Patricio H. Estoya Jr.
, LPT, PhD, DPA
SANGGUNIANG BAYAN MEMBER
MUNICIPALITY OF LA CASTELLANA
Module 3 – Leadership
Leaders and Managers
Public Safety Junior Leadership Course
There is a catch phrases in
management industry, “A flock of sheep
led by a lion can defeat a pack of lions
led by a sheep.” The success or failure
of a team is directly related to the level
of the manager’s ability. The ability
here refers not merely the professional
competence, but more the ability to
apply the profession and manage the
professional.
Module 3 – Leadership
Definition of a Leader:
A leader is "a person who influences a
group of people towards the achievement of
a goal". A mnemonic for this definition would
be 3P's - Person, People and Purpose as
illustrated by the following diagram.
Public Safety Junior Leadership Course
Module 3 – Leadership
Public Safety Junior Leadership Course
Module 3 – Leadership
Person
Is leadership a position of office or
authority? Or, is leadership an ability in
the sense that he is a leader because
he leads? We all may know or hear of
people who are in positions of
leadership but who are not providing
leadership.
Public Safety Junior Leadership Course
Module 3 – Leadership
A position of office is no guarantee of
leadership but it helps in the sense
that a leadership position usually
commands a listening ear from its
people and that is a good starting
point for anyone who desires to be a
leader.
Public Safety Junior Leadership Course
Module 3 – Leadership
A leader by its meaning is one who
goes first and leads by example, so
that others are motivated to follow
him. This is a basic requirement. To
be a leader, a person must have a
deep-rooted commitment to the goal
that he will strive to achieve it even if
nobody follows him!
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Module 3 – Leadership
Purpose
A requirement for leadership is personal vision -
the ability to visualize your goal as an
accomplished fact; a thing already achieved.
"The very essence of leadership is that you have
to have vision. You can't blow an uncertain
trumpet."
Theodore M. Hesburgh
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Module 3 – Leadership
People
To be a leader, one must have
followers. To have followers, one must
have their trust. How do you win their
trust? Why would others trust you?
Most important, are you worthy of
their trust?
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Module 3 – Leadership
Why are some individuals more effective
than others at influencing people?
Effectiveness in leadership has been
attributed to (1) persuasion skills, (2)
leadership styles and (3) personal attributes
of the leader. We will explore these further
in another article or two. Now, we will
consider one critical element of leadership
(influence) - love for people.
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Module 3 – Leadership
Leadership: being a leader or the
ability to be a leader in an
organization. Leadership is stated as
the process of social influence in which
one person can enlist the aid and
support of others in the
accomplishment of a common task.
Public Safety Junior Leadership Course
Module 3 – Leadership
Ingredients to be an Effective Leader:
Hardwork
Patience
Aggressiveness
Must Exercise Leadership to guide subordinates
Must communicate managerial decisions from higher
levels to subordinates
Motivate subordinates, measure their responses
Communicate their feelings and needs to higher
echelons.
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Module 3 – Leadership
Qualities and Skills of a Leader:
He wields influence in the formation of opinions,
attitudes, values and behavior among his
subordinates.
He properly motivates and exert great influence
on their behavior
He organizes his followers into an effective team
working to achieve set goals.
He has the ability to decide on execution and
implementation of plans prepared by his
superior to meet organizational objectives
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Module 3 – Leadership
He relates his experiences to cultural
realities and achieves his job well using
the force of his influence and authority
A leader understand human nature.
Subordinates will appreciate a leader who
can provide them their basic human
requirements.
A leader should provide time for his
subordinates to learn new behavior.
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Module 3 – Leadership
Seven Characteristics of an Ideal Leader:
They never separate the word
accountability from the word responsibility
They always seek advice and criticism to
gain new insights into their performance
and into the goals they set.
They recognize situation where a little
extra effort is required.
Public Safety Junior Leadership Course
Module 3 – Leadership
They maintain their enthusiasm in any
circumstances
They have the foresight to plan
continually and to think ahead
They understand how to prioritize
amid a wide variety of daily choices
They love to risk but at the same time
accept the risks involved in losing.
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Module 3 – Leadership
Hierarchical Levels of Manager
1. Top Manager – a manager is at the
top of the organizational hierarchy and
responsible for the entire organization.
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Module 3 – Leadership
Manager Roles
1. Interpersonal Role – pertains to
relationship with others and are
related to the human skill. It
encompasses relationship with
subordinates including motivation,
communication and influence.
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Module 3 – Leadership
2. Informational Role – describe the
activities used to maintain and develop
an information network. The manager
acquires information from other and
scan other materials to stay well
informed.
3. Decisional Role - pertains to those
events about which the manager must
make a choice.
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Module 3 – Leadership
Qualities of Leadership
Public Safety Junior Leadership Course
Module 3 – Leadership
Managers as Leaders
Leadership Styles
Autocratic Leadership – boss makes
decisions on their own without consulting
employees
Democratic Leadership – involves
subordinates in making decisions.
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Module 3 – Leadership
Leadership Styles
Free-reign Leadership – leader believes in
minimal supervision, leaving most
decisions to subordinates
Empowerment – practice in which
managers lead employees by sharing
power, responsibility and decision making
with them.
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Module 3 – Leadership
1. Autocratic or Authoritarian Leadership
An autocratic leader centralizes power and
decision-making himself. He gives orders,
assigns tasks and duties without consulting
the employees. The leader takes full
authority and assumes full responsibility.
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Module 3 – Leadership
Autocratic leadership is negative,
based on threats and punishment.
Subordinates act as he directs. He
neither cares for their opinions nor
permits them to influence the decision.
He believes that because of his
authority he alone can decide what is
best in a given situation.
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Module 3 – Leadership
Autocratic leadership is based upon close
supervision, clear-cut direction and
commanding order of the superior. It
facilitates quick decisions, prompt action
and unity of direction. It depends on a
lesser degree of delegation. But too much
use of authority might result in strikes and
industrial disputes.
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Module 3 – Leadership
It is likely to produce frustration and
retard the growth of the capacity of
employees. The employees work as
hard as is necessary to avoid
punishment. They will thus produce
the minimum which will escape
punishment.
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Module 3 – Leadership
This leadership style is less likely to be
effective because:
the new direction is more independent
and less submissive and not amenable
to rigid control;
people look for ego satisfactions from
their jobs; and
revolution of rising expectations changed
the attitude of the people.
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Module 3 – Leadership
Autocratic leadership may be divided into three (3)
classes:
a. The hard-boiled autocrat who relies
mainly on negative influences uses
the force of fear and punishment in
directing his subordinates towards the
organizational goals. This is likely to
result in employees becoming
resentful.
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Module 3 – Leadership
b. The benevolent autocrat who relies
mainly on positive influences uses the
reward and incentives in directing his
subordinates towards the
organizational goals. By using praise
and pats on the back he secures the
loyalty of subordinates who accept his
decisions.
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Module 3 – Leadership
c. The manipulative autocrat who
makes the employees feels that
they are participating in decision-
making though the manager himself
has taken the decision. McGregor
labels this style as Theory X.
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Module 3 – Leadership
d. Democratic or Participative
Leadership – participative or
democratic leaders decentralize
authority. It is characterized by
consultation with the subordinates and
their participation in the formulation of
plans and policies. He encourages
participation in decision-making.
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Module 3 – Leadership
He leads the subordinates mainly
through persuasion and example
rather than fear and force.
Sometimes the leader serves as a
moderator of the ideas and
suggestions from his group.
McGregor labels this style as
Theory Y.
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Module 3 – Leadership
Taylor’s scientific management was based
on the inability of the ordinary employees to
make effective decisions about their work.
Hence, the decision-making power was
vested with the management. But recent
studies indicate the need for participation
by subordinates. The modern trend favors
sharing the responsibility with the
employees.
Public Safety Junior Leadership Course
Module 3 – Leadership
This will foster enthusiasm in
them. The employees feel that
management is interested in them
as well as in their ideas and
suggestions. They will, therefore,
place their suggestions for
improvement.
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Module 3 – Leadership
Advantages for democratic leadership
are:
higher motivation and improved morale;
increased co-operation with the
management;
improved job performance;
reduction of grievance; and
reduction of absenteeism and employee
turnover.
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Module 3 – Leadership
2. The Laissez-faire or Free-rein Leadership.
Free-rein leaders avoid power and
responsibility. The laissez-faire or non-
interfering type of leader passes on the
responsibility for decision-making to his
subordinates and takes a minimum of
initiative in administration. He gives no
direction and allows the group to establish
its own goals and work out its own problems.
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Module 3 – Leadership
The leader plays only a minor role. His
idea is that each member of the group
when left to himself will put forth his
best effort and the maximum results
can be achieved in this way. The
leader acts as an umpire. But as no
direction or control is exercised over
the people, the organization is likely to
flounder.
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Module 3 – Leadership
There is a difference between
leadership and management.
Leadership represents one of the
oldest, most natural and most effective
of all human relationships.
Management is a later product, with
neither so romantic nor so inspiring a
history.
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Module 3 – Leadership
Leadership is of the spirit,
compounded of personality and
vision; its practice is an art.
Management is of the mind, more
a matter of accurate calculation of
statistics, of methods, time tables,
and routine; its practice is a
science.
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• Which Leadership Style is best?
Depend on function of the leader,
subordinates and situation.
Some leaders can’t work well with high
participation of subordinates.
Some employees lack the ability or desire
to assume responsibility.
Participative decision making may be better
when time pressure is not critical.
Characteristics of Principle-centered Leadership
(By Stephen Covey, 1990)
Leaders are continually learning
They are service-oriented
They radiate positive energy
They believe in the other people
They live balanced lives
They see life as an advancement
There is synergy
They exercise for self-renewal
Module 3 – Leadership
Managers are necessary; Leaders are
essential.
Contrasts: Management and Leadership
By Amin Rajan
Management is about path Leadership is path finding.
following;
Management is about doing Leadership is about doing the
things right; right things.
Management is about planning Leadership is about
and budgeting; establishing direction.
Management is about controlling Leadership is about motivating
and problem-solving; and inspiring.
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• What Is A Manager?
A manager is a person who is responsible
for – he or she manages – a part of a
company which usually contains a number
of people, i.e. he or she is in charge of the
department and the people who work in it.
In some cases, the manager is in charge
of the whole business, as in a ‘restaurant
manager’.
A manager is a person who exercises
managerial functions primarily. He or she
should have the power to hire, fire,
discipline, do performance appraisals,
monitor attendance, approve overtime,
and authorize vacations.
He or she is the boss.
The Manager’s duties also include
managing employees or a section of the
company on a day-to-day basis.
Management: managers
responsible for getting things done,
usually through other people or the
process of realizing organizational
objectives through people and
other resources.
Management in all business areas and
organizational activities refers to the
acts of getting people together to
accomplish desired goals and
objectives. Management comprises
planning, organizing, staffing, leading,
planning, organizing, or directing and
controlling an organization or effort for
the purpose of accomplishing a goal.
If a manager can keep reading,
learn a little everyday, think deeply
about the doubts in reality, adhere
to the combination of learning and
application, uphold the unity of
knowledge and practice, then
accumulate over a long period of
time, he will become an excellent
manager.
Quality of manager refers to the intrinsic
attribute and qualities of the manager
associated with management. Its quality is
mainly embodied in moral character,
knowledge, ability and physical and mental
condition. The quality of the manager
constitutes the foundation of the
management level and ability, and it is a
very important subjective condition for doing
a good job in management and achieving
management effectiveness.
There are many attractions in the inner
moral characters of a really great manager.
First of all, one must have good
morality. One must be both principled and
flexible. Talent without virtue is hard to win
the hearts of people, and is more difficult to
amount to something.
Secondly, one should have profound
knowledge. Only with a strong knowledge
base can a person not be confused by the
complex phenomenon in the society and
make scientific decisions in business
management.
In the current tide of knowledge economy,
an excellent manager needs not only
profound professional knowledge, but also
extensive knowledge structure.
Thirdly, one should have
good psychological quality
and strong ability of bearing
hardships, to work under
great pressure.
Fourthly, the manager should be
one with mature character, warm
and steady emotion, and who treats
people in a way that is natural and
reasonable, which bordering on the
archaic saying, “Follow the heart’s
desire without overstepping the
line.”
Analysis and researches conducted by
eminent historians and psychologists to
many of the greatest leaders in history
shows that they share some common
characteristics.
However, modern society believes that a
competent manager needs to possess such
basic abilities as fortitude, courage and
carefulness, understanding of the
organizational environment, knowing both
ourselves and our adversaries, and familiar
with the rules of the game.
Module 3 – Leadership
Differences between Managers
and Leaders
The Manager The Leader
Administers Innovates
Is a ‘copy’ Is an ‘original’
Maintains Develops
Focuses on systems and structure Focuses on people
Focuses on control Inspires trust
Takes a short-range view Has a long-range perspective
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Module 3 – Leadership
Differences between Managers and
Leaders
The Manager The Leader
Asks how and when Asks what and why
Imitates Originates
Accepts the status quo Challenges the status quo
Is a classic ‘good soldier’ Is his or her own person
Does thing right Does the right thing
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The character and morals of managers
has the following four aspects of the
role:
Good character can lead a man to the
pinnacle of power
Only good character can gain the
public’s acceptance and thus empower them
accordingly.
“Good character makes a good manager,
and bad character is a barrier to success.”
Good character contributes to effective
management
A manager’s character works in two
ways: identification and imitation. Identification
refers to a psychological tendency that in the
group activities, most individuals have a
strong psychological tendency to identify
themselves with another individual
emotionally, especially with the personality
traits of managers. Imitation is a kind of
psychosocial behavior in which the personality
stimulates the managed to reproduce a certain
example.
Good character makes managers be
respected and supported by
subordinates and be admired by
others.
Only those with good characters can
be a model for future managers to
follow. Because good characters can
infect and intimidate others, those who
are with good characters are often
seen as heroes.
Good character is a necessary
condition for entering the highest
realm of life
People always get survival and
development through constantly
denying themselves. This is the
cultivation of the realm of life, which
requires excellent moral character.
To sum up, the psychological quality of
managers plays a key role in work and
is closely related to the success or
failure of manager’s career.
Therefore, leaders must pay attention
to the cultivation of good psychological
quality, study hard at ordinary times,
keep up with the development of the
times, and update ideas frequently, to
lay a solid psychological foundation for
the success of the career.
Module 3 – Leadership
“Integrity is the foundation of
conduct. Without integrity, even if
you have much wealth, you will
eventually become the poorest
person.”
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