· Interaction between members of a group.
· An attempt to use influence to motivate individuals to accomplish some goal.
· Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
· Alan Keith of Genentech states that “leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”.
· According to Ken “SKC” Ogbonnia, “effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of the organizational or societal goals”.
· Organizing a group of people to achieve a common goal.
· Arieu, A. defines a leader as “a person capable of inspiring and associate others with a dream”.
Leaders are Born or Made?
When we say leaders are born, we are referring to their natural abilities in leading a group, while leaders are made; these are the leaders who undergo several trainings to acquire skills in leading a group. Therefore, we conclude that business leaders must have these two qualities to create an effective and efficient leader.
Difference between a Manager and a Leader
Manager – in a formal organization is responsible for and entrusted with such functions as planning, organizing, and controlling, but not necessary leading.
Based on their definitions, a manager is the one that is responsible in planning, organizing, and controlling while the leader the one who initiates and motivate their members to reach the goals of an organization. Like for example, HBO class with Sr. Hector, he is the manager who gives the instructions, plans the activity and each group (A1, A2, and so on) are the said leaders who initiates and motivate the members of the organization.
Trait Theory Approach
Proposed characteristics that distinguish leaders from non-leaders:
- intelligence
- Dominant
- adaptability
- persistence
- integrity
- socioeconomic status
- self-confidence
In the late 1940’s and early 1950’s during this time, leadership was no longer characterized as an enduring individual trait. Why? It is said to be that individuals can be effective in certain situations, but not others.
The Behaviors of Effective Leaders
Two kinds of Leadership Behavior
Job-centered and Employee-centered Leadership
- Job-centered leader – is a person who closely supervises and observes the work of others. It focuses on completing the task and uses close supervision so that subordinates perform their task using specified procedures.
- Employee-centered leader – is a person who only generally supervises the work of others. He or she attempts to permit others to sense autonomy and support.
- Employee-centered and Job-centered styles - result in production improvements. However, after a brief period of time, the job-centered styles create pressure that is resisted through absenteeism, turnover, grievance, and poor attitudes. The best style is employee-centered.
Initiating Structure and Consideration Leadership
- Initiating structure – involves behavior in which the leader organizes and defines the relationships in the group tends to establish well-defined patterns and channels of communication and spells out ways of getting the job done. The leader with a high initiating structure tendency focuses on goals and results.
- Consideration – involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leaders and the followers. The leader with a high consideration tendency supports opens communication and situational participation.
Contingency Leadership Model
Developed by Fiedler, postulates the performance of groups is dependent on the interaction between leadership styles and situations favorableness.
Leader’s Style
- Task-oriented Leadership – individuals whose personality favors task completion and sense of accomplished.
- Relationship-oriented Leadership – who’s personality values warm, supportive relationship with others.
Situational Factors
- Leader-member relations – refers to the degree of confidence, trust, and respect that followers have in the leaders.
- Task-structure – refers specifically to the characteristics of the work to be done.
- Position power – refers to the power inherent in the leadership position.
Path-goal Model
- Theory that suggests a leader needs to influence followers perceptions of work goals, self-development goals and pat to goal attainment.
Leadership Behavior
· Directive Leader – tends to let subordinate know what’s expected to them.
· Supportive Leader – treat subordinates as equal.
· Participative Leader – consults with subordinates and considers their suggestions and ideas before reaching a decision.
· Achievement-oriented Leader – sets challenging goals, expects subordinates to perform at the highest level, and continually seeks improvement I performance.
Hersey-Blanchard Situational Leadership Model
Emphasis is on followers and their level of maturity. The leader must properly judge or intuitively know follower’s level and then use a leadership style that fits the level.
Readiness – ability ad willingness of people to take responsibility for directing their own behavior.
Job readiness – has knowledge and abilities to perform the job without a manager structuring or directing work.
Psychological readiness – has the self-motivation and desire to do high- quality work.
Leadership Behavior
Leadership styles available to managers:
- Telling – the leader defines the roles needed to do the jobs and tells the followers what, where, how, and when to do the tasks.
- Selling – the leader provides followers with structured instructions but is also supportive.
- Participating – the leaders and followers share in decisions about how best to complete a high-quality job.
- Delegating – the leader provides little specific, close direction or personal support to followers.
Leader-Member Exchange Theory
- LMX suggests hat leaders classify subordinates into in group members and out group members.
- In-group members – share a common bond and value system, and they interact with the leader.
- Out-group members – have less in common with the leader and don’t share much with him/her.
Vroom Jago Leadership Model
- specifies leadership as decision making procedures most effective in each of several different situations:
· Charismatic leadership – ability to influence followers based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important.
Two types of Charismatic leaders
1. Visionary charismatic leaders – focus on the long-term. It links followers’ needs and goals to job or organizational long-term goals and possibilities.
2. Crisis based charismatic leaders – focus on the short-term. They have impact when the system must handle a situation for which existing knowledge, resources, and procedures are not adequate.
Transactional Leadership and Transformational Leadership
- Transactional leadership – leader identifies what followers want or prefer and helps them achieve level of performance that results in rewards that satisfy them.
- Transformational Leadership – ability to inspire and motivate followers to achieve results greater than originally planned for internal rewards.
TOP 5 BEST LEADERS IN THE WORLD FOR 2010
China Brazil India - turkey’s Prime Minister Recep Tayyip Erdogan
Albania
A1 GROUP
- MA. BERNADETH L. MAGARARU
- REGIE KATHRINE M. IDAGO
- AARON E. PALMA
- PAULINE JOY S. NERA
- SHARA B. PALCON
- SARRAH JEAN O. DIATA CRUZ
