What is Leadership?

Leadership is the ability of an individual or a group of individuals to influence and guide

followers or other members of an organization.

Leadership is the art of motivating a group of people to act towards achieving a common goal.

Leadership involves showing workers how to effectively perform their responsibilities and
regularly supervising the completion of their tasks.

What are the different style of leadership?

1. Coaching Leadership
A coaching leader is someone who can quickly recognize their team members’
strengths, weaknesses and motivations to help each individual improve. This type of
leader often assists team members on setting smart goals and then provides regular
feedback with challenging projects to promote growth.
2. Visionary Leadership
Visionary leaders have a powerful ability to drive progress and usher in periods of
change by inspiring employees and earning trust for new ideas. A visionary leader is also
able to establish strong organizational bond
3. Servant Leadership
Servant leaders live by a people-first mindset and believe that when team members feel
personally and professionally fulfilled, they’re more effective and more likely to produce
great work regularly.
4. Autocratic Leadership
Also called the authoritarian style of leadership, this type of leader is someone who
focused almost entirely on results and efficiency. They often make decision alone or
what a small, trusted group and expect employees to do exactly what they’re asked.
5. Laissez-faire or hands-off Leadership

This leadership style is the opposite of the autocratic leadership type, focusing mostly
on delegating many tasks to team members and providing little to no supervision

What is Decision Making?

 Decision Making = is precisely the study of how real individuals at home or work actually take
decisions, that is, what models they use to structure and interpret their world.
 Decision Making = is at the center of several intellectual discipline; economics, politics, systems
analysis and psychology to cite the main ones

What is Decision Making in Simple Words?

 Making choices from among two or more alternatives.

 The process of identifying and selecting a course of action to solve a specific problem
 Leads to motivated and dedicated employees
What is Decision Making Process?

 As a set of action and dynamics factors that begins with the identification of a stimulus for
action and ends with specific commitment to action.
 Formulating a question to be answered
 Gathering information in order to identify and/or create alternative answers to the questions
 Predicting the consequences of acting on each of the alternative answers.
 Making a judgment/decision by selecting what appears to be best alternative answer of the
question.

What are the 7 steps of Decision-Making Process?

Step 1: Identify the decision

You realize that you need to make a decision. Try to clearly define the nature of the decision you must
make. This first step is very important

Step 2: Gather relevant information

Collect some pertinent information before you make your decision: what information is needed, the
best sources of information, and how to get it. This step involves both internal and external “work.”
Some information is internal: you’ll seek it through a process of self-assessment. Other information is
external: you’ll find it online, in books, from other people, and from other sources.

Step 3: Identify the alternatives

As you collect information, you will probably identify several possible paths of action, or alternatives.
You can also use your imagination and additional information to construct new alternatives. In this step,
you will list all possible and desirable alternatives.

Step 4: Weigh the evidence

Draw on your information and emotions to imagine what it should be like if you carried out each of the
alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved
through the use of each alternative. As you go through this difficult internal process, you’ll begin to favor
certain alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the
alternatives in a priority order, based upon your own value system.

Step 5: Choose among alternatives

Once you have weighed all the evidence, you are ready to select the alternative that seems to be best
one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely
be the same or similar to the alternative you placed at the top of your list at the end of Step 4.

Step 6: Take action

You’re now ready to take some positive action by beginning to implement the alternative you chose in
Step 5.

Step 7: Review your decision & its consequences

In this final step, consider the results of your decision and evaluate whether or not it has resolved the
need you identified in Step 1. If the decision has not met the identified need, you may want to repeat
certain steps of the process to make a new decision. For example, you might want to gather more
detailed or somewhat different information or explore additional alternatives.

Types of Decision Making

 Programmed decisions – Programmed decisions are those which are normally repetitive in
nature and are taken as a routine job and responsibilities.
 Non programmed decisions – Is not a routine or repetitive nature. These are unique and new
and they have a long-lasting effect on the organization.
 Major and minor decisions – Among different decisions some decisions are considerably more
important than others and are prioritized.
 Routine and strategic decisions – Routine decision making means such decisions, which are
taken in respect of the day to day activities of the organization and which require less thinking
and advise. These are of a repetitive nature. Basic decision making existence of the organization
and for which complete study, analysis, power, and critical thinking are essential.
 Organizational and personal decision- Organization decision are those which an executive
takes in his official capacity and which can be delegated to others.
On the other hand, personal decisions are those which an executive takes in his individual
capacity but not as a member of organization.
 Individual and group decision –When the size of the business until is small and the decisions to
knowledge, then decisions for various problems are normally take by the managers himself.
Such decisions are kwon as individual decision-making technique.
 Policy and operating decisions – Policy decisions are those which are taken by top
management and which are of a fundamental character affecting the entire business. Operating
decisions are those which are taken by lower management for the purpose of executing policy
decision maker’s own work and behavior while policy decision influence work or behavior
pattern of subordinates.
 Tactical and Strategic Decision Making –Tactical decisions are those which a manager makes
over and over again adhering to certain established rules, policies and procedures. They are of
repetitive nature and related to general functioning. Strategic decisions on the other hand are
relatively more difficult. They influence the future of the business and involve the entire
organization. Decisions pertaining to objective of the business, capital expenditure, plant layout,
production etc.
 Policy, Administrative and Executive Decisions – Policy decisions are taken by top management
or administration of an organization. Administrative decisions are made by middle management
and are less important than policy decisions. Executive decisions are those which are made at
the point where the work is carried out.

What is MANAGEMENT?

 Management includes all those people who are concerned with managing an organization. It is
sum of organized activities by a group of people. Management involves decision making at
 various levels of organization for getting things done by others. It is both science as well as an
art, because the fundamentals of management are same everywhere but the practices differ.
 Management is essential for an organized life and necessary to run all type of management.
Good management is the backbone of successful organizations. Managing an organization
means getting things done to achieve life’s objectives and managing an organization means
getting things done with and through other people to achieve its objectives.
 Management is a set of principles relating to the functions of planning, organizing, directing and
controlling, and the application of these principles in harnessing physical, financial, human and
informational resources efficiently and effectively to achieve organizational goals.

What are the important characteristics or features of management?

1. Management is goal oriented process:

Management always aims at achieving the organizational objectives. The functions and activities of
manager lead to the achievement of organizational objectives. It motivates all the employees and
organize all the resources keeping in mind the main target of selling 1000 computers.

2. Management is pervasive:

Management is a universal phenomenon. The use of management is not restricted to business firms
only; It is applicable in profit making, non-profit making, business or non-business organizations; even a
hospital, school, club and house has to be managed properly.

3. Management is Multidimensional

Management does not mean one single activity but it includes three main activities.

4. Management is a continuous process:

Management is a continuous or never-ending function. All the functions of management are performed
continuously, for example planning, organizing, staffing, directing and controlling are performed by all
the managers all the time. Sometimes, they are doing planning, the staffing or organizing, etc. Managers
performing on-going series of functions continuously in the organization.
5. Management is a dynamic function:

Management has to make changes in goal, objectives and other activities according to changes taking
place in the environment. The external environment has great influence over the management.

6. Intangible

Management function cannot be physically seen but its presence can be felt. The presence of
management can be felt by seeing the orderliness and coordination in the working environment. It is
easier to feel the presence of mismanagement as It leads to chaos and confusion in the organization.

7. Composite process:

Management consists of series of functions which must be performed in a proper sequence. These
functions are not independent of each other.

8. Balancing effectiveness and efficiency:

Effectiveness means achieving targets and objectives on time. Efficiency refers to optimum or best
utilization of resources. Managements always try to balance both and get the work done successfully.
Only effectiveness and only efficiency is not enough for an organization: a balance must be created in
both.

What are the various management functions?

 Planning
o Planning means to decide in advance what is to be done. It charts a course of actions for the
future.
o It is an intellectual process and it aims to achieve a coordinated and consistent set of
operations aimed at desired objectives.
 Organizing
o Once the objectives have been established through planning, management concern must
turn to developing an organization that is capable of carrying them out. The management
function of organizing can be defined as, relating people and things to each other in such a
way that they are all combined and interrelated into a unit capable of being directed toward
the organizational objectives.
 Staffing
o Staffing is the selection, training, motivating and retaining of personnel in the organization,
then comes the selection of the personnel. It involves manpower planning to have the right
place avoid square peg in the round hole.
 Directing
o Directing means the issue of orders, assignments and instructions that permit the
subordinate to understand what is expected of him, and the guidance and overseeing of the
subordinate so that he can contribute effectively and efficiently to the attainment of
organizational objectives.
 Commanding
o When given orders and clear working instructions, employees will know exactly what is
required of them. Return from all employees will be optimized if they are given concrete
instruction with respect to the activities that must be carried out by them. Successful
managers have integrity, communicate clearly and base their decisions on regular audits.
They are capable of motivating a team and encouraging employees to take initiative.
 Coordinating
o It is the act of synchronizing people and activities so that they function smoothly in the
attainment of organization objectives. Coordination is more important in the health services
organization, because functionally they are departmentalized. Different kinds of
organization require different amount of coordination.
 Controlling
o By verifying whether everything is going according to plan, the organization knows exactly
whether the activities are carried out in conformity with the plan.

Control takes place in a four-steps process:

1.Establish performance standards based on organizational objectives.

2. Measure and report on actual performance.

3. Compare results with performance and standards

4. Take corrective or preventive measures as needed.

 Reporting
- Reports are oral or written exchanges of information shared between caregivers or workers
in a number of ways
- A report summarizes the services of the person, personnel and of the agency. Reports are
written usually daily, weekly, monthly or yearly.
 Budgeting
- Budgeting through primarily recognized as a device for controlling, becomes a major part of
the planning process in any organization. It is expressed in financial terms and based on
expected income and expenditure. Budget is the heart of administrative management.
- It served as a powerful tool of coordination and negatively an effective device of eliminating
duplicating and wastage.

What is Administration?

 Administer originated from Latin word – “ministiare” meaning to serve.

 Administer means to look after or manage the affairs of people
 The organization and direction of human and material resources to achieved desire ends.
 Administration generally refers to the day-to-day management of activities to achieve a goal
 Administration is to care for or look after people, to manage affairs.
 Administration is a type of cooperative if it has effects that would be absent if the cooperation
did not take place.
 The significance of high degree of rationality lies in the effectiveness of goal attainment whether
we think in attainment, terms of formal goals, the goals of leaders, leaders or of all who
cooperate.
 Administration is a planned approach to the solving of all kinds of problems in almost every
individual or group activity, both public and private.

What word is similar to administration?

 Agency – an organization, company, or bureau that provides some service for another.
 Organization – the state or manner of being organized.
 Government – control exercised over the actions of the members, citizens, or inhabitants of
communities, societies and states; direction of the affairs of a state, community, etc.
 Management – the act or manner of managing; handling, direction or control.
 Department – a distinct of anything arranged in divisions; a division of complex whole or
organized system.

What is administration in simple words?

  Managing Duties
 Managing Responsibilities
 Managing Rules

The definition of administration refers to the group of individuals who are in charge of creating and
enforcing rules and regulations, or those in leadership positions who complete important tasks.

Some of the basic concept of administration includes:

a. Planning

b. Organizing

c. Directing

d. Controlling

What is the function of administration?

 Planning
- Means to decide in advance what is to be done.
 Organizing
- Once the objectives have been established through planning, management concern must
turn to developing an organization that is capable of relating people and things to each
other in such a way that they are all combined and interrelated into unit capable of being
directed toward the organizational objectives.
 Directing
- Means the issue of orders, assignment and instructions that permit the subordinates to
understand what is expected of him, and the guidance and overseeing of the subordinate
so that he can contribute effectively and efficiently to the attainment of organizational
objectives.
 Coordinating
- Is the act of synchronizing people and activities so that they function smoothly in the
attainment of organization objectives. Coordination is more important in the health services
organization, because functionally they are departmentalized. Different kinds of
organization require different amount of coordination.
 Reporting
- Reports are oral and written exchanges of information shared between caregivers or
workers in a number of ways.
- A report summarizes the services of the person, personnel and of the agency. Reports are
written usually daily, weekly, monthly or yearly.
 Budgeting
- Through primarily recognized as a device for controlling, becomes a major part of the
planning process in any organization. It is expressed in financial terms and based on
expected income and expenditure. Budget is the heart of administrative management.

What kind of administration job are there?

 User Administrators
o Manage the day-to-day user help desk needs
 Administrative Assistant
o Administrative assistants are commonly seen working in office settings providing
various types of administrative support.
 Receptionist
o Receptionists are usually seen at the entrance of a company building or office,
welcoming guests and clients.
 Office Assistant
o The office assistant and administrative assistant job titles can be often used
interchangeably. Both terms involve the same functions such as writing emails,
handling incoming calls and messages, filing, record keeping and so on. Office
assistants perform the most fundamental tasks to help an office run as smooth as
possible.
 Data Entry Clerk
o Data clerks specialize in organizing and storing data for the company. They are often
seen working on computers to perform as assortment of data entry tasks. They are
also in charge of the company’s paper documentation.
 Office Manager
o Office managers usually oversee a particular department of a company. They work
with department staff to implement strategies and objectives designated to them
buy upper management. They are in charge of day-to-day operations, including
budgeting and purchasing. The office manager post is middle management position
that’s above staff employees but under executive such as directors and C-level
officers
 Executive Assistant
o Executive assistants provide administrative and office support to high ranking
officials such as executive, directors, and C-level offers. They perform a variety of
administrative tasks depending on the needs of the position supported, but general
functions include running errands, handling phone calls and messages, organizing
schedules and travel itineraries, writing letters, etc.
 Clerk
o The terms clerk and administrative assistant are often used interchangeably as both
positions perform similar functions. Clerk provide various support in an office
environment which may include drafting correspondence, handling calls and
messages, running errands, organizing and storing data, encoding etc.
 Receptionist/Administrative Assistant
o While large companies must have separate roles for admin assistant and
receptionist due to high volume of daily workload, some small companies hire one
person to perform both functions. The receptionist/administrative assistant roles
handles most, if not all, of the tasks mentioned above for both roles, including
screening phone calls, running errands, drafting letters. Welcoming guests,
answering queries in person or over the phone, organizing schedules and so on.
 Office Administrator
 o Office administrators usually supervise administrative staff and delegate tasks to
appropriate personnel. They are in charge of coordinating activities across
departments and offices in accordance with company policy to ensure efficiency. In
addition, office administrators are responsible for handling the agenda of upper
management.
 Coordinator
o Project coordinators support project managers and are responsible for scheduling,
ordering, and tracking a project’s progress. This role is prevalent in the construction
industry.
 Management
o Administrative professionals may hold management roles. Office and facilities
managers are responsible for reviewing and purchasing office equipment, and
senior managers select vendors and negotiate services. Office and facilities
managers must be familiar with accounting. Office managers may be responsible for
training new employees, particularly on software.

 Problem Recognition – Zoe feels her mobile phone is outdated to match her needs and
wants to buy a new one
 Information Researcher – Zoe talks to some of her friends about buying a new phone and
types of phones.
 Information Evaluation – Zoe goes online and compares several models in terms of price,
features and user ratings.
 Decision – Zoe makes her choice based on features that she was looking for.
 Post Purchase Evaluation - Zoe makes the purchase and enjoys her new mobile phone

Manager

 A person responsible for controlling or administering all or part of a company or similar

organization,
 An individual who is in charge of a certain group of tasks, or a certain subset of a company. A
manager often has a staff of people who report to him or her.

Leadership

 The action of leading a group of people or an organization

 Is the art of motivating a group of people to act towards achieving a common goal. In a business
setting, this can mean directing workers and colleagues with a strategy to meet the company’s
needs.
 Sharing that vision with others so that they will follow willingly
 Providing the information, knowledge and methods to realize that vision

Productivity

 The effectiveness of productive effort, especially in industry, as measured in terms of the rate of
output per unit of input.
  A measure of the efficiency of a person, machine, factory, system, etc., in converting

Administration

 The interpretation and implementation of the policy set by an organization’s board of directors.

Defined Objects

 A specific result that a person o system aims to achieve within a time frame and with available
resources.

Corporate Policy

 Usually, a documented set of board guidelines, formulated after an analysis of all internal and
external factors that can affect a firm’s objectives, operations, and plans. Formulated by the
firm’s board of directors, cooperate policy lays down the firm’s response to known and
knowable situations and circumstances.

Organization

 Social unit of people that is structured and managed to meet a need or to pursue collective
goals.

Resources

 An economic or productive factor required to accomplish an activity, or as means to undertake

an enterprise and achieve desired outcome. Three most basic resources are land, labor, and
capital; other resources include energy, entrepreneurship, information, expertise, management,
and time.

Function

 Action performed by a device, department, or person that produces a result. Function remains
more or less fixed whereas the purpose (which indicates intention or objective) generally
changes. For example, the function of a hammer is to strike something nearby

Efficiently

 The comparison of what is actually produced or performed with what can be achieve with the
same consumption of resources (money, time, labor, etc.). It is an important factor in
determination of productivity

Effectively

 The degree to which objectives are achieved and the extent to which targeted problems are
solved. In contrast to efficiency, effectiveness is determined without reference to costs and,
whereas efficiency means “doing the thing right,” effectiveness means “doing the right thing.”

Organization goals

 The overall objectives, purpose and mission of a business that have been established by its
management and communicated to its employees. The organizational goals of a company
 typically focus on its long range intentions for operating and its overall business philosophy that
can provide useful guidance for employees seeking to please their managers

Planning

 A basic management function involving formulation of one or more detailed plans to achieve
optimum balance of needs or demands with the available resources. The planning process (1)
identifies the goals or objectives to be achieved, (2) formulates strategies to achieves them (3)
arranges or creates the means required, and (4) implements, directs, and monitors all steps in
their proper sequence.
 The control of development by a local authority, through regulation and licensing for land use
changes and building.

Organizing

 Arranging several elements into a purposeful sequential or spatial (or both) order or structure.
 Assembling required resources to attain organizational objective

Staffing

 The selection and training of individuals for specific job functions, and charging them with the
associated responsibilities.

Leading or directing

 A basic management function that includes building an effective work climate and creating
opportunity for motivation, supervising, scheduling, and disciplining.

Collecting an Organization

 Is a body created by copyright law or private agreement which engages in collective rights
management

Autocratic

 The self-appointed leader of the form of government known as an autocracy. An autocrat is

sometimes referred to as a despot or dictator, and has a leadership style that does not
necessarily reflect the prevailing values of the general population. The style of some managers
might be referred to as autocratic or dictatorial.

Democratic

 Involves a team guide by a leader where all individuals are involved in the decision-making
process to determine what needs to be done and how it should be done. The group’s leader has
the authority to make the final decision of the group.

Laizzes- faire

 A non-authoritarian leadership style. Laissez fair leaders try to give the last possible guidance to
subordinates, and try to achieve control through less obvious means. They believe that people
 excel when they are left alone to respond to their responsibilities and obligations in their own
ways.

ORGANIZATIONAL LEADERSHIP

CONCEPT OF LEADERSHIP

Leadership is the practice of driving people achieve goals. This plays an important role in success
and efficiency of subordinates. Leaders do this by providing many means of shaping the actions of
subordinates.

= It’s a process whereby an individual influences other sand guidance the organization in a manner that
makes it more cohesive and coherent.

FOUR PRIMARY FACTORS OF LEADERSHIP

1. Leader

An individual appointed as a leader must understand himself honestly, what he knows and what
he can do. Take note that is the followers that decide whether the leader is successful, not the leader or
anyone else. If they don’t trust their leader, or lack confidence, they’ll be uninspired. To be successful
you have to persuade your followers that you are worthy of being followed, not yourself or your
superiors.

2. Follower

Different people expect different leadership styles. A newly-employed deserves more than
supervision than an accomplished subordinate does. An individual without motivation needs a different
approach than one with a high motivation. The basic starting point is to have a clear understanding of
human nature such as needs, feeling and motivation. You have to come to learn the be, know and do
qualities of your people.

TRAINING AND COACHING

Training and coaching are two different things although some use them interchangeably:

Training knowledge – Is a structured lesson designed to give people the knowledge and skills to perform
a task.

Coaching Is a process designed to help the employee develop more expertise and resolve obstacle to
improving job performance.

As a leader you must view coaching from two different viewpoints:

1. Coaching to lead others, and

2. Being coached to achieve self-improvement.

THE SIX POINTS OF LEADERSHIP POWER

Power = refers to the ability a person has to control another’s action such that he or she behaves
according to his or her wishes. Such power is a capacity or potential as it means a potential that does
not need to be realized in order to be effective. That is, there may be a power but it doesn’t need to be
used to be successful.

1. Coercive Power – Power that based on fear

2. Reward Power – Compliance achieved on the basis of the ability to distribute rewards which others
find important.

Might give people special benefits or incentives. Trading favors with him or her might seem beneficial.

3. Legitimate Power – The power a person receives in an organization’s formal hierarchy as a

consequence of his or her role. The person has the right to expect you to comply with valid demands,
given his or her status and your job responsibilities.

4. Expert Power – Influence based on special skills or knowledge

5. Referent Power – Influence based on individual or desirable possession of wealth or personal traits.

Sometimes this is seen as beauty, elegance, or appreciation, You like the individual and you want to do
things for him or her.

6. Informational Power – Providing information to others which leads to thinking or acting in a new way.

Leader Traits

1. HONESTY AND INTEGRITY QUE VOY

Honest and integrity are two key ingredients that make for a good leader. How can you expect
honesty from followers when you yourself lack these qualities? Flourish when they hold to their core
values and this won’t be possible without ethics.

2. CONFIDENCE

You should be comfortable enough to be an effective and ensure people obey your orders. If
your own and values are uncertain, otherwise your will never obey you. You must be oozing confidence
as a leader,

3.INSPIRE OTHER

Probably the hardest thing a leader has to do is persuade others to comply. It can only be so if by setting
a good example you inspire your followers. They look up to you when the going gets tough, and see how
you react to the situation. They’ll follow, when you handle it well. As a leader, you should think positive
and your actions will make this positive approach clear. When you succeed in empowering your
subordinates, you can easily resolve every obstacle now and in the future.

4. COMMITMENT AND PASSION

The team looks up to you and you’ll have to be enthusiastic about that too if you want them to
give their all. If your team sees you’re getting your hands dirty, they’ll give their best too.
5. GOOD COMMUNICATOR

As a leader you have to communicate your vision clearly to your team and tell them the plan for
achieving the goal, it will be very difficult for you to get the results you want if you don’t.

LEADERSHIP STYLES AND THEIR PROS AND CONS

1. TRANSACTIONAL LEADESHIP

This strategy is strongly disciplinary, and is often called a leadership style of “telling.” The leader
gives instruction to the members his team and then uses various incentives and punishments to either
appreciate or punish what they do in response. Leaders give praise for a job well done or for a group
member to perform a department-wide mission hated because they missed deadline.

2. TRANSFORMATIONAL LEADERSHIP

With this style of leadership, by empowering their workers to change, leaders are trying to
enhance or transform the individual or group into which they lead.

3.SERVANT LEADERSHIP

Servant leaders work with this traditional motto “Serve first and lead.” Instead of thinking about
how to inspire their energies people into follow seeking their ways lead, to they help channel others.

4. DEMOCRATIC LEADERSHIP

You could also hear this style of leadership referred to as “participatory leadership.” Members
manage organization and programs as well, a democracy.

Democratic leaders respect other people’s ideas and feedback, and encourage discussion of those
inputs, We don’t carry on orders from above, but take a much more inclusive approach to doing things.

5. AUTOCRATIC LEADERSHIP

You might think of that as an alternative to “ my way or the highway.” They decide not just
what needs to be done, but how to accomplish certain tasks too.

7. LAISSEZ-FAIRE LEADERSHIP

This is a French word that translates to “leave it be” which sums up this hands-off leadership
approach accurately. Micromanagement is just the opposite.

8. CHARISMATIC LEADERSHIP

Charismatic leaders personalities, and a great deal of determination to achieve their goals. Such
leaders use eloquent communication and persuasion to untie a team around a cause, instead of
promoting actions by strict instruction. You will spell out their dream clearly and get other people
excited about the same target.

ETHICS IN LEADERSHIP

Ethics is about types of values and morals that a person or a community finds acceptable or
necessary.
 Ethical leadership = is leadership motivated by respect for ethical beliefs and values, and other
people’s integrity and rights.

“Managing” = is forecasting and preparing, arranging, directing, managing and regulating,” says Henri
Fayol.

ACTIVITY MANAGEMENT

Task management = is the practice of recording personnel’s day-to-day accomplishment in

order in which they are done. It is a key to an organization’s success, as it helps to monitor the
organization’s course and maximize its work efficiency.

The Manager

A manager is a person in the organization who the activities of others. They perform their work
at different levels and they are called by different names:

1. The First Line Managers – They are usually called supervisors or in a manufacturing they may be
called foremen.

2. The Middle Level Managers – These comprise all management levels between the organization’s
supervisory level and top level. Such managers may be called functional managers, heads of plants, and
managers of projects.

3. The Top Managers – They are the ones responsible for making organizational decisions and setting
policies and strategies which affect all aspects of the organization. Such individuals may be named vice-
president managing director, chief executive officer or board chairman etc.

MANAGERIAL FUNCTIONS

Planning – This is necessary to set goals and top develop strategies for organizing activities.

Organization – It assists in deciding the tasks to be performed how to do them, how to organize the
tasks and where to make decisions.

Staffing – This is important for employing different types of people and performing different activities
such as training, growth,, evaluation, compensation, welfare etc.

Directing – This requires that subordinates be given instructions and motivated to achieve their goals.

Controlling – This is monitoring practice to ensure that the workers perform the task as scheduled, and
to correct any major deviations.

POLICE PERSONNEL MANAGEMENT

It is defined as that area of ,management concerned with human relations in the police organization so
as the development of work effectiveness and advancement of the rank in the police organization.

WHO IS A LEADER
-A leader is a person who directs, guides and influences the behavior or his followers towards the
attainment of specific goals.

-is someone who inspire passion and motivational in followers.

WHO IS A MANAGER?

-A manager is a representative of the organization responsible for the management of the work of a
group of employees and takes requisite actions whenever required

-A person in an organizational who oversees the activities of individuals.

- a person responsible for controlling or administering all or part of activities or operations in an

organization

TYPES OF LEADERS

1. Managerial Leader – is the least effective of the five types of leaders. They have the least influence.
People only follow them because they have to. Their desire is to be served by others because they are in
the position. They see others as tools to use complete the objective for the day. They prefer to make
decisions . Their weakness is character development.

2. Relational Leader – builds relationships in order to influence others. People want to follow them
because of who they are, not what they know. They develop mutual respect with others and work well
with them. Although people want to follow them, they have not developed specialized knowledge. Their
weakness is not making the necessary sacrifices to develop their competency.

3. Motivational Leader – seeks mutual benefit for themselves, others, and the organization. People
want to follow them because of who they are and what they know. They influence others from the
outside. They are trusted and deliver results for themselves, their families, their team, their
organization, and their community. Their weakness is not making the necessary sacrifices to reproduce
other motivational leaders.

4. Inspirational Leader – inspire managerial and relation leaders to become motivational leaders. Their
focus is on growing themselves in order to inspire others to grow. They influence other on the inside.
They are people-focused not process-focused. They focused heavily on character development. True
inspirational leaders are followed because of how much they care and who they are on the inside. They
are inspired by the growth of those following them.

5. Transformational Leader – are the most influential of the five types of leaders and are highly
respected. Their reputation precedes them. They are well known for developing leaders. Their influence
touches people in all industries and across multiple generations. Their influence is continuously being
transferred through many other leaders at many different times in multiple locations.

LEADERSHIP STYLES

1.Autocratic Leadership

-does not consult with others before making decisions.

-reach into decisions, communicate them to subordinates and expect prompt implementation.

-confusing to deal with; one day, they are friendly, funny and encouraging, and next they are cunning,
demeaning and unrealistic.

2. Democratic Leadership

-subordinates are involved in making decisions.

-delegates authority to other people.

-many people are involved in decision making, though the leader does have final say, and assumes
responsibility for whatever happens.

-This type of leader is an excellent communicator and is often preferred for its focus on fairness,
creativity, resilience, and transparency.

-ensure that people are taken care of, and positive changes are made.

3. Strategic Leadership

-like democratic leaders, care about the success of the whole more than they do their own status, but
their approach is a little bit different.

-Rather than making progress in simple ways, this leadership is focused on how to rapidly improve
conditions and lean into better performance.

-developing and employing methods and strategies

-They are less concerned with maintaining the status quo than they are transforming it. These types of
leaders are independent thinkers, and progressively minded.

4. Transformational Leadership

-this leadership is designed to empower those who follow to create positive change in their own lives.

-This approach is to empower each individual to make advancements and changes in their own lives,
which results in better performance and outcomes.

-this leadership motivates and empower others