: Course Title : MM 502 (Organizational Mgt and Theories)Name of Student :FRANCISCO A. MONTESENA Professorial Lecturer: MS. NERY VIBAS, DBA (CAR)

Republic of the PhilippinesUNIVERSITY OF RIZAL SYSTEM

Binangonan, RizalGRADUATE STUDIES

Leadership in Organizations Part 2

I INTRODUCTIONLeadership and management are two notions used to describe two related concepts. Managers do things right, leaders do the right thing.

A more fruitful way to think about leadership concerns the distinction between occupying a leadership position and being effective in that position. Leadership ought to be evaluated in terms of the performance of the group over time

It relates directly to the ability to build and maintain a group that performs well compared to its competition. In this presentation, these differences are discussed, explaining why both terms are thought to be similar.

VIDEO CLIP

II DISCUSSIONGender and Leadership

The Debate: Do men and women have different leadership styles?

"If you want something said, ask a man. If you want something done, ask a woman." - Margaret Thatcher

Women do have different leadership styles from men. As Bodyshop founder Anita Roddick says: ‘I run my company according to feminine principles – principles of caring, making intuitive decisions, not getting hung up on hierarchy, having a sense of work as being part of your life, not separate from it; putting your labour where your love is, being responsible to the world in how you use your profits; recognising the bottom line should stay at the bottom’.

The problem with actually mapping these differences is that the successful male managerial stereotype is so strongly embedded in organizational life that female managers are pressured to conform to it, thereby confusing research results.

Successful managers were overwhelmingly identified exclusively with male traits. Many similar studies have been carried out since that time and all have demonstrated that the successful managerial stereotype remains male.

No one, male or female, ever identifies the successful manager as feminine. Male, and only to a slightly lesser extent, female, managers continue to describe successful managers as possessing masculine traits, such as self-confidence, competitiveness, decisiveness, aggressiveness and independence.

Positive differencesMany managers, both male and female, agree that sex differences in management style do exist. Interestingly both describe women’s differences in positive terms. Yet when researchers ask managers to describe their own management styles they usually find no significant differences between genders. Does this mean no difference exists? No.

There is a myth about gender and leadership capabilities. This holds that women are better team players than men; more open and mature in the way they handle sensitive issues; and more conscious of their impact on others and hence better people managers than men.

But the myth is false. An international survey by Cranfield comparing top male and female managers in the private and public sector clearly showed that women are no better or worse than men in the practice of management and leadership. It all depends on the man or woman in question, and the organisation for which they work.

THE MANAGER/ LEADER AS A PERSON: Personality Traits, Values, Attitudes, Moods and Emotional Intelligence

Ralph Stogdill, one of the premier leadership researchers concluded that there are no consistent patterns of traits that characterize leaders in all situations. However he did reach some general conclusions in the following areas:

INTELLIGENCE - Leaders are somewhat more intelligent, perform better at academic tasks and possess superior judgement and decision-making abilities than followers.

PHYSICAL TRAITS – Results were extremely contradictory in relating height, weight, age, strength, and attractiveness to effective leadership style.

PERSONALITY -

Many leaders have a personality that is characterized by self-confidence, honesty, integrity, creativity, and initiative. Leaders possess a distinguishable personality that is influential and important in leadership capability.

SOCIAL STATUS AND EXPERIENCE - Leaders are more educated today and that higher socioeconomic status can be an advantage to leadership status.

TASK ORIENTATION – Leaders are highly motivated to set goals and reach them consistently.

PERSONAL TRAITSVery important:1. Decisiveness2. Intellectual capacity3. Job achievement

orientation4. Self-actualization

feelings5. Self confidence6. Management ability

Moderately Important1.Affinity for working class2.Drive and initiative3.Need for a lot of money4.Need for job security5.Personal maturity

Almost No Importance6.Masculinity versus femininity

SOLVING PROBLEMS CREATIVELYCreative Thinking

(A common Quote: "I'm Not Creative!!!")

Creativity Definition: Young (1985): Creativity "is the skill of bringing about something new and valuable…Creative people do more than break away from old patterns. They do more than find alternatives.

•They diverge from familiar patterns, but then they converge on new solutions. They break laws to remake them. They make hard decisions about what to include and what to eliminate. Creative people innovate. They aim toward newness. This can be considered in several senses:"

Empowering & Delegation

"I not only use all the brains I have, but all I can borrow." - Woodrow Wilson

A key aspect of leadership is delegation. If leaders don’t delegate tasks to subordinates, teams might quickly become inefficient and demoralized.

Poor Delegation

Signs that you are not borrowing enough brains or that your delegation is failing include:•Team Motivation / Morale is down •You are always working late •Your team is confused / conflicting / tense •You get questions about delegated tasks too often

Not delegating a task because you think that you would do it better than anyone else is a poor excuse. Doing this might make life difficult for yourself.

Advantages of delegation

Positive aspects of delegation include: •Higher efficiency •Increased motivation •Develops the skills of your team •Better distribution of work through the group

How to delegate1. Identify a suitable person for the task. 2. Prepare the person. Explain the task

clearly. Make sure that you are understood. Leave room in the task description for ingenuity / initiative.

3. Make sure the person has the necessary authority to do the job properly.

4. Keep in touch with the person for support and monitoring progress. Do not get to close. Accept alternative approaches.

5. Praise / Acknowledge a job well done.

Tasks you should not delegate

Obviously some aspects of leadership are sensitive and should not be delegated. For example: 1. Hiring 2. Firing 3. Pay issues 4. Policy

Your task after delegatingAfter delegating:

•Plan - goals, meeting, tasks •Direct - your team, keep them on track •Encourage - boost morale

TIME AND STRESS MANAGEMENT

Time management methods involve finding ways to work more efficiently, so as to maximize one's use of time. A variety of techniques and tools for list-making, task analysis scheduling, and task prioritization are typically used for this purpose. The basic time management process involves the following steps:

1.developing a thorough understanding of all the various steps that must be performed to get a particular task completed

2.writing these steps down in the order they must be performed

3. identifying dependencies among steps that may cause bottlenecks to occur

4. scheduling the steps (using memory tools, including day planners, memo boards, sticky notes, shared calenders, project management software and personal information managers to assist in their timely performance)

5. tracking execution of the steps as they occur

6. using what is learned from experience executing the steps to improve the efficiency with which various steps may be performed

We recommend taking a values-centered and balance-focused approach to time management so as to avoid some of pitfalls. The same techniques for analyzing, scheduling and tracking task performance described above can be usefully employed, so long as these techniques are used in the service of meeting work and family responsibilities, rather than just focusing on work needs.

END OF PRESENTATION, THANK YOU FOR LISTENING