGES OF PARTICIPATIVE LEADERSHIP: 1. 2. 3. 4. 5. GROUP INTERRELATIONSHIP IS HIGH. Members abide by whatever the group decides. It supports decisions more enthusiastically and tries hard to make them work. There is high productivity. It maximizes individuals potential in creative and productive way and experience personal satisfaction and accomplishment of their work tasks. 6. Workers take on more responsibility than their job description call for.

DISADVANTAGES: 1. TIME CONSUMING AND REQUIRES GREAT DEAL OF ENERGY. 2. MAYBE USED BY PEOPLE WITH AUTHORITY AS A GUISE FOR SHIRKING FROM THEIR OWN RESPONSIBILITIES. FREE-REIN LEADERS Free rein leaders are also referred to as laissez faire leaders. Free rein leaders give their subordinates the goals and guidelines of their jobs with little direction and leave the rest to them. The free rein leader, However, on the following month of June here upon reviewing my bank slip I found out that no deductions has been made. Possessed with decision making authority, may not use such authority but leave everything to his group to carry on what they think is best.

COMPARISON ON THREE TYPES OF LEADERSHIP

AUTHOCRATIC SYTLE OR X THEORY

DEMOCRATIC STYLE OR Y THEORY

FREE - REIN OF LAISSEZ - FAIRE

work oriented particular in details employee - oriented generalizing Neither of the two let alone develops interested in self- growth interested in employee growth self and lets others develop themselves. fast decision close supervision knows the product authority on self slow decision general supervision knows the people authority shared w/ group fast decision no supervision does not care to know authority given to group guidelines set by leader alone to group to follow or not. No particular specialty.

guidelines set by leader closely guidelines set by leader and group followed task specialist maintenance specialist

OTHER LEADERSHIP STYLES Laird and Laid believe that types of leadership have a relationship with the family upbringing, therefore, has a psychological basis. They mentioned four method of leadership as: 1. Coercive Leadership . This is considered the lowest grade of leadership. It tells subordinate to do this or else. Subordinates are forced to obey what the leader tells them for fear of losing their jobs or be ridiculed in front of fellow workers. Fear and intimidation are used to enforce blind obedience. Leaders of this kind are generally hated. 2. Leadership by assignment. The leader gives definite assignments and responsibilities to hi subordinates and expects them to do what has been assigned. This is much better than the coercive type. The leader gets more cooperation and the only disadvantage here is that he does not build teamwork.

3. Leadership by teaching and explaining. Here the leader takes pain in teaching and explaining to the group what is to be done and what he expects from them. Members of the work force may approach him freely for any further explanation. This helps he workers develop their skills and become loyal to the leader. 4. Leadership by inspiring and molding ideas. This is considered the highest form of building good relationship. The leader is creative and innovative. He seeks to bring out the potential of his subordinates and stimulates them for personal growth. This leader maintains group unity and high productivity. LEADERSHIP SKILLS TO DEVELOP The following suggestions were made by Dr. John K. Hemphill in his modern study to leadership. These six groups of skill are all focused in mobilizing the mental and social forces in the group to motivate workers to achieve group which they understand and accept.

Six Cardinal Skills to Develop A. Set groups goals with the members Our boss asks our opinions frequently. He talks over changes with us. The boss uses some of our suggestions. He tells us about things that may be coming up. We have frequent group confabs on work problems. B. Help them to reach the group goals. My boss gives me help when I need it. He shows he is proud when we do a good job. He can help us on the technical details of the work. He listens to complains and takes care of them promptly. He sees that we have good equipment and materials on hand when we need them. C. Co ordinate the members Our boss delegates authority wisely. He lets us help each other. He gives us all a chance at choice jobs no favorites. He lets us know how each of our jobs is important. He helps us work out things together. D. Help members FIT INTO THE GROUP Our boss understands the way we feel about things. He is good at seeing that the right people work together. He makes me feel at home with the crew. Our leaders take a personal interest in us. He gives me a chance to do the work I am best at. E. INTEREST IN THE GROUP, not itself Our leader is usually pulling for us. My boss does not stand between me and the company. He is good at getting us overtime, transfers and changes. He gives us sincere answers, and no run around. Our leaders will stick his neck out for us.

F. HUMAN NESS Our boss is easy to see and talk to. He is reasonable in what he asks, and in enforcing rules. I feel free to talk over my personal problems with him. I feel that I know him well. No One best personality for leadership. Has yet been found. A wide variety of personalities can become leaders because there is a wide variety of people to be led. The people with whom the leader works vary more than do tools or materials. Different types of work may call for different types of leadership methods. LEADERSHIP IN MANAGEMENT EADERSHIP IN MANAGEMENT means influencing and causing people to take effective action. The ability to lead people by directing their energies toward the achievement of specific goals is perhaps the most satisfying of the four functions of management. SUCCESS is enhanced by the managers ability to help others find challenge and satisfaction in the work they do to achieve the organizations objectives. People usually work best when they do the work because they want to, not because they have to. The manager, as an effective leader Builds productive relationship with others; Influences activities toward achievement of goal Maintains and builds mutual respect; Develops the knowledge and skill levels of the team.

Managers are responsible for influencing and guiding people toward the achievement of results. Leadership is considered to be that process of influence. This influence is a result of interactions between the leader, the needs and aspirations of team members, and the nature of the work. In the final analysis, managers lead only by their ability to develop, motivate and communicate with people and help them to reach decisions, which they can implement. CHOICE OF LEADERSHIP STYLES Which kind of leadership style should you use? Buren Uris advises the would be leader as follows: The skill with which you apply the three basic tools of leadership autocratic, democratic, and free rein techniques determine your personal success as a leader. What then are the conditions to be considered in the choice of a particular leadership style? There are many, some of them are the following: PERSONALITY Not all people can function well under the same kind of leadership. There are for example many people whose personalities make them unfit for a group of individual centered style. Studies indicate that childhood marked by unfortunate sexual experience and domination by an overbearing prudish father had left him sharply

unconsciously ambivalent toward authority. Consequently, he worked well under the supervision of an authoritative leader but invariably becomes careless when he was given substantial freedom on the job. A study by Medalla on authoritarianism in military groups supported the hypotheses that people with strong authoritarian tendencies will be more likely to accept formal military leader with the conventional traits of the good officer than with people weak authoritarian tendencies. This suggests a relation between personality and leadership style. Individuals reared under an authoritarian culture work best under an authoritarian leader; those reared under a democratic culture, generally would be effective under a democratic leader. EMERGENCY / CRITICAL CONDITIONS Authoritarian leadership would be more effective in critical situations since fast decisions have to be made. When there is peace and stability, the democratic or group centered style proved to be more effective. The nature of the task to be performed is another condition. The group centered leadership style is more appropriate when there is more than one solution to solve the problem which requires a considerable amount of interpersonal cooperation. A situation in which most of operators are strongly authoritarian style would be more effective. THE ROLE OF INTELLIGENCE An experiment done on Effects of Leadership Style and Members Intelligence Upon Group Performance in Twenty Question Game reveal that the Bright did their best under a group centered style and the Dulls under a leader centered style. The relation was especially marked for the Dulls whose problem solving efficiency was only half as high under group centered leadership as under authoritarian leadership. TASKS ROLES What are the roles of the leaders and followers; They fall into three broad categories: roles peculiar to the superior, roles peculiar to the subordinate and mixed roles, whose functions are performed by either or both. Each category implies a different style of leadership.

GROUP CHARACTERISTICS Groups develop their own norm and group goals which may be accompanied by fairly powerful mechanisms for improving the groups will upon its member and upon the outside world. These play a large part in determining the success of the various leadership styles. ARE LEADERS BORN OR MADE? Leaders are both born and made. James Cibbin, researcher and lecturer on leadership examined more than 3,000 studies and offered the following conclusions:

1. Leadership seems to emerge when the situation demands it and the qualities of leader converge. 2. Leaders have vision: leaders lead. They are continually pushing to the front, determined to get things done. They are intensely result oriented and they have the ability to focus clearly on their goals and then concentrate with single mindedness or intensity of purpose. The kind of vision that enables someone to uplift and inspire others in always aimed at being or doing something that makes a difference. Vision is focused outward and upward. When average people become obsessed about the possibility of creating something exciting and important, they start to lead. Some say the leadership is the ability to get followers. Leaders are invariably those who can tap into the deeper emotions of others and get them to rise above and beyond anything they may have accomplished in the past. 3. Leaders engage in transformational leadership, the deployment and management of people and resources to get results. Leadership at the highest end of the spectrum is transformational leadership that arouses emotion, that can elicit extraordinary performance from ordinary men and women. EMPOWERMENT is the key function of leadership as the work force becomes dominated by younger members who are seeking meaning and purpose in their careers. They are not impressed by authority and hierarchy. TRANSFORMATIONAL leadership is what provides the emotional glue that causes organizations and people in them to excel. It delegates high levels of responsibilities picking the right people matching them to the right jobs. When this happens the conditions for exceptional performance have been created. Another behavior of transformational leaders is their confident attitude of positive expectations. They radiate a belief in themselves and in the ability of their subordinates to succeed. They empower others by keeping them freely informed on everything that affects their jobs. People want and need to feel that they are insiders, that they are privy to whats really going on. Another characteristics of empowering behavior is regular feedback on performance and results. People need to know how theyre doing so they can improve if performance is below standard and so they can be proud of their success. THE DIFFERENCE BETWEEN LEADERS AND MANAGERS The managers and the leaders are two different people especially in their motivations and personal history. Abraham Zaleznich, a management theorist from the Harvard Business School believes that a manager and a leader are different in the way they think and act. He suggests that managers tend to adopt an impersonal, almost passive attitude toward company goals. Leaders on the other hand, actively embrace them; often inject a touch of personal passion. Managers view their work as an enabling process, one that would sustain people, resources and ideas into a forward moving completely. Leaders are mostly concerned with idea and seem predisposed to work from high-risk positions, especially when they sense extraordinary reward and opportunity. Managers prefer to work with people from an organizationally confused role position, as links in the decision making chain. Leaders relate to people and events in a more instinctive and emphatic way, putting their personal stamp on actions. Leaders may be part of a company, but theyll be owned by the company. Practicing manager recognize that good leadership is essential to the success of their business, as well as to the success of other institutions that shape our lives.

LEADERS AND MANAGERS

PERSONALITY DIMENSION Attitudes toward goals

MANAGER Has an impersonal, passive, functional attitude; believes goals arise out of necessity and reality. Views work as an enabling process that combines people, ideas, and things, seeks moderate risk through coordination and balance. Avoids solitary work activity, preferring to work with others; avoids close; intense relationships; avoids conflict. Is once born; makes a straightforward life adjustment; accepts life as it is.

LEADER Ha a personal and active attitude; believes goals arise from desire an imagination. Looks for fresh approaches to old problems; seeks high - risk positions' especially with high payoffs. Is comfortable in solitary work activity; encourages close' intense working relationship; is not conflict averse. Is twice born; engages in a struggle for a sense of order in life; questions life.

Conceptions of work

Relationship with others

Sense of self