‘There are times when in spite of great difficult Jobs are nected to be done, projects are needed to finishod on timo, and corvicos are needed to bo provided Employees in the production lines tend to be irritated by dolays in the arrival of necessary production material and supplies. Workero complain when difficult jobo aro) assigned to their units, When calamities strike, employees ‘of public works agencies need more than wages to completa. ied tasks as quickly as possible. These and other difficulties found in the workplaces provide sufficient ‘ensons for poor productivity. The situations cited requir: ‘managers with effective leadership. ‘There are many instances, however, when the ill ‘ffocts of whatever shortcomings happen. Thoy seriously affect the performance of workers. Effective leadership ‘tends to neutralize such difficulties. Goo working cone ditions, however, eannot overcome the disadvantages of bbad leadership. These are proven ky many cases which ‘occurred in the past and even in modern times Suecossful firms rogard the leadorahip ekill require- ‘ment as ahigh priority concern. Big companies like Warner Lambart Philippines, Sholl, Fwji-Xerox, and Daowoo are seriously invelved in training their managers to become effective leaders." Engineer managers, in whatever management level they happen to be, are not exempted from the problem of effective leadership. If this is really so, then they must be concerned with tho management function of leading. ‘el Mapsans. “hao aay These Rulers” Wold Each Dice, Deere 19068 154 WHAT IS LEADING? Leadingis that management fanetion which “involves influoncing othere to ongege in the work behaviors necessary to reach organizational goals”The definition indicates that a person or group of parsons tasked with ‘managing a group must essume tho role performed ky loaders, ‘While leading refers to the function, leadership refers ‘t» the process. HOW LEADERS INFLUENCE OTHERS Engincer managers are expected to maintain effect- ive work forves, Tp be able to do s0, they are roquired to perform leadership roles. Loaders are said to be able to influence others because ofthe power they possess. Power refers to the ability ofa leader to exert force on another. Bases of Power ‘The power possessed by leaders may be elassifiod according to various bases. They aro as follows 1. legitimate power reward power cnercive power roferent power position has legitimate power over persons in lower positions within the organization, A supervisor, for ine- tance, can issue orders to the workers in his unit, Com- pliance can be expected. ‘Reward Power: When a person has tho ability to give hart nnd Mari, p18rewards to anybody who follows orders or requests, he is said to have reward power: Rewards may be classified into two forms: material and psychie. ‘Material rewards refer to money or othér tangible benefits like cars, house and lot, ete. Psychic rewards consist of recognition, praises, etc Coercive Power: When a person compels another to. comply with orders through threats or punishment, he is aid to possess coercive power. Punishment may take the form of demotion, diomisoal, witholding of promotion, ete. Referent Power. When a person can get compliance from another because the latter would went to be iden- tified with the former, that persoa is said w have referent power Bzpert Power Exports provide specialized information’ regarding their specific lines of expertise. This influence, called expert power, is possessod by people with groat skills in technology. ‘The expert power exercised by environmetal scien ste was enough to foree governments throughout the ‘world to pass legislations favorable to environmental protection, THE NATURE OF LEADERSHIP Leadership may he referred to a8 “tho process of influencing and supperting others to work enthusiastically toward achioving objectives.”” Landership is expected of any manager in charge of any unit er civision, ‘One cannot expect a unit or division to achieve objec tives in the absence of offectiveloadorship. Even ifa loader i present, but if he is not functioning properly, no unit or division objectives can be expected to be achieved. iim nd Dari p28 106 ‘Traits of Effective Leaders ‘There are certain leadership traits identified by re. searchers and which may be useful in developing effect- ive loaders. Those traita are as follows 1. a high level of personal drive ‘the desire to lead personal integrity selfconfidence analytical ability or judgment Iknowlodgo ofthe company, industry or technology. charisma creativity . flexibility Personal Drive. Persons with drive are those identi- willing to accept responsibility, possess vigor, tence, and health. Drive is a very impor~ tant leadership trait because of the possibility of failure in every attempt to achieve certain goals. Ifa chosen way to reach a goal is not suecoasful, a leader finds another way to reach it, even if't precedes a succession of failed attempts. This will, of course, require a high level of personal drive from tho leader. ‘An example of « person with a high level of personel, drive is Paul Mediarito, plant director of the Polo plant of San Miguel Corporation betiveen 1092 and 1994, He was instrumental in radically changing the problem riddled Polo plant to w world-class brewery with modern technology and & work foree with a new attitude,* How hho was able to prove himeelf as a leader with enough drive is a feat worth emulating 1, Haske Sanar To Brewery hat Wola Di, Hr ecient Aegat3908, pI sr‘The Desire to Lead. There are some persons who have all tho qualifications for leadership, yot they could nat become leaders because they lack one special require: ‘ment: the desire to lead. Even if they ore foreed to act as leadors, they will not be effective because their efforts will be half hearted. Loaders with « desire to lead will always have a reservoir. of extra effarts which can be used whenever needed. Personal Integrity. A person who is well-regarded by others as one who has integrity possesses one trait of a leader. One who does not have personal integrity will hhave 4 hard time convincing his subordinates about the necessity of completing various tasks. If this is the ‘ease, the leader will, then, resort to “exercising his ‘authority and getting things done entirely by tho use or threat of use of the coercive powers vested in him by ‘virtue of the rank and position he occupies in the hierar ‘chy. If thie happens, the economie and motions costs will be too high to be maintained for a desirable length of time, As it i, the bettar option is to have personal. integrity, 4 According to VK Saraf integrity means and includes: “honesty, honour, incorruptibility, rectitude, righteous ness, uprightness, and similar virtues.” ‘Self-Confidence. ‘Tho activities of leaders require moves that will produee the neoded outputs. The steps cof conceptualizing, organizing, and implementing will bbe completed if sustained efforts are made. For the moves to be continuous and procige, self-confidence is neces. say. ‘McKinsey and company found in a study they eon ‘ducted that leaders of mid-sized, high growth companies VRE Sarat He te Decme « Od Laser, Pilato Perfect (Ginger 8 Mabaso Boba Pa Lid, 1098). 20 168 were “almost inevitably consummate salesmen who radiate enormous contegious self confidence.” ‘Wess Roberts was very precise when he declared the following as one of the traits of a good Yeader-* “Achiofain cannot winit loses his norve, He should be self-confident and selfxeliant and even if he does not win, he will know he has done his best.” Analytical Ability, Leaders are, oftentimes, faced with Aifficultios that prevent the completion of assigned tasks, A subordinate, for instance, may have a record of conti ually failing to produce the needed output. A leader ‘with sufficient skill to determine the root cause ofthe pro: bblem may be able to help the subordinate to improve his production, ‘The ability to analyze is ono desirable trait that a Toader can use te tide him over many challenging aspects of leadership, Knowldege 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 in a botter position to provide directions to his unit. ‘Acompany, or example, may be the industry leader because it satiafiog the nood ofits particular markt, 0. providing quality products at affordable prices. When competing firm is fast catching up with the leader, and the leader's managers know thia, they will better servo the intorost of thoir company. Charisma. When a person has sufficient personal magnotism that leads people to follow his directives, this person ic said to have charisma, Great personalities in “Aah Ja. Aborte “Te Scea Eatrproneur APs Prue at eee sta Rage 190) 9 . antag ep ar Aa hea en Yk Wane 150history like Napoleon Bonaparte, Julius Caesar, Adolf! Hitler, George Washington, Elvis Prosloy and others are ‘said to possess charisma, This charactoristic was greatly ‘responsible for whataver accomplishaments they achieved. ‘When used properly, charisma will help the leader in achieving his goals. With some adjustmonts, suber dinates may be expected to do their tasles willingly. Creativity. Ronnie Millevo defines creativity as “the ability to combine existing dato, experience, and precons ditions from various sources in such a way that the results ‘will be subjectively regarded as new, valuable, and inno= vative, and as a direct solution to an identified problem situation.”* ‘As leaders are tasked to provide sclutions to problems besetting their particular units or divisions, creativity be a-very useful trait. Probloms, are oftentimes, comp and challenging, and if they aro, the louder ill noed al the creative abilities he has. Fleaibiliy. People differ in the way they do their wor One will adapta difforent method from another person ‘method. A leader who allows this situation as long as th required outputs are produced, is said to be flexible. ‘There is wiedom in boing flexible. It allows the of ‘means of achieving goals when the prescribed manner: not appropriate Leadership Skills Leaders need to have various skills to be eff ‘Thoy are: 1. technical skills 2, human skills, and 9, conceptual oka. onl Miler, Hand of Prout Deni nd Deopmens Noor’ Book Str, 199) 9.98 150 ‘These skills are used in varying degrees at different ‘management lovals (Rigure 8.1) ‘at Various: Figure 81 Leadership Skills and Their Us ‘Management Levels Top Menage: Human | CONCEPTUAL TECHNICAL sxus | sks Middle SKILLS Manage: iment Lower Monago- ‘ment DEGREE OF SKILLS NEEDED Technical Skills. These are skills a leader must poasese to enable him to understand and make decisions ‘about work processes, activities, and technology. Technical skills the specialized knowledge necded to perform ajob, When « leader has the technical skill related to his area of responsibilty, he will be more confident in performing his functions, The engineer manager, for inotanco, must he able to perform engineering jobs, ithe wants tomaintain ‘A motivated work force ‘The ongineor manager of a constraction firm must have sufficient technical skills to undertake construction ‘works. The manager of an electrical engineering firm ust possess the skill to install and maintain electrical cilities and equipment. 16Human Shilis. Those skills refer to the ability of: Figure 6.2 Behavioral Approaches to Leadership Styles loader to deal with people, both inside and outside ‘organization. Gcod leadors must know how to got alo with peorle motivate thom, and inspite ths ’ aorta Sica Apa tot npc et Slee teva ome ing, communicating, morale building, training and 3 deyelopmeat, help and supportivenes, aad delegating pane Conceptuat Shite. Those skills refer to “the abil owas mee to thinkin abstract arms, to see how part St togoth em to farm the whole." A very basic requirement for eff ive implomentation is a clear and wellexpressed preg entation of what mnt bo done. A loader withoot «uf aura cient conceptual skills will fail to achieve this. fyi ne BEHAVIORAL APPROACHES TO tease cast ee LEADERSHIP STYLES power These in positions of eedereip exhibit «patter Seeie behavior thatio nique end ifferen rom other pataraa ‘Ths tolal pattern of bohavir is called leadership sty: 4 2 arelonee ee oer, ses a, leadership styles They are as fallow: ‘ sel 1, Acserding to the ways leaders approach peopl ‘nieraten Si toward chs to motivate th oe = 2. According to the way the leader uses power atin Be tee eee When the leaders approach emphasizes rewards, ‘and people. the style used is pesitive lendership. The reward may bo ‘economic, like an increase in monthly eslary, or it may ee en be noneconomic like membership in an advisory com ‘There are two ways, a leader may approach peopl to motivate them. They aro: (1) positive leadership and tone Roca When punishmont is emphasized by the loader, tho wtyle is said to be negative leadership. The punishment may take the form of reprimand, suspension, oF dismissal Leaders, sometimes, alternately uso positive and ‘Hera ed Ht, Rowson And 09 162 16negative leadership depending on the characteristics the individual subordinates, ‘Ways Leaders Uses Power «Lamesa ays i used hey ave se lowe: G)astoratie, par tive, and (8) free-rein. ra Autocratie Leaders. Leaders who make decisior punishment, and intimidation of all ‘The autocratic style is effective in emergencios ‘when absolute followership is needed. An example is aci ‘engineer in change of constracting a temporary bride one that hes been currently damaged, ‘The disadvantages of autocratic leadershipis that der “receives little, if any, information and ideas is people as inputs into his decision-making." Participative Leaders. When a leader openly invit his subordinates to participate or share in decisio policy-making and operation methods, he is said to participative leader. ‘The advantage of participative leadership is that oncratos a lot of good ideae. Anothor advantage is increased support for decisions and the reduction of chance that they will be unexpectedly undermined, ____ he disadvantage of participative leadership is itis time-consuming and frustrating to people who to see a quick decision reached. ‘Free-Rein Loaclors. Leaders who sot objectives allow employees or subordinates relative freedom to ‘whalever it takes to accomplish these objectives, areca “ua Own.“ Bal ive and Thi en! World Baca Mach 188, ph si — fhoo-rein eaders."They are also referred to as laissez-faire Jeaders. This leadership style is most applicable to cer tain organizations manned by professionals like doctors fand ongineers, An example fs the engineering depart ment of a university which is headed by the dean, Ie froe.rein leadership fits the situation, there is full ‘managerial delogation resulting to optimum ulilizetion Of time and resources, This happens because many people are motivated to full effort oly if given thie kind of free-rein. ‘Tho weakness offree-rein leadership is that there is very little managerial control and a high degree of risk. If the leader does not know well the competence and intoxrity of his poople and their ability o handle this kind of freedom, the result could be disastrous. Leaders Orientation Toward Tasks and People ‘Lenders may be classified according to how they view tasks and people. Consequently, a leader may either be: (1) employee oriented or (2) taske oriented Employee Orientation, Aleader is said tobe employee oriented when he considers employees as lnuman beings fot “intrinsie importance and with individual and personal need” to natisty. ‘Task Orientation. Mteador is said tobe tasicoriented ithe places stross on production and the technical aspects fof the job and the employecs are viewed as the means of setting the work done. CONTINGENCY APPROACHES TO LEADERSHIP STYLE ‘The contingency approach is “an effort to determine p He 165through research which managerial practices nd toch ‘niques ere appropriatain specific situations."""The various ontingeney approaches are as follows: 1. iedler’s Contingeney Model 2 Hersey and Blanchard’s Situational Leadershi Horn tional Leadership 4 Path.Goa Model of Leadership 4 Veoom's Deion Making Mode! Fiedler’s Contingency Model nearing Pred Pedr, enderhp i itv Tin shoal Caras u etraied Oy te Te etna Hot detrmined by hace 1. the relation bean Itdors nd flowers +2. the structure of the task, and {the por inherent in the leader's postion ‘he situational charac vary tom orzanian te organ. fate the stn mh Se te lender Tia mat he lowing tay be Change the Inder’ trait o boavions Sat ede whoever ortchare fg 9 Move leaders acon inthe organization unt they are in postons that thom 4. Change the situation. Reet and Dav pp 220208, Alder and Steras, p16 166 Hersey and Blanchard Situational Leadership, Model ‘The situational leadership model developed by Hersey fand Blanchard suggests that the most important factor lffecting the selection of a leader's stylo is the develop ‘ment (or maturity) level of subordinate.” Theleador should ‘match his or her style to this maturity level. ‘Maturity has two components: 1, job skills and knowledge, and 2, psyebological maturity. Blanchard and others elaborated on the leadership styles appropriate for the various maturity level of subor- ates, They are as follows Style 1: Directing — is for people who lack compe- tonco but are enthusiastic and committed. They need direction and eupervision to got them started, Style 2; Coaching — is for people who have some ‘competence but lack commitment. They need direction \d supervision because they're still relatively inexper- ced. They also need support and praise to build their selfectoom, and involvement in decision-making to res fore their commitment. Style 8: Supporting — is for people who have compe- tence but lack of confiderce or motivation. They do not heed much direetion because of thoir sls, but support it necessary to bolster their confidence and motivation, Style 4: Delegating — is for people who have both competence and commitment, Thoy are able and willing to work on a project by themselves with little supervision ‘or support. Rested Dav 2 cheats Blsahand ant tern enderbipandthe One Mine Manmger (bee Hrs lashand anupsant Corporatio, 195) P07 167Figure 0.3 Development Stage of Subordinates ancl Recom- mended Leadership Style Figure 8.4 The Path-Goal Process ais Sevan Src ResoenaeD SE eed imac | oye) Jone aa & ae oeea Seve sal ieee eats cae am Sec aon ea Sele cin) aver neces tous Se ee ome cs Pekin decision-making Path-Goal Model of Leadership ‘The path:goal model of leadership espoused by Robert 4J. House and Terence R. Mitchel, stipulates that leader- ship can bo made effective bocause leaders can influence subordinate’s perceptions of their work goals, porsonal goals, and paths to goal attainment, By using the path-goal model, i is assumed that of fective leaders can enbanice suborilinate motivation by: 1. lanifying the subordinate’: perception of work goals, 2. linking meaningful rewards with goal attain. ment, and 8. explaining how goals and desired rewards can be achieved, ‘The path-goal process is shown in Figure 84. ie,» 40, both employees and organization betler reach | their goals 169Leadership Styles. The leadership styles which may be used by path-goal propononts are as follows: 1. Directive loadership — where the leader focuses. on clear task assignments, standards of suc: ‘cccsftl performance, and work schedules. 2. Supportive leadership — where eubordinates are treated as equals in a friendly manner while striving to improve their well-being, 8. Participative leadership — where the loader consults with cubordinates to seek their sug- gestions and then seriously considers thooe ‘suggestions when making decisions. 4. Achievement-criented leadership — whore the. leader set challenging goals, emphesize excel- lence, and seek continuous improvement while ‘maintaining a high degree of confidence that subordinates will moot dificult challenges in a responsible manner, ‘Vroom’s Decision-Making Medel ‘Vroom's model of leadership is ono that preseribes ‘the proper leadership style for various situations, foeue sing on the appropriate dogroos of delegation of decision: making authority. Five distinet decision-making styles are identified ‘under the Vroom modal. Two of them are autoerati, two others are consultative, and one is group directed ‘The Vroom model, shown in Figure8.5, maybe tseftl ‘25 a guide forthe leader. It may also be helpful as a train« ing guide, 170 Figure 85 Aternative Decision Making tyes in the Voom adel DECISION-MAKING DEGREE OF symaot STYLE ‘SUBORDINATE PARTICIPATION AUTOCRATIC LEADER, A-1 Lifer solos tha problem ormakos Nano the deciion Mimeof using avaiable Information. 2 Loalerobtains necessaryinformation Low from subordinates, thon docitos. (CONSULTATIVE LEADER C4 Leader approaches subordinates Moderate individually getting their ‘dons thon rakes dosiion, 2 Leader shares the probiem with Moderate Subordinates as a group, obtaining the collective idoas and suggest: fons, then decides ‘GROUP DIRECTED G2 Leader sharos the problom with High ‘Subordinates ae a group. Late the ‘group generate ard ovalucte aker- Rave solutors, andtnencolectvely ocises, m