Chapter 8 Leading

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CHAPTER 8

LEADING


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INTRODUCTION There are times when in spite of great difficulties, jobs

are needed to be done, projects are needed to be

finished on time, and services are needed to be

provided. Employees in the production lines tend to be

irritated by delays in the arrival of necessary productionmaterials and supplies. Workers complain when difficult

jobs are assigned to their units. When calamities strike,

employees of public works agencies need more that

wages to complete assigned tasks as quickly aspossible. These and other difficulties found in the

workplaces provide sufficient reasons for poor

conductivity. The situations cited require managers with

effective leadership.


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WHAT IS LEADING?

eading is that management function which !involves

influencing others to engage in the work behaviors necessaryto reach organi"ational goals.# The definition indicates that a

person or group of persons task with managing a group must

assume the role performed by leaders.

While leading refers to the function, leadership refersto the process.


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HOW LEADERS INFLUENCEOTHERS

Engineer managers are e$pected to maintain effective

work forces. To be able to do so, they are required to perform

leadership roles. eaders are said to be able to influence

others because of the power they possess. %ower refers to

the ability of a leader to e$ert force on another.


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Bases of PowerThe power possessed by leaders may be classified

according to various bases. The are as follows&

Legitimate Power. ' person who occupies a higher

position has legitimate power over persons in lower positions

within the organi"ation. ' supervisor, for instance, can issue

orders to the workers in his unit. (ompliance can be e$pected.


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Reward Power. When a person has the abilityto give

rewards to anybody who follows orders or requests, he is said

to have reward power. )ewards maybe classified into twoforms& material and psychic.

Material rewards refer to money and other tangible

benefits like cars, house and lot, etc. %sychic rewards consists

of recognition, praises, etc.Coercive Power.When a person compels another to

comply with orders through threats or punishment, he is said to

possess coercive power. %unishment may take the form of

demotion, dismissal, withholding of 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.


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Expert Power. E$perts provide speciali"ed information

regarding their specific lines of e$pertise. This influence, callede$pert power, is possessed be people with great skills in

technology.

The e$pert power e$ercised by environmental scientists

was enough to force governments throughout the world topass legislations favorable to environmental protection.


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THE NATURE OFLEADERSHIPeadership may be referred to as !the process of

influencing and supporting others to work enthusiasticallytoward achieving objectives.# eadership is e$pected of any

manager in charge of any unit or division.

*ne cannot e$pect to a unit or division to achieve

objectives in the absence of effective leadership. Even if aleader is present, but if he is not functioning properly, no unit or

division objectives can be e$pected to be achieved.


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Traits of Eective LeadersThere are certain leadership traits identified by

researchers and which may be useful in developing effective

leaders. These traits are as follows&

Personal Drive.%ersons with drive are those identifiedas willing to accept responsibility, possess vigor, initiative,

persistence, and health. +rive is a very important leadership

trait because of the possibility of failure in every attempt to

achieved certain goals. f a chosen way to reach goal is not

successful, a leader finds another way to reach it, even if itprecedes a succession of failed attempts. This will, of course,

require a high level of personal drive from the leader.


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The Desire to Lead. eaders with a desire to lead will

always have a reservoir of e$tra efforts which can be used

whenever needed.

Personal Integrity.' person who is well-regarded by

others as one who has integrity possesses one trait of a

leader. *ne who does not have personal integrity will have a

hard time convincing his subordinates about the necessityof

completing various tasks.

'ccording to ./. 0araf, integrity means and includes

!honesty, honor, incorruptibility, rectitude, righteousness,

uprightness, and similar virtues.#

Self-Confidence.The activities of leaders require

moves that will produce the needed outputs. The steps of

conceptuali"ing, organi"ing, and implementing will be

completed if sustained efforts are made. 1or the moves to be

continuous and precise, self-confidence is necessary.


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Analytical Ability.' 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 analy"e is one desirable trait that a a

leader can use to tide him over many challenging aspects of

leadership.

Knowledge of the Co!any" Ind#stry or Technology.' leader who is well informed about his company, the industry

where the company belongs, and the technology utili"ed by the

industry, will be in a better position to provide directions to his

unit.Charisa.When a person has sufficient personal

magnetism that leads people to follow his directives, this

person is said to have charisma.


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When used properly, charisma will help the leader in

achieving his goals. With some adjustments, subordinates may

be e$pected to do their task willingly.

Creativity.)onnie 2illevo defines creativity as ! the

ability to combine e$isting data, e$perience, and preconditions

from various sources in such a way that the results will be

subjectively regarded as new, valuable, and innovative, and asa direct solution to an identified problem situation.#

$le%ibility.%eople differ in the way they do their work.

*ne will adapt a different method from another person3s

method. ' leader who allows this situation as long as therequired outputs are produced, is said to be fle$ible.

There is wisdom in being fle$ible. t allows the other

means of achieving goals when the prescribed manner is not

appropriate.


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Leadership SkillLeadership Skill

Leaders eed to have vario!s skills to "e eectiveLeaders eed to have vario!s skills to "e eective

#$#$Techical skillTechical skill

%$%$ H!&a skillH!&a skill'$'$ Cocept!al skillCocept!al skill


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(ehavioral approaches to leadership st)les(ehavioral approaches to leadership st)les

Those i positio of leader e*hi"it a patter of "ehaviorthat is !i+!e ad dieret fro& other patters$

There are several approaches used in classifyingleadership styles. They are as follows.

, Accordi- to the .a)s leaders approach people to&otivate the&$

, Accordi- to the .a) leader !ses po.er$

, Accordi- to the leader/s orietatio to.ards task ad


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0a)s leaders approach0a)s leaders approachpeoplepeople

There are two ways, a leader may approach

people to motivate them. They are:

, Positive leadership

, Ne-ative leadership


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0a)s leaders !ses po.er0a)s leaders !ses po.er

Leadership also var) accordi- to ho. po.er is!sed$ The) are as follo.s1

Autoctratic leaders 2 .herei one person has controlover all of the workers or followers. ' form of

dictatorship leadership style.

Participative leaders 2 involves all members of ateam in identifying essential goals and developing

procedures or strategies to reach those goals. t is a

form of the democratic leadership style.

Free-rein leaders 2 indirect supervision ofsubordinates, that allows others to function on their own

without e$tensive direct supervision


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Leaders may be classied according to howthey view

tas! and people. "onse#uently, a leader mayeither

be:

, E&plo)ee orieted

, Task orieted

Leaders orietatio to.ardLeaders orietatio to.ard

tasks ad peopletasks ad people


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3NTINGENC4 APPR3ACHEST3 LEADERSHIP ST4LE

- an effort to determine through research which managerialpurposes and techniques that are appropriate in specificsituations.

4.5 1iedler3s (ontingency 2odel

6.5 7ersey and 8lanchard3s 0ituational eadership 2odel

9.5 %ath-:oal 2odel of eadership

;.5 room3s +ecision making 2odel


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Fiedlers Co!i"e#$ %od!eadership is effective when the leader3s style

is appropriate to the situation#.

- Fred Fiedler

Three Principal Factors:

4.5 The relations between leaders and followers

6.5 the structure of the task low willingness 0tyle 4 ? +)E(T@: ? structure,

control and supervise.

6.5 ow 'bility > high willingness 0tyle 6 ? (*'(7@: ? direct and

support

9.5 7igh 'bility > low willingness 0tyle 9 ? 0A%%*)T@: ? praise,listen and facilitate

;.5 7igh 'bility > high willingness 0tyle ; ? +EE:'T@: ? turn

over responsibility for day?to?day

decision -making


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Path2Goal 5odel of Leadership

- espoused by B.7ouse and Terence ). 2itchell which stipulates that

leadership can be made effective because leaders can influence

subordinate3s perceptions of their work goals, personal goals, and

paths to goal attainment.

ffective leaders can enhance subordinate motivation by:

4. (larifying the subordinate3s perception of work goals.

6. inking meaningful rewards with goal attainment.

9. E$plaining how goals and desired rewards can be achieved.


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Leadership St)les&.' !irective Leadership? where the leader focuses on clear task assignments,standards of successful performance, and work schedules.

(.' "upportive Leadership? where subordinates are treated as equals in a

friendly manner while striving to improve their well-being.

).' Participative Leadership? where the leader consults with subordinates to

seek their suggestions and then seriously considers those suggestions when

making decisions.

*.'#chievement-oriented leadership- where the leader set challenging goals,

emphasi"e e$cellence, and seek continuous improvement while maintaining a

high degree of confidence that subordinates will meet difficult challenges in a

responsible manner.


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6roo&/s decisio25aki- 5odel-t prescribes the proper leadership style for various situations, focusing on the

appropriate degrees of delegation of decision-making authority.

"ymbol !ecision-$a%ing "tyle !egree of "ubordinate

Participation A#tocratic Leader

'-4 eader solves the problem or @one

makes the decision himself

using available information.

'-6 eader obtains necessary

information from subordinates, ow

then decides.


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Cons#ltative Leader

(-4 eader approaches subordinates 2oderate

individually getting their

ideas then makes decision.

(-6 eader shares the problem

with subordinates as a group, 2oderate

obtaining their collective ideas

and suggestions, then decides.

+ro#! Directed

:-6 eaders shares the problem with 7igh

subordinates as a group. et the

group generate and evaluate

alternative solutions, and then

Chapter 8 Leading

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