Philippine Christian University

GRADUATE SCHOOL OF BUSINESS AND MANAGEMENT

LEADING: LEADING VS. MANAGING

Management Research

Submitted to: Dr. Bernadette O. Villaluz, Ph.D

Submitted by:
Apuang, Luisito Jr. R.
Cabaces, Joelle E.
Estanislao, Imelda A.
Deligero, Hydee R.
Sulangi, Paolo R.
Ursolino, Erik Manuel B.
 ● Leading is the art of motivating a group of
people
● Leadership captures the essentials of being able
and prepared to inspire others
● Effective leadership is based upon ideas—both
original and borrowed—that are effectively
communicated to others in a way that engages
them enough to act as the leader wants them to

Introduction ●
act
Leading is about coaching, helping each member
of the team to grow and be inspired by the
leader
● Motivation is the key to achieve a common goal
● Managing is about setting and evaluating
priorities
● A manager directs its members for a productive
output by showing his members on how to get
there
● They both want the best for their team and
company.
 ● Focuses on “Personal Attributes”
○ physical and personality
characteristics

Trait Approach to ○ competencies, and

○ values

Leadership ● Traits produce patterns of behavior that

are consistent across situations.
● Considered to be enduring characteristics
that people are born with and that remain
relatively stable over time
 ● Physical vitality and stamina
● Intelligence and action-oriented
judgment
● Eagerness to accept responsibility
Leadership Traits ●
●
Task competence
Understanding of followers and their
needs
● Skill in dealing with people
● Need for achievement
● Capacity to motivate people
● Courage and resolution
● Trustworthiness
● Decisiveness
● Self-confidence
● Assertiveness
● Adaptability/flexibility
 ● Supposes that a leader’s effectiveness is
contingent on whether or not their
leadership style suits a particular situation.

Contingency ● According to this theory, an individual can

be an effective leader in one circumstance

Approach to ●
and an ineffective leader in another one.
To maximize your likelihood of being a

Leadership productive leader, this theory posits that

you should be able to examine each
situation and decide if your leadership
style is going to be effective or not.
● In most cases, this requires you to be self-
aware, objective and adaptable.
 The contingency theory of leadership is
impacted by a range of specific factors in the
average workplace, including:

Contingency ●
●
Maturity level of the employees
Relationships between coworkers

Approach to ●
●
Work pace
Management style

Leadership
● Typical work schedule
● Goals and objectives
● Standards for behavior
● Company policies
● Employees’ work styles
● Employees’ morale
Dimensions of
Leadership
 ● Pioneering leaders tend to be adventurous,
dynamic, and charismatic. Their optimistic and

1)The Pioneering persuasive style often inspires others to join their

efforts, and because they’re good at making

Leader
connections, they’re often able to leverage
relationships to help reach their ambitious goals.
They tend to be extremely action-oriented, and
possibly impulsive at times. Because they thrive on
exciting breakthroughs, they may jump on new
opportunities without taking the time to consider
the impact on others.
● At their best:
○ Bold and passionate, they inspire others to
take chances in new directions.
● At their worst:
○ Impulsive and overconfident, they use their
charm to gain support for poorly thought-out
ideas.
Dimensions of Leadership
 ● Energizing leaders tend to be spontaneous,
outgoing, and encouraging. They’re often

2) The enthusiastic about new opportunities and unafraid

of running with exciting new ideas. Because these

Energizing
leaders thrive on variety, they often generate more
ideas than they’re able to implement. They tend to
be more collaborative than other fast-paced leaders,

Leader and they may struggle to complete solitary tasks

that offer little opportunity for interaction. These
leaders are extremely eager to connect with others
who can help them realize their big-picture vision,
but between their flurries of activity, they may drop
the ball when it comes to specifics and follow-
through.
● At their best: Upbeat and eager, they take chances
on colorful new ideas.
● At their worst: Scattered and erratic, they see little
need for consistency
Dimensions of Leadership
 ● Affirming leaders are friendly, approachable, and
positive. They eagerly acknowledge others’

3) The Affirming contributions, which in turn breeds loyalty among

their colleagues. Because they have a need for

Leader
harmony, they work hard to create a positive
environment where everyone can work in peace,
free of fear and conflict. Affirming leaders tend to be
more easygoing and don’t have the fast-paced style
of the Energizing leader, nor do they have the same
degree of caution seen in the Inclusive leader. But
because they want to make others feel comfortable,
they may fail to deliver constructive feedback to
others.
● At their best: Kind and supportive, they create a
respectful and positive environment.
● At their worst: Indirect and conflict-averse, they fail
to hold others accountable.

Dimensions of Leadership
 ● Inclusive leaders tend to be diplomatic, accepting, and
patient. They’re most comfortable in a stable

4) The Inclusive environment where they can work steadily toward their
goals, so they’re often wary of ideas that would require
change. Because these leaders want to be seen as

Leader dependable, they often prefer to work at a methodical

pace to ensure that they have time to address specifics.
They tend to give people the benefit of the doubt, and
this can sometimes cause them to overestimate others’
abilities. They’re careful to include others in meaningful
dialogue before moving ahead with major decisions, but
because they often go out of their way to accommodate
everyone, they may struggle to make timely decisions.
● At their best: Sincere and accommodating, they
collaborate with others to make winwin decisions.
● At their worst: Passive and overly trusting, they let
others take advantage of their supportive, patient
nature.

Dimensions of Leadership
 ● Humble leaders tend to be soft-spoken, modest, and
precise. Their methodical and consistent style often

5) The Humble models follow-through and diligence in dealings

with others. Because they’re fair and practical, they

Leader
can often discern what particular systems and
structures would meet other people’s needs.
However, they tend to be so cautious that they may
hinder spontaneity or creativity. Because they want
to maintain a stable environment, Humble leaders
remain wary of change and often favor standard
operating procedures over new and innovative ways
of doing things.
● At their best: Modest and fair-minded, they provide
reliable outcomes through steadiness and
consistency.
● At their worst: Rigid and overly cautious, they are
afraid to move beyond the status quo.

Dimensions of Leadership
 ● Deliberate leaders tend to be systematic, cautious,
and analytical. Because ensuring accuracy is vitally

6) The important to them, they tend to work at a moderate

pace. They want to be seen as experts, so they’re

Deliberate
often drawn to projects and roles where they can
shape processes to meet their high standards.
However, they tend to be detached and

Leader unemotional, and they often prefer to work

independently. Also, because they want to be seen
as competent, they may become defensive if people
challenge their methods or ideas.
● At their best: Conscientious and disciplined, they
provide high-quality outcomes through careful
analysis and planning.
● At their worst: Risk-averse and perfectionistic, they
pay little attention to the human element.

Dimensions of Leadership
 ● Resolute leaders tend to be challenging,
determined, and rational. They set high standards

7) The for themselves and others and may have little

patience for seemingly inefficient people. They tend

Resolute
to be blunt, and they aren’t afraid to speak up when
they see problems with plans or methods, even if it
means stepping on some toes. Not only do they

Leader want to get efficient results, but they want those

results to be of the utmost quality. Because these
leaders want to be seen as highly competent, they
may lose their patience with people or situations
that they feel are standing in their way.
● At their best: Questioning and independent, they
aren’t afraid to challenge the status quo to get
better results.
● At their worst: Cynical and insensitive, they seem
intent on putting a negative spin on everything.

Dimensions of Leadership
 ● Commanding leaders tend to be competitive, driven,
and assertive. They have such a natural take-charge
presence that others often look to them for leadership.

8) The
And, because they want to reach their goals as quickly
as possible, they tend to create a sense of urgency for
themselves and others. They’re often challenging and

Commanding demanding, and they may be less concerned with social

niceties. Since they’re extremely motivated by results,
they may show little regard for other people’s needs and

Leader feelings. Which of these eight approaches do you use

most naturally in your leadership? Which dimension is
the hardest for you to use? In order to become an
effective multi-dimensional leader, you first need to
understand your own strengths and challenges. The next
step is to understand what other people think.
Experience an on-line 363 For Leaders Assessment that
will help you identify your strengths and developmental
opportunities.
● At their best: Powerful and decisive, they enlist others to
work quickly toward ambitious goals.
● At their worst: Forceful and egotistical, they push others
Dimensions of Leadership at the expense of morale.
 1) Coaching Leadership Style

Leadership 2)
3)
Visionary Leadership Style
Servant Leadership Style

Behavior and 4)
5)
Autocratic Leadership Style
Laissez-Faire or Hands-off Leadership
Styles Style
6) Democratic or Participative
Leadership Style
7) Pacesetter Leadership Style
8) Transformational Leadership style
9) Transactional Leadership style
10) Bureaucratic Leadership style
 ● A coaching leader is someone who can quickly
recognize their team members’ strengths,
weaknesses and motivations to help each

1)Coaching individual improve. This type of leader often

assists team members in setting smart goals and
then provides regular feedback with challenging

Leadership projects to promote growth. They’re skilled in

setting clear expectations and creating a
positive, motivating environment.

Style
You may be a coaching leader if you:
● Are supportive
● Offer guidance instead of giving
commands
● Value learning as a way of growing
● Ask guided questions
● Balance relaying knowledge and helping
others find it themselves
● Are self-aware
Leadership Behavior
and Styles
 ● Visionary leaders have a powerful ability to
drive progress and usher in periods of change

2) Visionary
by inspiring employees and earning trust for
new ideas. A visionary leader is also able to
establish a strong organizational bond. They

Leadership Style strive to foster confidence among direct

reports and colleagues alike.

You may be a visionary leader if you are:

● Persistent and bold
● Strategic
● Risk-taking
● Inspirational
● Optimistic
● Innovative
● Magnetic
Leadership Behavior
and Styles
 ● Servant leaders live by a people-first mindset
and believe that when team members feel
3) Servant personally and professionally fulfilled, they’re
more effective and more likely to regularly

Leadership Style produce great work. Because of their emphasis

on employee satisfaction and collaboration, they
tend to achieve higher levels of respect.

You may be a servant leader if you:

● Motivate your team
● Have excellent communication skills
● Personally care about your team
● Encourage collaboration and engagement
● Commit to growing your team
professionally
Leadership Behavior
and Styles
 ● Also called the “authoritarian style of
leadership,” this type of leader is someone who

4) Autocratic
is focused primarily on results and efficiency.
They often make decisions alone or with a small,
trusted group and expect employees to do

Leadership Style exactly what they’re asked. It can be helpful to

think of these types of leaders as military
commanders.

You may be an autocratic leader if you:

● Have self-confidence
● Are self-motivated
● Communicate clearly and consistently
● Follow the rules
● Are dependable
● Value highly structured environments
● Believe in supervised work environments
Leadership Behavior
and Styles
 ● Laissez-faire style is the opposite of the
autocratic leadership type, focusing mostly on

5) Laissez-Faire or
delegating many tasks to team members and
providing little to no supervision. Because a
laissez-faire leader does not spend their time

Hands-Off intensely managing employees, they often have

more time to dedicate to other projects.

Leadership Style You may be a laissez-faire leader if you:

● Effectively delegate
● Believe in freedom of choice
● Provide sufficient resources and tools
● Will take control if needed
● Offer constructive criticism
● Foster leadership qualities in your team
● Promote an autonomous work
environment
Leadership Behavior
and Styles
 ● The democratic style (also called the “participative
style”) is a combination of the autocratic and
laissez-faire types of leaders. A democratic leader is
someone who asks for input and considers

6) Democratic or feedback from their team before making a decision.

Because team members feel their voice is heard
and their contributions matter, a democratic

Participative leadership style is often credited with fostering

higher levels of employee engagement and

Leadership Style
workplace satisfaction.

You may be a democratic/participative leader if

you:
● Value group discussions
● Provide all information to the team when
making decisions
● Promote a work environment where
everyone shares their ideas
● Are rational
Leadership Behavior ● Are flexible
● Are good at mediation
and Styles
 ● The pacesetting style is one of the most effective
for achieving fast results. Pacesetter leaders are
7) Pacesetter primarily focused on performance, often set
high standards and hold their team members

Leadership Style accountable for achieving their goals.

You may be a pacesetter leader if you:

● Set a high bar
● Focus on goals
● Are slow to praise
● Will jump in to hit goals if needed
● Are highly competent
● Value performance over soft skills

Leadership Behavior
and Styles
 ● The transformational style is similar to the coach
style in that it focuses on clear communication,
goal-setting and employee motivation. However,
instead of placing the majority of the energy into
each employee’s individual goals, the
8) Transformational transformational leader is driven by a
commitment to organizational objectives.
Leadership Style
You may be a transformational leader if you:
● Have mutual respect with your team
● Provide encouragement
● Inspires others to achieve their goals
● Think of the big picture
● Places value on intellectually challenging
your team
● Are creative
Leadership Behavior ● Have a good understanding of
organizational needs
and Styles
 ● A transactional leader is someone who is laser-
focused on performance, similar to a pacesetter.
Under this leadership style, the manager

9) Transactional establishes predetermined incentives—usually

in the form of monetary reward for success and
disciplinary action for failure. Unlike the

Leadership Style pacesetter leadership style, though,

transactional leaders are also focused on
mentorship, instruction and training to achieve
goals and enjoy the rewards.

You may be a transactional leader if you:

● Value corporate structure
● Micromanage
● Don’t question authority
● Are practical and pragmatic
● Value goal-hitting
● Are reactionary
Leadership Behavior
and Styles
 ● The bureaucratic style focuses on fixed duties
within a hierarchy where each employee has a
set list of responsibilities, and there is little need

10) Bureaucratic for collaboration and creativity. This leadership

style is most effective in highly regulated

Leadership Style
industries or departments, such as finance,
health care or government.

You may be a bureaucratic leader if you:

● Are detail-oriented and task-focused
● Value rules and structure
● Have a great work ethic
● Are strong-willed
● Have a commitment to your organization
● Are self-disciplined

Leadership Behavior
and Styles
 ● Is the process which helps expand the
capacity of individuals to perform in
leadership roles within organizations.
● Leadership roles are those that facilitate
Developing execution of an organization‘s strategy
through building alignment, winning

Leadership mindshare and growing the capabilities of

others. Leadership roles may be formal,
with the corresponding authority to make
Skills decisions and take responsibility, or they
may be informal roles with little official
authority.
 1. Practice Discipline

9 Strategies to 2. Take on More Projects

3. Learn to Follow

Improve 4. Develop Situational Awareness

5. Inspire Others
Leadership Skills 6. Keep Learning

7. Empower Your Team

8. Resolve Conflicts

9. Be a Discerning Listener
 ● Leaders that hold positive expectations for

followers, believing that they can do their best. As a

Transformational result, they inspire, empower, and stimulate

followers to exceed normal levels of performance.

Leaders ● They fit well in leading and working with complex

work groups and organizations, where beyond

seeking an inspirational leader to help guide them

through an uncertain environment, followers are

also challenged and feel empowered; this nurtures

them into becoming loyal, high performers.

 1. Idealized influence (II) - Leaders that serves as
an ideal role model for followers. He embodies
4 the qualities that he wants in his team.
2. Inspirational Motivation (IM) - Leaders have the
Components of ability to inspire and motivate followers through
having a vision and presenting that vision
Transformational Leaders clearly.
3. Individualized Consideration (IC) - Leaders
Or demonstrate genuine concern for the needs and
feelings of followers and help them self-
4 I’s actualize. This personal attention to each
follower assists in developing trust among the
organization's members and their authority
figure.
4. Intellectual Stimulation (IS) - Leader challenges
followers to be innovative and creative, they
encourage their followers to challenge the status
quo.
 It is a study that distinguishes
people by age, background, beliefs,

What is a values, ethnicity, morale, attitudes,

behavior, etc., which turns out to be a

Culture? non-identical way of understanding the

diversified set of people. Most of the
time, the problem arises when we try to
unite all of them by not properly
understanding the cultural aspects and
not suit the needed circumstances.
 A leader is one who motivates, supports,
and listens to all the voices of his followers
and acts as a value provoking guide to shape

Who is a every individual to achieve their desired life.

This can be a corporate based team leader, a

Leader? school teacher, a class representative, a

college representative, a politician, a prime
minister, a president, etc. All these types of
leaders persistently grow as an expert when
their ideas, viewpoints, and inputs are
collectively organized and sense when
voicing the collated suggestions in front of
them.
 ● It is the act of guiding, supporting, motivating,
and shaping the way people think globally
● In a broad perspective, the approach must

What is
collectively know about population form from
the different surroundings, collating all the ideas
and views that must be designed in a way that is

Cross-Cultural ●
agreed by all the sets of the population.
There are very few in numbers that emerged as

Leadership? successful cross-cultural leaders and guided all

of them. This is because only very few have the
multi-cultural traits and qualities of knowing
deeply about the people, listening to the
people’s thoughts, and respecting their dignity.
● Cross-cultural leadership widely plays a major
role in International Business Context and in the
Multinational Corporation that are fond of
retaining the employees and reducing the
turnover rate to understand the cultural
qualities in each of them.
 10 1. Non-Assertive
2. Supportive
Qualities to Become a 3. Seamless Communication
Great 4. Listener
Cross-Cultural Leader 5. Mentor
6. Trust
7. Empathy
8. Highly Knowledgeable
9. Cultural Aspects
10. Unbiased Nature
 ● Practicing Cross-Cultural Leadership leads to active
innovation and ideas from the followers who turn the
usual way of thinking about the arrival of common
beneficial solutions.

Benefits of ● It helps everybody understand the different cultural

styles, backgrounds, and aspects of a set of people

Cross-Cultural
who share their viewpoints, which educates us into
new learning.

●
Leadership
It eradicates the cultural conflicts that happen
commonly when groups of different cultural
communities unite together when raising their
perspective to bring a good solution.

● Cross-Cultural Leadership holds the employees who

work from different regions, nations together, and
organizations. If properly practicing this kind of
leadership, employees’ churning rate will get reduced
and retain loyal employees in the long-run.

● Global Peace and Harmony are maintained.

 Measuring Performance
(Leadership vs. Management)

LEADERSHIP MANAGEMENT
Guides and directs work methods Makes decisions and solves
and roles problems

Evaluating a Trains and coaches others Sets goals, plans, organizes and
budget

Leader Provides recognition and support Coordinates the work of two or

more units

Delegates authority and Monitors unit effectiveness

responsibility

Serves as a role model Manages staffing

Encourages goal achievement Represents the organization

externally

Ensures compliance and

commitment to rules

Performs administrative tasks

 ● Effective leadership can be measured by
the behavior of your team.
●
Measuring
If your employees are often absent,
disengaged or unsatisfied, something may
be lacking in your leadership approach.
Effective ● When employees are not progressing in
their careers or adhering to company
Leadership policies, you may need to reconsider your
skills as a leader.
● Overall job satisfaction among your
employees is one way to determine
whether your leadership style is effective.
 ● Effective management can be measured with
traditional performance metrics, such as the

Measuring quantity and quality of output, meeting

deadlines and adhering to budgets.
●
Effective
If your team is consistently failing to produce
enough quality work on time, your
management style may not be helping your
Management ●
team.
Work on providing direct support to your
team members when they are struggling with
a challenging task. Give them a goal to meet
but, if they are capable, let them decide how
to go about reaching that goal. Check in
regularly to see how your staff is progressing
on their tasks, and offer a specific direction if
needed.
 ● Corporate leadership has evolved dramatically over
the years. Company leaders in the past thrived by
following the owner's instructions and running
operations by the book. Now, the success of a
company is frequently met by allowing those in
Women and Corporate charge to use a variety of personal talents and skills
to help keep the company on track toward a

Leadership planned vision. The old system gave the business

owner what he wanted, but the new system gives
the owner what he needs to make or keep his
company successful.
● Margaret Thatcher once famously said, “If you want
anything said, ask a man. If you want something
done, ask a woman.”
● In the modern corporate world, different forms of
discrimination like racism, gender inequality, age
limitation and disability are strongly discouraged. An
example of this is where women opt out from
seeking higher levels of corporate leadership
despite organizations having put structures and
policies that encourage them to do so.
 Women are rapidly emerging as thought leaders and
change makers in corporate entities and playing a pivotal
role in rolling out the vision of a company:

Women and
Corporate
To make sure that there is participative decision-
making with an emphasis on openness,
transparency and accountability.

Leadership Organizations with a strong woman leadership

team are realizing the potential as a key
relationship management strategy to strengthen
the ties between employees and top management.
Known to be great communicators naturally,
women are also being instrumental in effectively
communicating the company to internal and
external clients. ”
 The following are some of the reasons why women opt out from corporate
I

leadership:
1. The first reason is fear. Due to the gender discrimination that exists in
most work places, women have developed a “failure phobia” This is
because there is a general perception that if a woman fails, it’s because of

Women and her being a woman and not other short comings associated with men. This
perception creates a negative attitude towards corporate leadership as well
as ruining most women’s confidence in seeking promotions in work places.

Corporate 2. Secondly, there is a lack of motivation to make women want to seek high
levels of corporate leadership. This is mainly seen in payment discrepancies

Leadership
where men earn more than women for similar positions and responsibilities.
Research carried out in corporate America indicate that women executives
are underpaid compared to their male counterparts. This payment
inequality has discouraged women from seeking executive promotions and
instead they have focused more on trying to remove these discrepancies.
3.The third reason is family responsibilities. Domestic responsibilities are
mostly shouldered by women. Therefore women who seek corporate
leadership have to balance work and family and most of them tend to
choose the latter. Society has also created a negative perception on this
issue such that a female executive who comes from a broken family is
judged differently at work compared to her male counterpart.
 ● Motivation theory is a theory of how to make workers and
other individuals be more engaged, feel more invested in their
work, have a desire to perform well regardless of the level of
happiness.
● Motivational theory is tasked with discovering what drives

Motivational individuals to work towards a goal or outcome. Businesses are

interested in motivational theory because motivated individuals
are more productive, leading to more economic use of

Theories resources.

Leaders in today's workforce may need to devise strategies to

motivate and ensure the success of their employees. Several
methods that have yielded positive results over the years have been
used to accomplish this. One such method is to use job design to
create a motivating environment. Options such as job rotation are
examples of this.Job rotation has been seen as a successful tool for
motivating employees in the manufacturing environment, at least in
the short term
 CAN WE FORCE PEOPLE TO BECOME MOTIVATED?

Using rewards/penalties may work in a short term but in the

long run it may lead to:

Motivational ●
●
Competition and impairment of team work
Decrease of intrinsic motivation – if you reward 1 person

Theories ●
out of 10, the remaining 9 always feel bad with it
Decline of the very work – we work just to win something
or to avoid punishment
● Decrease in quality and creativity – to get reward or avoid
penalty we look for a shortcut
● Cheating – to achieve reward or avoid penalty we can
even resort to cheating
● Additional monitoring – to control the system for action
in accordance with the agreed rules
 WHAT DOES IT MEAN FOR A LEADER?

In practice, findings in self-motivation quite

clearly show leaders what they should do – not

Motivational motivate externally but remove all obstacles that

affect self-motivation. It is worth discerning how
each team member understands autonomy,
Theories mastery and purpose, and organize the
system/work practice of a team in a way it
strengthens these areas. For example, at the
beginning of many projects for external clients we
organize a meeting, during which clients show us
their vision of a product, a broader description of
whom it will serve and thus we give meaning to
the work of an entire team.
 Herzberg’s Motivation Theory model, or Two Factor Theory,
provides two factors that affect motivation in the workplace. These
factors are hygiene factors and motivating factors. Hygiene factors
will cause an employee to work less if not present. Motivating
factors will encourage an employee to work harder if present.

Herzberg’s
Motivation
Theory

Motivational Theories
 ● “A Group is Not a Team”

Building Groups ● One of the most challenging tasks

facing a supervisor is how to take the
into Teams group of employees that work for them
and mold them into a team.
● Teams, or a sense of teamwork, isn’t
created by forcing a group of people to
meet weekly in the same room. It is
created by an increased sense of
community that comes from shared
objectives.
 1. Help team members to look at their mission in
terms of the organization’s survival.
7 Practices that 2. Set short-term, medium-term, and long-term

Turn a Group into goals.

a Team 3. Shared responsibility.

4. Have team members support each other.

5. Have team members keep each other apprised

of their work.

6. Don’t forget the package.

7. Don’t tolerate gossiping, backstabbing, or tattle-

telling.
 ● The organization consists of many groups
created formally or informally. The
existence of groups leads to intergroup
Intergroup competition.

Behavior ● The whole phenomenon may be studied

under two heads:

(i) What happens within the groups?

and

(ii) What happens between competing

groups?
What Happens
● Each group becomes a closely knit
organization by burying their internal
bickering and differences.
Within the ● The group climate changes, it switches over
from being informal, casual and playful to

Groups? task oriented. It shifts from members’

psychological needs to taste
accomplishment.
● Leadership changes, the group is not
prepared to tolerate even the autocratic
leadership.
● Group becomes structured and organized.
● Group expects more loyalty and conformity
from members in order to present a solid
front.
 ● Each group looks to other as a competitor rather
than interdependent part of the same

What Happens ●
organization.
Each group develops distributions of perceptions

Between because of dominating competitiveness. It

concentrates only on its good points and refuses
to perceive its weaknesses. Similarly, it perceives
Competing only the bad points or the shortcomings of other
groups.

Groups? ● Intergroup hostility increases which leads to

reducing intergroup interaction and
communication. This leads to distortion in
perception.
● When groups are forced into interaction, they
will only listen to their own representatives
rather than of the other. Each will try to find
faults of others.
 ● CONFLICT

Conflict is a natural and inevitable occurrence in

any organizational setting which makes it unavoidable;

Conflict & hence the introduction of concepts like conflict

management., conflict resolution and negotiation.
These concepts are supremely important on

Negotiation harnessing the benefits of healthy

conflicts; while also decimating conflicts that debilitate
organizations.
● NEGOTIATION

Negotiation in conflict management is a method

of settling differences as well as a process by which
compromise is reached or agreement made so as to
avoid disputes.
 ● Personality Conflict
Types of Conflict
● Intergroup Conflict

● Cross-Cultural Conflict
 ● Distributive Negotiation

A distributive negotiation usually

Types of
occurs when one person gains at the expense
of the other.

Negotiation ● Integrative Negotiation

Integrative negotiation happens when

both parties have something favorable or
beneficial from
the agreement.
 Strong leadership is a cornerstone of all
successful companies. Strong global
leadership begins with a global mindset. A

Global Leading global mindset is characterized by;

● tolerating, accepting, and
understanding diversity with an
inclusive mind-set;
● a broad and universal perspective of
business; and
● thinking openly, free from cognitive
cobwebs.
 11 Key 1. Overseas experience
2. Deep self-awareness
Characteristics of 3. Sensitivity to cultural diversity

a Global Leader
4. Humility
5. Lifelong curiosity
6. Cautious honesty
7. Global strategic thinking
8. Patiently impatient
9. Well-spoken
10. Good negotiator
11. Presence
 ● Clawson, J. G. (2019, January 04). Level Three Leadership: Getting
Below the Surface. Https://Ideas.Darden.Virginia.Edu. Retrieved July
19, 2021, from https://ideas.darden.virginia.edu/11-key-
characteristics-of-a-global-business-leader
● Cross-cultural leadership - Definition, importance, and more. (2021,
May 22). How I Got My Job. (2021, May 22). Retrieved July 17, 2021,
from https://howigotjob.com/articles/cross-cultural-leadership/
● Freenor, J. W. (2006, January). Trait Approach to Leadership.
ResearchGate.

References ●
https://www.researchgate.net/publication/272491910_TRAIT_APPR
OACH_TO_LEADERSHIP
Indeed Editorial Team. (2020, December 04). Understanding the
Contingency Theory of Leadership. Indeed. Retrieved July 18, 2021,
from https://www.indeed.com/career-advice/career-
development/contingency-theory-of-leadership
● Marone, S. (2017, September 17). 9 Ways to Develop Your
Leadership. Leadership. Retrieved July 15, 2021, from
https://www.wrike.com/blog/9-ways-develop-leadership-skills/
 ● Nwobodo, A. (2020, January). MANAGING CONFLICT AND
NEGOTIATION.
https://www.researchgate.net/publication/339850653_MANAGING
_CONFLICT_AND_NEGOTIATION. Retrieved July 16, 2021, from
https://www.researchgate.net/publication/339850653_MANAGING
_CONFLICT_AND_NEGOTIATION
● Patton, E. (2019, August 16). 14 factors for measuring leadership
and management performance. SHRM. 14 factors for measuring
leadership and management performance. SHRM. Retrieved July 18,
2021, from https://www.shrm.org/resourcesandtools/hr-

References
topics/behavioral-competencies/leadership-and-
navigation/pages/14-factors-for-measuring-leadership-and-
management-performance.aspx
● Richardson, J., & Gill, C. (2011). The 8 Dimensions of Leadership.
http://paradigmgroupcoaching.com/wp-
content/uploads/2011/09/The-8-Dimensions-of-Leadership-White-
Paper.pdf
● Shelton, H. (2020, march 23). 7 Practices That Turn a Group into A
Team. InterAction Training. https://interaction-training.com.
Retrieved July 16, 2021, from https://interaction-training.com/7-
practices-turn-group-into-team/
● Sinha, K. (2015, August 18). Inter-Group Behaviour: Approaches to
Its Relationship. https://www.yourarticlelibrary.com. Retrieved July
16, 2021, from
https://www.yourarticlelibrary.com/organization/group-
dynamics/inter-group-behaviour-approaches-to-its-
relationship/63908
 The
“Leading well is not
End about enriching
yourself - it’s about
Thank You! empowering
God Bless! others.”
-John C. Maxwell