Jo Raphael A.

Cañete ES5

SEMI FINAL ACTIVITY / ASSIGNMENT

1. Enumerate and explain the 12 different Leadership style.

-Transformational

Integrity and vision are core qualities of transformational leaders. As a transformational leader, you will
achieve your goals through open lines of communication with staff, demonstrating your integrity and
the respect you hold for your staff’s experience and knowledge. This mutual respect leads to gains in
staff satisfaction and employee retention, both shown to improve overall patient care and safety.

-Transactional

Transactional leadership is a straightforward rewards-based model. It works off the concept that an
employee’s personal interests (as opposed to company interests) are the principal factors motivating
them to complete an assigned task or reach a performance level. If you’re a transactional leader, you
will set performance goals for staff, promise a reward, and provide that reward upon their successful
completion of the goal—or impose a consequence if staff doesn’t meet their goals. This method of
leadership can be very effective for getting work done, but it fails to allow space for building
relationships at work and inspiring staff to contribute new ideas.

-Servant

As a servant leader, you will mix selflessness with a focus on the higher needs of others as staff work
toward achieving your vision. Through self-reflection and awareness, you gain insight into your own
purpose in life and work, the meaning of their leadership initiatives, and your personal character. By
mentoring your staff, you are able to lift up others to greater success, improving morale and the
business.

-Autocratic

Autocratic leaders do not consult with or consider the opinions of others when making decisions. You
determine a course of action and relay your ideas with full expectation that staff will complete your
assigned actions without question. This method of leadership works well in situations requiring quick
decision making.

-Democratic

The opposite of autocratic leadership is democratic leadership, also known as “participative leadership.”
As a democratic leader, you will seek out the input and perspectives of your staff, although the final
decision belongs to you. Your use of collaboration and discussion can spark an increase in creativity and
innovation. However, you may feel challenged in situations where you must juggle many diverse
perspectives and ideas.

-Laissez-Faire

The phrase “laissez-faire” translates literally from the French as “allow to do.” 13 It represents a
political, economic, and leadership model that involves passivity. If you are a laissez-faire leader, you will
provide the tools your employees need and then step back to allow the staff to work everything else
out. This hands-off approach represents a deep level of trust.

-Bureaucratic

Following the rules is the secret to bureaucratic leadership success. In this most formulaic of leadership
models, you have a defined job title, a set of responsibilities, and a pre-existing method for responding
to urgent needs. Requiring such strict adherence to established rules and protocols can create a rigid
and tense workplace for employees.
-Charismatic

Do you have the charm and vision to grow a company and turn your staff into your “disciples” to achieve
the company goals you outline? Conviction and a magnetic personality can take you around the globe as
a charismatic leader. Inspiring your team to share your passion for your vision takes skill, but it can bring
rewards in the form of higher employee engagement and a better bottom line.

-Pacesetting

Pacesetting leaders are driven to get results. You set the bar high and push your staff to achieve goal
after goal. As a pacesetting leader, you can be quite effective in getting things done, but your constant
hard-driving pace will wear down some employees. It’s a difficult style to sustain successfully over an
extended period.

-Ethical

The concept of fairness is vital to ethical leaders. This model brings a balance of logic and a sense of
justice, with deep reverence for the rights of everyone involved. By making ethics a top priority, you
treat your staff with respect and honesty that is mutually returned, benefiting everyone.

-Affiliative

Affiliative leadership requires a “people first” mindset. It’s about creating collaborative relationships and
becoming an emotional support system for your team. Connecting on a direct and personal level with
your employees positions you to quickly resolve conflicts among staff.

-Coaching

Much like a sports coach, a coaching leader works with individual staff members to develop their
strengths in an effort to improve the overall success of the organization. If you’re a coaching leader, you
are goal-oriented rather than focused on tasks. You look at the big picture and don’t get lost in the
details.

2. If you have the opportunity to handle a group, as a leader what will be your approaches in order to
ensure an effective and efficient leader towards achieving your goals?

As a team leader, you need to be visible to the team and available to support them. Part of your new
leadership role is to foster a positive working environment and community. If you’re predominantly tied
up with your own critical hands-on tasks, you won’t be as visible or able to support your team. So, be
sure to review and re-negotiate your workload before taking on a leadership role in the first place.

3. Describe a developmental leadership style of handling an organization. How and when can this be
applied? Cite an example.

- Problem-solving

Problems are inevitable in the workplace, so developing problem-solving skills is helpful for
management to learn how to identify problems as they arise and determine effective solutions. Studying
different methods for problem-solving can help leaders prevent and approach difficult situations in a
positive, relevant, and successful manner. This can be applied when there is a big problem in your
company.

4. How significant is communication and motivation in leading people?

- A leader is someone who inspires positive, incremental change by empowering those around them to
work toward common objectives. A leader's most powerful tool for doing so is communication. Effective
communication is vital to gain trust, align efforts in the pursuit of goals, and inspire positive change.
Motivation helps managers know the needs of employees. It helps them guide and lead their behaviour
in the right direction. Efficient leaders, thus, develop as a result of effective motivation.

5. Describe at least 3 Theories of Motivation.

-Competence theory

Competence theory proposes people often want to engage in specific activities to display their skills,
intelligence and abilities. If an employee successfully demonstrates their intelligence in front of their
peers, it can motivate them to feel competent in a particular area. Feeling competent may increase how
confidently they perform tasks, which can improve productivity and efficiency. Confident employees
may also feel encouraged to learn more in-depth information to share it with their peers and receive
recognition.

-Expectancy theory

The expectancy theory suggests people may perform certain behaviors if they think those actions can
lead to desirable outcomes. You can apply the expectancy theory in the workplace if you're interested in
improving your team's productivity, effort or efficiency. For example, you might offer your staff a
temporary raise in their hourly wages to motivate them to work extra hours to complete a project.

-Incentive theory

The incentive motivational theory suggests reinforcement, recognition, incentives and rewards motivate
people. The incentive theory also proposes people may display certain behaviors to achieve a specific
result, incite a particular action or receive a reward.

6. Explain through examples the barriers of communication.

- Physical communication barriers such as social distancing, remote work, diskless nature of work, closed
office doors, and others. Emotional communication barriers result from emotions such as mistrust and
fear. Language communication barriers refer to how a person speaks both verbally and nonverbally.

7. Describe the theory of W. Demings Total Quality Management.

-Total Quality Management (TQM) is a management framework based on the belief that an organization
can build long-term success by having all its members, from low-level workers to its highest-ranking
executives, focus on improving quality and, thus, delivering customer satisfaction. Deming said that
effective management and a commitment to quality were needed to combat these seven deadly
diseases. He emphasized the importance of communicating quality messages to all staff and building a
belief in total quality management.