LEADERSHIP

AND
POWER
REPORTED BY: PADIDA, QUEENCY AND
NAVARRO, JENNIFER
 Slide Title

ARE LEADERS BORN OR MADE?

Do you Consider your self as a leader

or as a follower?
Slide Title
• Make Effective Presentations
• Using Awesome Backgrounds
• Engage your Audience
• Capture Audience Attention
What is Leadership?
 NATURE OF
LEADERSHIP
LEADERSHIP is the process of influencing people so
that they will seek defined objectives
enthusiastically.

“Interpersonal influence, exercised in situations

and directed, through the communication process,
toward the attainment of specified goal or goals.
Leadership always involve attempts on the part of a
leader(influencer) to affect (influence) the behavior
of a follower (influencee) or follower in a
situation.”
 SPRECTRUM OF WAYS TO
INFLUENCE BEHAVIOR BY
FREMONT KAST AND JAMES
ROSENZWEIG
EMULATION SUGGESTION PERSUASION COERCION
Striving to Placing or Prevailing on Forcible
equal excel; bringing an a person by constraint,
imitating idea, plan advice, compulsion,
with effort to proposition, urging, or physical
equal or etc.. Before a reason, or pressure
surpass; person’s inducements
approaching mind for to do
or attaining consideration something
equality or possible
action
Factors of Leadership
Factors of Leadership
Factors of Leadership
 WHAT IS POWER?
• The ability of one person or department in an
organization to influence other people to bring
about desired outcomes
• Is an elusive process in social situation.
• Is a force that cannot be seen, but its effects can
be felt.
• It pervades all human interaction.
 WHAT IS POWER?
• “the possibility of imposing one’s will
upon the behavior of the other
persons” MAX WEBER
• “the ability to produce intended
effects” Bertrand Russel
SOURCES
OF
POWER
 LEADERSHIP TRAITS

Sun Wu Tzu who first recognized the importance of

personality traits in leadership. Sun Wu Tzu wrote
The Art of War, 2,300 years ago. In that classic
piece of Chinese literature, he identified five
qualities that a military leader should possess:
wisdom, sincerity, benevolence, courage, and
strictness.
 LEADERSHIP TRAITS
Sun Wu Tzu also recognized five weaknesses
that could afflict a general:

• If reckless, he can be killed;

• If cowardly, he can be captured;
• If quick- tempered, he can be easily provoked;
• If sensitive to honor, he can be easily insulted;
• If over- compassionate to the people, he can
easily be harassed.
 LEADERSHIP TRAITS
According to Murray Ross and Charles Hendry effective leaders have
attributes as follows:
• Self- confident, well- integrated, and emotionally stable,
• Warm, sensitive and sympathetic toward other people and give
practical , helpful suggestions.
• Intelligent in relation to the group members
• Identify with the goals and values of the groups they lead
• Want to take leadership responsibly and are competent in
handling new situations
• Can be relied on to perform leadership functions consistently
• In elected or public positions, usually possess more enthusiasm
and capacity for expression than other types of leaders.
 LEADERSHIP SKILLS
Zenger and Folkman came up with a ranking of
the leadership skills that are most important for
success. Here are the top 10.
1. Inspires and motivates others
2. Displays high integrity and honesty
3. Solves problems and analyzes issues
4. Drives for results
5. Communicates powerfully and prolifically
 LEADERSHIP SKILLS
6. Builds relationships
7. Displays technical or
professional expertise
8. Displays a strategic perspective
9. Develops others
10. Innovates
 McGregor’s Theory X and
Theory Y
Theory X Theory Y
• The typical person dislikes work • Work is as natural play or rest.
and will avoid it if he can. • Man will exercise self-direction
and self-control in the service of
• The typical person prefer to be objectives to which he is
directed and wishes to avoid committed.
responsibility • Commitment to objectives is a
• The typical person has little function of the reward associated
with their achievement.
ambition and wants to security
• The typical person learns, under
above all. proper conditions not only to
• Most people must be coerced accept but to seek responsibility.
controlled, directed, and • People have imagination,
threatened with punishment to ingenuity and creativity that can
be applied to work.
get them to work.
LEADERSHIP CONTINUUM
BLAKE AND MOUTON’S
MANEGERIAL GRID
 JAPANESE AND U.S.
MANAGEMENT APPROACHES

JAPANESE MANAGEMENT U.S. MANAGEMENT

LEADERSHIP
1. Leader acting as social 1. Leader acting as decision-
facilitator and group member. maker and group head.
2. Patemalistic style 2. Directive style
3. Common values facilitating 3. Often divergent values,
individualism sometimes
cooperation. hindering cooperation
4. Avoidance of confrontation, 4. Face-to-face confrontation,
sometimes leading to emphasis on clarity
ambiguities, emphasis on 5. Communication primarily top-
harmony. down
5. Bottom-up communication
 JAPANESE MANAGEMENT
JAPANESE MANAGEMENT U.S. MANAGEMENT
DECISION-MAKING
1. Collective decision-making • Individual decision-making
with consensus. • Involvement of a few people
2. Involvement of many people in making and “SELLING” the
in preparing and making the decision to persons with
decision divergent values
3. Decision flow: from bottom • Decision initiated at the top,
to top and back flowing down
4. Slow decision-making, fast • Fast decision-making, slow
implementation of the implementation requiring
decision compromise
 CONTINGENCY THEORY
Gareth Morgan in his book Images of Organization describes the main
ideas underlying contingency in a nutshell:
• Organizations are open systems that need careful management to
satisfy and balance internal needs and to adapt to environmental
circumstances
• There is not one best way of organizing. The appropriate form
depends on the kind of task or environment one is dealing with.
• Management must be concerned, above all else, with achieving
alignments and good fits
• Different types or species of organizations are needed in different
types of environments
 CONTINGENCY THEORY
Situational favorable-ness was described by
Fiedler in terms of three empirically derived
dimensions:
1. Leader-member relationship – high if the
leader is generally accepted and respected by
followers
2. Degree of task structure – high if the task is
very structured
3. Leader's position power – high if a great deal
of authority and power are formally attributed to
the leader's position
 THREE LEVELS OF
SITUATIONAL CONTROL
FIEDLER define three levels of situational control:
1. HIGH CONTROL- leaders have the support of the
group and the task is highly structured so that
everyone knows exactly what to do and how to do it.
2. MODERATE CONTROL-leaders may be supported by
their group, but the task is relatively ambiguous and
unstructured, while formal authority is weak.
3. LOW CONTROL-leaders feel that they do not have
group support and that they have little or no formal
power to help get things done.
HERSHEY-BLANCHARD’S
SITUATIONAL MODEL
 FOUR BASIC
LEADERSHIP STYLE
Paul Hersey and Ken Blanchard distinguish four levels of maturity
that can be placed in their situational leadership model:

• S1. Directing: a lot of direction by the leader and little support;

low competence and low motivation.
• S2. Coaching: a lot of direction by the leader and a lot of support;
low competence and high motivation.
• S3. Supporting: little direction by the leader and a lot of support;
high competence and low motivation.
• S4. Delegating: little direction by the leader and little support;
high competence and high motivation.
Thank You for
Listening!