Engineering Management

Chapter 8

LEADING
BY: Rosel P. Mallo
John Mark Demacuta
Michael Joe Autillo
What is LEADING?

Involvesinfluencing others to
engage in the work behaviors
necessary to reach organizational
goals.

Note: Leading is the “FUNCTION”

Leadership is the “PROCESS”
How leaders influence others?

Theyneed to perform LEADERSHIP

Because of the power they possess.

Power
 Ability to exert force on another
Bases of POWER
Legitimate Power
Person who occupies the higher position has
legitimate power over persons in lower positions
within the organization.

Reward Power
A persons ability to give rewards to anybody who
follows order or requests. Either Materials or
Psychic.
 Coercive Power
 Theperson compels another to comply with others through
threats or punishments
 Punishment
may be : DEMOTION, DISMISSAL, WITHOLDING
OF PROMOTION, Etc.

 Referent Power
Aperson get a compliance from another because the latter
would want to be identified with the former.

 Expert Power
 Provide specialized information regarding their specific
lines of expertise.
 Possess by the people with great skills in technology
Nature of Leadership
 Leadership is the process of influencing and
supporting others to work enthusiastically
towards achieving objectives.
 One cannot expect a unit or division to achieve
objectives in the ABSENCE of EFFECTIVE
LEADERSHIP
 Ifa Leader is present, if he is NOT
FUNCTIONING PROPERLY, no objectives can
be expected to be achieved.
Traits of Effective Leader
A high level of PERSONAL DRIVE
 Willingto accept responsibilities, posses vigor, initiative,
persistence, and health.
 Itis very important traits because of the possibilities of
failure in every attempt to achieve a certain goal.

 Desire to Lead
 Alwayshave a reservoir of extra effort which can be used
when needed.
 They lead wholeheartedly.
 Personal Integrity
 Possesses Honesty, Honor, incorruptibility, rectitude,
righteousness, uprightness, and other similar threats
 If one leader does have this trait he will then, resort
to
“Exercising his authority and getting things done
entirely by the use or threat oof using coercive power
vested in him virtue of the rank and position he
occupies in the hierarchy.”

 Self Confidence
 “a chieftain cannot win the war when he loses his
nerve. He should be self confident and self reliant
and even he does not win, he will know he has done
his best.”
 Analytical Ability
A leader with sufficient skill to determine the root cause of
the problem may be able to help the subordinates to
improve his production.

 Knowledge of the Company, Industry or Technology

A leader who is well-informed about his company, the
industry where the company belongs, and the technology
utilized by the industry, will be a better person to provide
direction to his unit.

 Charisma
A person with sufficient personal magnetism that leads
people too follow his directives.
 Creativity
Ability to combine existing data, experience, and
preconditions from various sources in such a way
that the results will be subjectively regarded as
new, valuable, ad innovative, and as a direct
solution to an identified problem situation.

 Flexibility
One that adapts a different method from another
person’s method as long as the required outputs
is produced.
Itallows the other means when the prescribed
manner is not appropriate.
Leadership Skills
 Technical Skills
 A skills that enable a leader to understand and make decisions about work
processes, activities, and technology. The leader will be more confident in
performing his function.

 Human Skill
 The ability of a leader to deal with people, both inside and outside the
organization. A good leader must know how to get along with people.

 Conceptual Skill
 Ability to think in abstract terms, to see how parts fit together to form a
whole.
 A very basic requirement for effective implementation is a clear and well
expressed presentation of what must be done
Behavioral Approaches to
Leadership Styles
 Leadership styles refers to the
behavioral approach by leaders
to influence, motivate, and direct
their followers. It determines how
leaders implement plan and
strategies to accomplish goals
and objectives.
Fig. 1 According
to the Positive
ways Leadership
leaders
approach Negative
people to Leadership
motivate
them

Autocratic
According
to the
Behavioral way Participative
Approach leaders
uses
power Free-rein

According Employee
to the Orientation
leaders
orientation
Task Orientation
towards
task and
people
A. Two ways a leader
approaches people to motivate
them
1. Positive Leadership
 Positive
feedback is one of the best ways leaders can
motivate their team to work harder towards individual and
team goals.

2. Negative Leadership
 When punishment is emphasized by their leader.
B. Leadership Style also vary
according to how power is used
1. Autocratic
 Is a management style wherein one person controls all decisions
and take very little inputs from the other.

2. Participative
 A style of leadership in which all members of the organization
work together to make decision.

3. Free-rain
 A passive or non-intervention leadership style where the leader
provides autonomy to their team members.
C. Leaders maybe classified
according to how they view task
and people
1. Employee Oriented
 Creating
a culture where employees fell valued and
empowered to make a decision.

2. Task Oriented
 Typeof leadership in which the efficient accomplishing of
tasks and business is the primary objective.
Contingency Approaches to
Leadership Style
An effort to determine through
research which managerial practices
and techniques are appropriate to a
specific situation
Fiedler’s Contingency Model

 Leadership is effective when the leader’s style

is appropriate to the situation.
A good leader is a good listener.
3 Principal Factors of
Situational Characteristics
1. The relationship between leaders and
followers
2. The structure of the task
3. The power interest in the leaders
situation
To be effective, the situation
must fit the leader, if not, try
the ff. the leader’s trait of behavior
Change
Select leaders who have traits of
behavior fitting the situation.
Move leaders around in the
organization until they are in positions
that fits them change the situation.
Hersey and Blanchard’s
Situational Leadership Model
 The most important factors affecting the selection of a
leader’s style is the development (maturity) of
subordinates.
Two Component of Maturity
1. Job Skills and Knowledge
2. Psychological Maturity
Leadership Styles Appropriate
for Serious Maturity Level
 Directing
 Supporting
 Coaching
 Delegating
Path Goal Model of Leadership

 Leadershipcan be made effective

because leaders can be influence
subordinate’s perception of their goal,
personal goals, and path to goal
attainment.
 Fig. 2
Leader identifies
employee goal

Appropriate goals
are established

Both employees
Leaders connects and organization
rewards with goals better reach
their goals

Leader provides Employee becomes

Effective
assistance on satisfied and
performance
employee path motivated and they
occurs
toward goals accept the leader
Leadership Style

 Directive Leadership
 Supportive Leadership
 Participative leadership
 Achievement-oriented Leadership
Vroom’s Decision Making
Model
 Prescribesthe proper leadership style for
various situations, focusing on the
appropriate degree of delegation of
decision-making authority.
Symbol Decision-Making Style Degree of Subordinate
Participation
AUTOCRATIC LEADER
A-1 Leaders solve the problem or makes the None
decision himself using available
information.
A-2 Leader obtains necessary information from Low
subordinates, then decides.
CONSULTATIVE LEADER
C-1 Leader approaches subordinates Moderate
individually getting their ideas then makes
decision.
C-2 Leader shares the problem with Moderate
subordinates as a group, obtaining their
collective ideas and suggestions, the
decides.
GROUP DIRECTED
G-2 Leader shares the problem with High
subordinates as a group. Lets the group
generate and evaluate alternative
solutions, and the collectively decides. Fig. 3
Thank you