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8/12/2019 Eman Leadership by roberto medina
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LEADING
There are times in spite of great difficulties, jobs are needed to be done,
projects are needed to be finished in time, and services are needed to be
provided. Employees in the production lines tend to be irritated by delays in thearrival of necessary production materials and supplies. Workers complain when
difficult jobs are assigned to
their units. When calamities
strike, employees of public
works agencies need more
than wages to complete
assigned tasks as quickly as
possible. These and other
difficulties found in the
workplaces provide
sufficient reasons for poor
productivity. The situations
cited require managers with
effective leadership.
There are many instances, however, when the ill effects of whatever
shortcomings happen. They seriously affect the performance of workers.
Effective Leadership tends to neutralize such difficulties. Good working
conditions, however, cannot overcome the disadvantages of bad leadership.
These are proven by many cases which occurred in the past and even in
modern times.
Successful firms regard the leadership skill requirement as a high priority
concern. Big companies like Warner Lambert Philippines, Shell, Fuji-Xerox, and
Daewoo are seriously involved in training their managers to become effective
leaders.
Engineer managers, in whatever management level they happen to be,
are not exempted from the problem of effective leadership. If this is really so,
then they must be concerned with the management function of leading.
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WHAT IS LEADING?
Leading is that management function which involves influencing others
to engage in the work behaviours necessary to reach organizational goals. The
definition indicates that a person or group of persons tasked with managing a
group must assume the role performed by leaders.
While leading refers to the function, leadership refers to the process.
HOW LEADERS INFLUENCE OTHERS
Engineer managers are expected to maintain effective work forces. To be
able to do so, they are required to perform Leadership roles. Leaders are said to
be able to influence others because it the power they possess. Power refers tothe ability of a leader to exert force on another.
Bases of Power
The power possessed by leaders may be
classified according to various bases. They are
as follows:
1. Legitimate power2.
Reward power
3. Coercive power4. Referent power5. Expert power
Legitimate Power. A person who occupies a higher position has legitimate
power over persons in lower positions within the organization. A supervisor, for
instance, can issue orders to the workers in his unit. Compliance can be
expected.
Reward Power. When a person has the ability to give rewards to anybody
who follows orders or requests, he is said to have reward power. Rewards may
be classified into two forms: material and psychic.
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Coercive Power. When a person compels another to comply with orders
through threats or punishment, he is said to possess coercive power. Punishment
may take the form of demotion,
dismissal, withholding or promotion,
etc.
Referent Power. When a
person can get compliance from
another because the latter would
want to be identified with the
former, that person is said to have
referent power.
Expert Power. Experts provide specialized information regarding theirspecific lines of expertise. This influence, called expert power, is possessed by
people with great skills in technology.
The expert power exercised by environmental scientists was enough to
force governments throughout the world to pass legislations favourable to
environmental protection.
THE NATURE OF LEADERSHIP
Leadership may be referred to as the process of influencing and supporting
others to work enthusiastically toward achieving objectives. Leadership isexpected of any manager in charge of any unit or division.
One cannot expect a unit or division to achieve objectives in the absence of
effective leadership. Even if a leader is present, but if he is not functioning
properly, no unit or division objectives can be expected to be achieved.
Traits of Effective Leaders
There are certain leadership traits identified by researchers and
which may be useful in developing effective leaders. These traits are as
follows:1. A high level of personal drive2. The desire to lead3. Personal integrity4. Self-confidence5. Analytical ability or judgement6. Knowledge of the company, industry or technology
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7. Charisma8. Creativity9. Flexibility
Personal Drive
Persons with drive are those identified as willing to accept responsibility,
possess vigour, initiative, persistence, and health. Drive is a very important
leadership trait because of the possibility of failure in every attempt to achieve
certain goals. If a chosen way to reach a goal is not successful, a leader finds
another way to reach it, even if it precedes a succession of failed attempts. This
will, of course, require a high level of personal drive from the leader.
An example of a person with a high level of personal drive is Paul
Mediation, plant director of the Polo plant of San Miguel Corporation between
1992 and 1994. He was instrumental in radically changing the problem-riddled
Polo plant to a world-class brewery with modern technology and a work force
with a new attitude, how he was able to prove himself as a leader with enough
drive is a feat worth emulating.
The Desire to Lead
There are some persons who have all the qualifications for leadership, yet
they could not become leaders because
they lack one special requirement: the
desire to lead.
Even if they are forced to act as
leaders, they will not be effective
because their efforts will be half-hearted.
Leaders with a desire to lead will always
have a reservoir of extra efforts which can
be used whenever needed.
Personal Integrity
A person who is well-regarded by others as one who has integrity
possesses one trait of a leader. One who does not have personal integrity will
have a hard time convincing his subordinates about the necessity of completing
various tasks. If this is the case, the leader will, then, resort to exercising his
authority and getting things done entirely by the use or threat of use of the
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coercive powers vested in him by virtue of the rank and position he occupies in
the hierarchy. If this happens, the economic and emotional costs will be too
high to be maintained for a desirable length of time. As it is, the better option is
to have personal integrity.
According to V.K. Saraf, integrity means and includes honesty, honour,
incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
Self-Confidence
The activities of leaders require moves that will produce the needed
outputs. The steps of conceptualizing, organizing,
and implementing will be completed if sustained
efforts are made. For the moves to be continuous
and precise, self-confidence is necessary.
McKinsey and company found in a study they
conducted that leaders of midsized, high growth
companies were almost inevitably consummate
salesmen who radiate enormous contagious self-
confidence.
Wess Roberts was very precise when he declared
the following as one of the traits of a good leader.
A chieftain cannot win if he loses his nerve. He
should self-confident and self reliant and even if he does not win, he will know
he has done his best.
Analytical Ability
Leaders are oftentimes, faced with difficulties that prevent the completion
of assigned tasks. A subordinate, for instance, may have
a record of continually failing to produce the needed
output. A leader with sufficient skill to determine the root
cause of the problem may be able to help the
subordinate to improve his production.
The ability to analyze is one desirable trait that a
leader can use to tide him over many challenging
aspects of leadership.
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Knowledge of the Company, Industry or Technology
A leader, who is well-informed about his company, the industry where the
company belongs, and the technology utilized by the industry, will be in a better
position to provide directions to his unit.
A company, for example, may be the industry leader because it satisfies
the need of its particular market, i.e., providing quality products at affordable
process. When a competing firm is fast catching up with the leader, and the
leaders managers know this, they will better serve the interest of their company.
Charisma
When a person has sufficient personal magnetism that leads people to
follow his directives, this person is said to have charisma. Great personalities in
history like Napoleon Bonaparte, JuliusCaesar, Adolf Hitler, George
Washington, Elvis Presley and others are
said to possess charisma. This
characteristic was greatly responsible
for whatever accomplishments they
achieved.
When used properly, Charisma will help
the leader in achieving his goals. With
some adjustments, subordinates may be
expected to do their tasks willingly.
Creativity
Ronnie Millevo defines creativity as the ability to combine existing data,
experience, and preconditions from
various sources in such a way that the
results will be subjectively regarded as
new, valuable, and innovative, and as adirect solution to an identified problem
situation.
As leaders are tasked to provide solutions
to problems besetting their particular
units or divisions, creativity will be a very
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useful trait. Problems are, oftentimes, complex and challenging, and if they are,
the leader will need all the creative abilities he has.
Flexibility
People differ in the way they do their work. One will adapt a differentmethod from another persons method. A leader, who allows this situation as
long as the required outputs are produced, is said to be flexible.
There is wisdom in being flexible. It allows the other means of achieving goals
when the prescribed manner is not appropriate.
Leadership Skills
Leaders need to have various skills to be effective. They are:
1. Technical skills2. Human skills, and3. Conceptual skills.
These skills are used in varying degrees at different management levels
LEADERSHIP SKILLS AND THEIR USE AT VARIOUS MANAGEMENT LEVELS
Top Management
HUMAN SKILLS CONCEPTUAL SKILLS
Middle Management TECHNICAL
SKILLS
Lower Management
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There are several approaches used in classifying leadership styles. They are as
follows:
1. According to the ways leaders approach people to motivate them2. According to the way the leader uses power.3. According to the leaders orientation towards task and people.
Ways Leaders Approach People
There are two ways a leader may approach people to motivate them.
They are:
1. Positive leadership and2. Negative leadership
BEHAVIORAL APPROACHES TO LEADERSHIP STYLES
Behavioral Approach
according to ways
leaders approach
people to motivate
them
Positiv leadership
negative leadership
according to the way
the leader uses power
autocratic
participative
free-rein
according to the
leader's orientation
toward tasks and
people
employee orientation
task orientation
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When the leaders approach emphasizes rewards, the style used is positive
leadership. The reward may be economic, like an increase in monthly salary, or
it may be noneconomic like membership in an advisory committee.
When punishment is emphasized by the leader, the style is said to be negative
leadership. The punishment may take the form of reprimand, suspension, or
dismissal.
Leaders, sometimes, alternately use positive and negative leadership
depending on the characteristics of the individual subordinates.
Ways Leaders Uses Power
Leadership styles also vary according to how power is used. They are as follows:
(1) autocratic, (2) participative, and (3) free-rein.
Autocratic Leaders
Leaders who make decisions themselves, without consulting subordinates
are called autocratic leaders. Motivation takes the form of threats, punishment,
and intimidation of all kinds.
The autocratic style is effective
in emergencies and when absolute
followership as needed. An example is
a civil engineer in charge ofconstructing a temporary bridge over
one that has been currently
damaged.
The disadvantage of autocratic leadership is that the leader receives
little, if any, information and ideas from his people as inputs into his decision-
making.
Participative Leaders
When a leader openly invites his subordinates to participate or share in
decisions, policy-making and operation methods, he
is said to be a participative leader.
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The advantage of participative leadership is that it is time-consuming and
frustrating to people who prefer to see a quick decision reached.
Free-Rein Leaders
Leaders who set objectives and allow employees or subordinates relativefreedom to do whatever it takes to accomplish these objectives, are called
free-rein leaders. They are also
referred to as laissez-faire leaders. This
leadership style is most applicable to
certain organizations manned by
professionals like doctors and
engineers. An example is the
engineering department of a
university which is headed by thedean.
If free-rein leadership fits the situation, there is full managerial delegation
resulting to optimum utilization of time and resources. This happens because
many people are motivated to full effort only if given this kind of free-rein.
The weakness of free-rein leadership is that there is very little managerial
control and a high degree of risk. If the leader does not know well the
competence and integrity of his people and their ability to handle this kind of
freedom, the result could be disastrous.
Leaders Orientation Toward Tasks and People
Leaders may be classified according to how they view tasks and people.
Consequently, a leader may either be: (1) employee oriented or (2) task
oriented.
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 satisfy.
Task Orientation. A leader is said to be task-oriented if he places stress on
production and the technical aspects of the job and the employees are viewed
as the means of getting the work done.
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CONTIGENCY APPROACHES TO LEADERSHIP STYLE
The contingency approach is an effort to determine through research which
managerial practices and techniques areappropriate in specific situations. The various
contingency approaches are as follows.
1. Fiedlers Contingency model2. Hersey and Blanchards Situational
Leadership Model
3. Path-Goal Model of Leadership4. Vrooms Decision Making Model
Fieldlers Contingency Model
According to Fred Fiedler,leadership is effective when the leaders style is
appropriate to the situation. The situational characteristics are determined by
three principal factors:
1. The relations between leaders and followers2. The structure of the task, and3. The power inherent in the leaders position.The situational characteristics vary from organization to organization. To beeffective, the situation must fit the leader. If this is not so, the following may
be tried;
1. Change the leaders trait or behaviours.2. Select leaders who have traits or behaviours fitting the situation.3. Move leaders around in the organization until they are in positions that
fit them
4. Change the situationHersey and Blanchard Situational Leadership Model
The situational leadership model by Hersey and Blanchard suggests that the
most important factor affecting the selection of a leaders style is the
development or maturity level of the subordinates. The leader should match his
or her style to this maturity level.
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Maturity has two components:
1. Job skills and knowledge, and2. Psychological maturity
Blanchard and the others elaborated on the leadership styles appropriate forthe various maturity levels of subordinates. They are as follows
Style 1: Directingis for people who lack competence but are enthusiastic
and committed. They need direction and supervision to get them started.
Style 2: Coaching-is for people who have some competence but lack
commitment. They need direction and supervision because theyre still relatively
inexperienced. They also need support and praise to build their self-esteem, and
involvement in decision-making to restore their commitment.
Style 3: Supporting-is for people who have competence but lack of
confidence or motivation. They do not need much direction because of their
skills, but support is necessary to bolster their confidence and motivation.
Style 4: Delegating- is for people who have both competence and
commitment. They are able and willing to work on a project by themselves with
little supervision or support.
DEVELOPMENT STAGE RECOMMENDED STYLE
1. Low ability + low willingness Style 1:DIRECTING-structure,control andsupervise2. Low ability +high willingness Style 2:COACHING-direct and support3. High ability + low willingness Style 3:SUPPORTING- praise, listen, and
facilitate
4. High ability + high willingness Style 4:DELEGATING- turn overresponsibility for day-to-day decision-
making
Path-Goal Model of Leadership
The path-goal model of leadership espoused by Robert J. House and
Terence R. Mitchell, stipulates that leadership can be made effective because
leaders can influence subordinates perception of their work goals, personal
goals, and paths to goal attainment.
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By using the path-goal model, it is assumed that effective leaders can
enhance subordinate motivation by:
1. Clarifying the subordinates perception of work goals,2. Linking meaningful rewards with goal attainment, and3. Explaining how goals and desired rewards can be achieved.
Leadership Styles. The leadership styles which may be used by path-goal
proponents are as follows:
1. Directive Leadership- where the leader focuses on clear taskassignments, standards of successful performance and work schedules.
2. Supportive Leadership-where subordinates are treated as equals in afriendly manner while striving to improve their well-being.
3. Participative Leadershipwhere the leader consults with subordinatesto seek their suggestions and then seriously considers those suggestionswhen making decisions.
4. Achievement-oriented leadership-where the leader set challenginggoals emphasize excellence, and seek continuous improvement while
maintaining a high degree of confidence that subordinates will meet
difficult challenges in a responsible manner.
Leader identifies employee needs
appropriate goals are established
Leader connects rewards with goals
Leader provides assistance on employee path toward goals
employee becomes satisfied and motivated and they accept the leader
effective performance occurs
both employees and organization better reach their goals
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Vrooms Decision-Making Model
Vroomsmodel of leadership is one that prescribes the proper leadership
style for various situations, focusing on the appropriate degrees of delegation of
decision-making authority.
Five distinct decision-making styles are identified under the Vroom model
may be useful as a guide for the leader. It may also be helpful as a training
guide.
SYMBOL DECISION-MAKING STYLE DEGREE OF
SUBORDINATE
PARTICIPATION
AutocraticLeader
A-1 Leader solves the problem or makesthe decision himself using available
information.
None
A-2 Leader obtains necessary information
from subordinates, and then decides.
Low
Consultative
Leader
C-1 Leader approaches subordinates
individually getting their ideas then
makes decision.
Moderate
C-2 Leader shares the problem with
subordinates as a group, obtaining
their collective ideas and suggestions,
then decides.
Moderate
Group
Directed
G-2 Leader shares the problem with
subordinates as a group. Lets the
group generate and evaluate
alternative solutions, and then
collectively decides.
High
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Source:
Engineering Management by Roberto G. Medina