LESSON 11:

LEADING THE
ORGANIZATION
Submitted by:
Tiempo, Marisol Ramirez, Romalyn
Inguito, Rose Ann Badawi, Aida
Datuin, Jay Warren Palaroan, Mark
Recaborda, Renelyn
12- ABM
Submitted to:
Mrs. Janice T. Bautista
Leadership and Management
Directing- is the process by which managers instruct,
guide, and monitor the performance of employee.
Leadership- process of social influence that enables a
person to encourage others and enlist their aid and
support in the performance of tasks and in achieving a
particular goal.
Motivation is the psychological process of directing
behavior.
Motive is something that arouses or induces an individual
to behave in a certain way or do a certain thing.
 Primary Motives - include biological needs
 Secondary Motives – involve the need for stimulus
and social needs
 Internal Motives – based on individual’s own
personal drive to achieve a certain goal
 External Motives – based on forces on influences
that are outside of the person
Behavior is comprised of actions aimed at accomplishing
or achieving a particular motive or need.
Goal refers to the achievement or fulfilment of a motive.

BEHAVIO
• Identifies • Searches • Achieve
the needs for ways to goals
fulfil needs •
• Either
• Selects a Receives
primary way to fulfil
or MOTIVE feedback
GOAL
needs

Theories of Motivation
 Maslow’s Hierarchy of Needs
 Alderfer’s ERG Theory
 McClelland’s Learned Needs Theory
 Herzberg’s Two-Factor Theory
 Adam’s Equity Theory
  Vroom’s Expectancy Theory
MASLOW’S HIERARCY OF NEEDS
 Abraham Maslow’s Hierarchy of Needs

1. Physiological Needs – include food, clothing, shelter, water, and

air.
2. Safety and Security Needs – include health and well-being,
financial and economic security, and safety against illness and
accidents.
3. Love and Belongingness Needs – includes relationships with
family, friends and peers
4. Self-Esteem – refers to feelings of self worth and self-respect
5. Self-Actualization – realizing one’s true potential.
 ALDERFER’S ERG THEORY
 Theory of Motivational was developed in 1969 by
Clayton Alderfer
 American Psychologist
 ERG(Existence, Relatedness, Growth

Alderfer’s ERG Theory

Alderfer’s ERG Theory
Maslow’s Hierarchy
Level 5: of Needs
Self-
Actualizati Growth
on 4:
Level
Self-Esteem
Level 3: Related
Social
ness
Level 2
Safety Existenc
Level 1:
Physiological
e
Existence Needs are comprised of Physiological and
safety and security needs.
Relatedness Needs combine love and belongingness
Growth Needs include it self- esteem and self-
actualization
 McCLELLAND’S LEARNED NEEDS THEORY
 David McClelland an American Psychologist

Need for Achievement

nACH
nAFF nPOW
(Need for (Need of Affiliation) (Need for Power)
Achievement)
HIGH HIGH
Must –win at any HIGH Desires control of
cost Demands blind loyalty and everyone and
harmony everything
Must be on top Does not tolerate Exaggerates own
and receive disagreement
position and
LOW
credit
LOW LOW resources
Dependent/
Fears failure Remains aloof Subordinate
Avoids Maintains social Minimizes own
responsibility distance position and
resources
– strong
desire to accomplish challenging goals and gain
advancement in their profession.
Need of Affiliation – prefer to be in company of other
people choose to collaborate rather than to compete to
avoid internal conflicts
Need for Power – want to control and influence others.
HERZBERG’S TWO-FACTOR THEORY
 Frederick Herzberg an American Psychologist

Job HYGIENE FACTORS No Dissatisfaction

• Rules and Policies
• Salaries and Benefits
- • Relationship with Co- +
workers and Superior
• Work Conditions
MOTIVATOR FACTORS
• Job itself
- • Recognition +
• Personal Growth
• Opportunity for
Advancement
Job Job Satisfaction
Hygiene Factors – include rules and policies,
salaries and benefits, relationship with co-workers
and superiors.
Motivation Factors - primarily provide satisfaction to
the employees and include the nature of the job itself.
ADAM’S EQUITY THEORY
 John Stacey Adam

INPUTS OUTPUTS
Employee Employee

Relevant Others Relevant Others

Inputs – include all the employee’s contributions to the job such

as time, skill, effort, loyalty, commitment, training, and
educational.
Output – include the positive and negative outcomes that
results from the inputs provided and include salary, employee
benefits, recognition, reputation, and achievement.
VROOM’S EXPECTANCY THEORY
 Victor Vrooms

EFFORT PERFORMA OUTCOME

Expectan
Instrumentali
cy
ty Valence
The The employee The
employee believes that
Expectancy – is his achieved employe
the belief that exerting effort will lead to the attainment of
performance goals.
Instrumentality – is the belief that achieving a desired
performance level will lead to a particular reward.
Valence – is the degree by which an employee values that
expected outcome or reward.
 Low Motivation
 High Motivation
Leadership Theories and Leadership Styles
1. Great Man Theory
> Thomas Carlyle, a 19th century Scottish historian
2. Trait Theory
> Ralph Stogdill, a Professor Emeritus of Management
and Science and Psychology at Ohio State University and a
leading researcher on leadership and organizations in the 1970s
Four Primary Traits
1. Emotional stability – A leader is calm and confident
during stressful times.
2. Ability to admit error – A leader does not cover up his or
her mistakes, and takes responsibility for them.
3. Good interpersonal skills – A leader is able to
communicate and persuade others.
4. Intellectual Breadth – A leader is broad-minded and is
knowledgeable about a wide range of areas.
Behaviorist Theories
- Douglas McGregor’s Theory X and Theory Y
Theory X
- workers inherently dislike work
- managers need external motivation
Theory Y
- workers take the initiative in their work
- manager must ensure pleasant environment in
the work place.
Leadership Grid
- Robert Blake and Jane Mouston, a management
theorist

High
1,9 9,9
9
Country Club Team
8
7 Middle of the Road
Impoverished Authoritarian
6
1,1
5,5 9,1
5
4
Low 1 2 3 4 5 6 7 8 9
Five Styles of Leadership according to
Leadership Grid
1. Authoritarian Leaders (high result, low people)
2. Country Club Leaders (low results, high people)
3. Impoverished Leaders (low results, low people)
4. Team Leaders (high results, high people)
 5. Middle of the Road Leaders (medium results, medium
people)
Participative Leadership
- Kurt Lewin , a German-American psychologist,
developed a framework that focused on a leader’s
decision making style.
THREE LEADERSHIP STYLE BASED ON DECISION
MAKING
1. AUTOCRATIC LEADERS
2. DEMOCRATIC LEADERS
3. LAISSEZ-FAIRE LEADERS
FOUR ADDITIONAL TYPES OF LEADERSHIP STYLE
IN DECISION MAKING (Rensis Likert)
1. EXPLOITATIVE AUTHORITATIVE LEADERS
2. BENEVOLENT AUTHORITATIVE LEADERS
3. CONSULTATIVE LEADERS
4. PARTICIPATIVE LEADERS
LEADERSHIP CONTINUUM
 - developed by Robert Tannenbaum and Warren Schmidt.
They believed that leadership styles may vary along continuum
from autocratic to democratic leadership.
BASED ON THE CONTINUUM, MANAGERS MAY
IMPLEMENT FOUR LEADERSHIP STYLES:
1. AUTOCRATIC LEADERS (TELLING STYLES)
2. PERSUASIVE LEADERS (SELLING STYLES)
3. CONSULTATIVE LEADERS (CONSULTING STYLES)
4. DEMOCRATIC LEADERS (JOINING STYLES)
SITUATIONAL LEADERSHIP
- These theory considers that leadership styles are specific
to a particular situation, and that leaders adapt their actions and
behavior to whatever situation they are in. This theory suggests
that leadership styles also change based on the level in an
organization
Situational Leadership share six common variable:
1. Subordinate Effort- refers to worker motivation and actual
effort spent
2. Subordinate ability and role clarify- refers to the extent to
which workers know what to do and how to do it.
3. Organization of the work- means the structure of work and
utilization of resources
4. Cooperation and cohesiveness- means how well
participants work together as a group
5. Resource and support- refers to the availability of tools,
materials, and people.
6. External coordination- refers to the need to collaborate with
other people
Hersey-Blanchard leadership theory
- Leadership model developed by leadership mentors Paul
Hersey and Ken Blanchard. This model considers Three
important elements.
1. Task Behavior- The leader assigns the duties and
functions of members.
2. Relationship Behavior- The leader open the lines of
communication between himself of herself and other
members.
3. Maturity and competence- The leader shows
willingness to take responsibility for leading the
members of the group. For workers, this refers to their
capability to get the job done.
Four leadership styles o Hersey-Blanchard leadership
theory
1. Directing- the leader directs and gives clear instructions.
This is good for followers who have low competence
2. Coaching- the leader is always open to two-way
communication. He or she continually motivates employee.
This is good for follower who are moderately competent.
3. Supporting- the leader and members of the group support
each other. There is active participation among workers who
are moderately competent.
4. Delegating- the leader has followers who are highly
competent. The followers are also highly motivated and take
responsibility for accomplishing the assigned task.
Path-goal theory of leadership - Its proponent, leadership
theorist Robert House, identified four leadership styles.
1. Supportive Leadership
2. Directive Leadership
3. Participative Leadership
4. Achievement-oriented Leadership
John Adair’s action- centered leadership model.
Teamwork is essential in the accomplishment of tasks, and the
leader puts emphasis on the following elements depending on
the situation.
1. Task – includes defining the task, making plans,
allocating resources, and assigning specific tasks.
2. Team – entails maintaining discipline, building team
spirit, and motivating members.
3. Individual – includes attending to personal problems,
recognizing and using individual abilities, and
developing group members.
Contingency Theory
Is a refinement of situational leadership. It requires leaders to
analyze a particular situation and identify the variables that
would determine the most effective leadership style that will
address the given situation.
Fred Fiedler’s contingency theory emphasizes that there is
no particular leadership style that is the best for all situations.
Fiedler identified three factors that determine the nature of
managerial task:
1. Leader-member relations- refer to how well the
manager and the employees get along, and the trust
and confidence the latter places on the former.
2. Task structure- refers to how well the workers know
how to accomplish the task. Is the job highly structured,
fairly un-structured, or somewhere in between.
3. Position power- refers to the amount of power a
manager has in directing workers, and in giving rewards
and punishment.
Based on the assessment of the situation, the managers
identifies a leadership style most committed to the task at hand.
The task-oriented leader focuses on the accomplishment of
tasks while the relationship-oriented leader attempts to build
highly satisfying interpersonal relations and extend help for the
development of teams.
Transactional Theory
 Considers the relationship between followers and
leaders as to key to achieving goals.
  This leadership style was first described by Max
Weber in 1947 and further expanded by Bernard
Bass in 1981
 Leader-member exchange leadership theory
 Process that starts with role-taking followed by role
making
 Routinization -social exchange between leader and
member
Transformational Theory
 James Burns first introduced the concept of
“transforming leadership”
 Bernard Bass, in his book Leadership and
Performance Beyond Expectation (1985) develop
Burn’s concept “transforming leadership” into
“transformational leadership”
 Noel Tichy and Mary Anne Devanna in their book
“The Transformational Leader (1986)”
 Idealized • Talks about their most important values and beliefs.
behavior • Specifies the importance of having a strong sense of purpose
(living • Considers the moral and ethical consequences of decisions
one’s • Champions exciting new possibilities
ideals)
Inspiratio •• Talks about the importance
Talks optimistically of having mutual trust
about the future
nal • Talks enthusiastically about what needs to be accomplished
motivatio • Articulates a compelling vision of the future
n • Expresses confidence that goals will be achieved
• Re-examines critical assumptions to question whether they are
(inspiring
Intellectu • Provides an exciting image of essential considerations
appropriiate
others)
al • Takes a stand on controversial issues
• Seeks differing perspective when solving problems
stimulati • Gets others to look at problems from many different angels
on • Suggest new ways of looking
• Spend at how toand
time teaching complete
coachingassignments
(stimulati • Encourages non-traditional thinking to ideal with the just
traditional
Individualized
ng problems
• Treats others
of the group
as individual and not as members

consideration • Considers
others) • Encourages
before
rethinking idealsindividuals
which have asnever
havingbeen questioned
distinct needs,
abilities, and aspiration
(coaching and • Helps others develop their strengths
development) • Listens attentively to the concerns others
• Promotes self development

• Inspires others to take pride in being associated with the

Idealized group
attributes • Goes beyond self interest in working for the good of the group
• Acts in ways that merit respect from others
(respect, trust • Displays a sense of power and competence
and faith) • Makes personal sacrifices for others
• Reassures others that obstacles will be overcome
  It is important in organizing jobs and making sure that
all task are accomplished to achieve goals
 It can take several forms: verbal, written and
The Communication Process
Noise
Messag
Sender Encode Channel of Decode Receive
Communicatio
Messag
Noise
Feedbac Respons
Elements involved in the Communication Process
1. Input 6. Receiver
2. Sender 7. Output
3. Code 8. Response
4. Channel 9. Feedback
5. Noise
Barriers to Communication in the Workplace
TALKING- is just simple delivery without a goal of ensuring that
the message across to another person.
COMMUNICATION- is essential in the workplace since the
successful accomplishment of task depends on how clearly
instructions are conveyed and understood by all members of the
organization.
The Seven Barriers to Effective Workplace
Communication
1. Physical Barriers
2. Perceptual Barriers
3. Emotional Barriers
4. Cultural Barriers
5. Language Barriers
6. Gender Barriers
7. Interpersonal Barriers
Management of Change and Diversity in the
Workplace
Management of Organizational Culture
 Organizational Culture consist of the shared set
of beliefs and behaviour that contribute to the
social and psychological environment within an
organization.
 Six Component of Corporate Culture
 Vision
 Values
 Practices
 People
 Narrative
 Place
Managing Organizational Change
 Alvin Toffler in his book The Third Wave (1980) discuss
the global changes
 Three Characteristic that should Possess of the book
 Flexibility - ability to adjust and reinvent to cope
with a fast changing environment.
 Creativity – using imagination in implementing
innovation.
 Innovation – ability to take risk and adopt new
perspective regarding attitude values and
behaviour.
 IBM (International Business Machine) is an American
Company that first emerged in the 1880s as a seller of
tabulating machines and punch card machine.
Addressing Globalization and Diversity
 Globalization represent a huge paradigm shift in
international business.
 Diversity is an important aspect of globalization.
The Global Manager
 Three types of Global Manager
 Expatriate – these are foreigners whose long-term
service are acquired by a local company
 Harry Lee appointed CEO and President of
Samsung Electronics Phil. In January 2015
 Frequent Flyer – these manager usually deal
short-term project or missions to foreign country.
 Virtual Manager – is a manager who oversees a
project remotely and whose work is usually
technical in nature.
Multicultural Competencies
 Six Competencies
1. Global Managers should possess multicultural
communication skills
2. Global Managers should cultivate relationship with
people of different cultures
3. Global Manager should exercise flexibility.
4. Successful Global Manager should have a more
contemporary or cosmopolitan view of the world
5. Global Manager should quickly adjust to a certain
culture.
6. Global Manager should know how to build
multicultural things.
The Filipino Manager
 Filipino Culture exerts a significant influence in
the views, actions, and behaviour of Filipino
Managers.
 Filipino Society is hierarchical and family-
oriented.
 Filipino Manager must be careful in giving
criticism as personal honor and hiya are strongly
help filipino values
Filipino Management as Compared to other Asian
Cultures
 The Dutch social Psychologist Geert Hofstede
introduced the concept power distance in 1980.
 Describes how employees and subordinates
accept inequality in the organization.
 Nepotism filipino business concept, the practice
handing power and influence to member, relatives
and close friends
 Guanxi filipino-chinese business concept, refers
to establish social connection.
 Inhwa korean concept, define hamonious
relationship between workers.
 Teamwork or Bayanihan filipino tradition is also
very common in local organization.