CHAPTER 8-ROQUERO JAKE

CHAPTER 8:
Organizational
Leadership
Leader: Jake Roquero
Member: Roy John Hantoc
Arian Steve Cornelio
Objectives:
 By the end of this lesson the student should

be able to;
 Comprehend the lesson about the
organizational leadership;
 be able to understand different leaderships
styles;
 And can be able to apply in their self as a
future educator.
Organizational Leadership
 In organizational leadership, leaders help set

 strategic goals for the organization while
 motivating individuals within the organization
to
 successfully carry out assignment in order to
realize those goals.
Organizational leadership
 Works towards what is best for individual

members
 and what is best for the organization as a group
at the same time.
 Organizational leadership does not sacrifice the
 individual members for the sake of the people nor
 sacrifice the welfare of the group for the sake of
 individual members. Both individual and group
are necessary.
SKILLS DEMANDED OF LEADERS
1.Technical -Skills refers to types of process or

technique like sending e-mail preparing a power
point presentation.
2.Human –Skill is the ability to work effectively
with people and to build teamwork. This is also
referred to as people skills or soft skills.
3.Conceptual –Skill is the ability to think in terms
of models, frameworks and broad relationships
such as long-range plans.
Leadership Versus Management
 Are leadership and management

synonymous?
 Is a leader a manager or is a manager a
leader?
 If I am a good leader, does it follow that I am
also a good manager?
 Or if I am a good manager, am I at the same
time a good leader? Not necessarily
School Head Must Both a Leader and a Manager
 A school head leads the school and community to formulate the vision, mission,
goals, and school improvement plan.
This is a leadership function.

 She/he sees to it that the resources needed are there, the persons to do the
job are qualified and available.
This is management function

 Imagine if the school head is only a leader. You have vision , mission, goal
and school plan but no implementation. The plan is good only in paper.
 If you do the task of a manager only, you will be focusing on the details of
the day-of –day implementation without the big picture, the vision and
mission.
 So, its big picture for connect and meaning. This means that it is best that a
school leader is both a leader and a manager.
MANAGERS versus LEADERS
Managers Leaders
Administer Innovate
Their process is transactional; meet Their process is transformational:
objectives and delegate tasks. develop a vision and find a way
forward.
Work Focused People Focused
The goal is to get things done. They The goals include both people and
are skilled at allocating work. results. They care about you and
want you and want you to succeed.
Have Subordinates Have Followers
They create circles of power and lead They create circles of influence and
by authority. lead by inspiring.
Do Things Right Do the Right Thing
Managers enact the existing culture Leaders shape the culture and drives
and maintain status quo. integrity.
Source: Dubrin, Andrew E. (2006) Essential of management, Mason, OH

45040 USA
Leadership styles
Autocratic Leadership
 Do decision making by themselves.
Consultative Leadership
 Allow participants of the member of the organization
by consulting them but make the decision
themselves.
Democratic Leadership
 Allow the members of the organization to fully
participate in decision making.
Leadership Styles
Laissez faire Leadership

 Also called free-rein leadership style;
 Avoids responsibility and leave the members
of the organization to establish their own
work;
 This leadership style leads to kanya-kanya
mentality, one weakness of the Filipino
Character.
The Situational Leadership Model:
4 Behavior of Leadership Styles
S1 S2 S3 S4
Selling Telling/ Participating Delegating
/Directing Coaching /Supporting
Individuals lack Individuals are Individuals are Individuals are
the specific more able to do experienced experienced at
skills required the task; and able to do the task, and
for the job in however, they the task but comfortable
hand and work are lack the with their own
at the task. demotivated confidence or ability to do it
They are novice for this job or the willingness well. They are
but task. Unwilling to take on the able and willing
enthusiastic. to do the task. responsibility. to not any do
the task, but to
take the
responsibility
for the task.
Delegating Leaderships style
 If the group member is able, willing and confident
(high readiness).
Servant Leadership
 Seeks to involve others in decision making is
strongly based in ethical and caring behavior,
and enhances the growth of workers while
improving the caring and quality of organizational
life.
Transformational Leadership
 Makes positive changes in the organization by
collaboratively new vision for the organization
and mobilizing members to work towards that
Sustaining Change
1. Seeking the support of the stakeholders.
2. Get people involved early and often.
3. Plan a communication campaign to “sell” the
innovation.
4. Ensure that the innovation is understood by
all.
5. Consider timing and phasing.
Thank You…

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CHAPTER 8:

 By the end of this lesson the student should

 In organizational leadership, leaders help set

 Works towards what is best for individual

1.Technical -Skills refers to types of process or

 Are leadership and management

This is a leadership function.

This is management function

Source: Dubrin, Andrew E. (2006) Essential of management, Mason, OH

Laissez faire Leadership

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