CHARACTER

FORMATION 2
 Is someone who does more than just lead people.
WHO IS A They have to be driven by right motivation and
make a positive impact on the people around
LEADER? them.

Is not defined by virtue of position and

designation but on how he/she impacts on people
around him.

They can work toward making their vision a

reality while putting people first.
WHAT IS LEADERSHIP?
• Is the art of motivating a group of people to act toward achieving a common
goal.
• It means directing workers and colleagues with a strategy to meet the
company needs.
• Captures the essentials of being able and prepared to inspire others.
LEADERSHIP VS. MANAGEMENT

LEADERSHIP MANAGEMENT
May or may not be a manager May or may not be a leader
Must inspire followers May or may not inspire those under them
Emphasizes innovation Emphasizes rationality and control
May be unconcerned with preserving existing Seeks to work within and preserve existing
structures corporate structures
Typically operates with relative independence Typically a link in the corporate chain of command
May be less concerned with interpersonal issues May be more concerned with interpersonal issues
LEADERSHIP STYLES
AUTOCRATIC LEADERSHIP

• It is centered on the boss

• In this leadership the leader holds all authority and responsibility.
• In this leadership, leaders make decisions on their own without consulting
subordinates.
• They reach decisions, communicate them to subordinates and expect prompt
implementation.
DEMOCRATIC LEADERSHIP

• In this leadership, subordinates are involved in making decisions.

• This leadership is centered on subordinates’ contributions.
• The democratic leader holds final responsibility, but he or she is
known to delegate authority to other people who determine work
projects.
STRATEGIC LEADERSHIP STYLE
• Is one that involves a leader who is essentially the head of an organization.
• The strategic leader is not limited to those at the top of the organization.
He or she fills the gap between the need for new possibility and the need
for practicality by providing a prescriptive sets of habits. He or she
anticipate future needs and make decisions in the present to meet those
needs.
• This style is geared to a wider audience at all levels who want to create a
high performance life, team or organization.
TRANSFORMATIONAL LEADERSHIP

• It is all about initiating change in organizations, groups, oneself and

others.
• Transformational leaders motivate others to more than they
originally intended and often even more than they thought possible.
They set more challenging expectations and typically achieve a
higher performance. He or she empowers followers.
TEAM LEADERSHIP

• It involves the creation of a vivid picture of a team’s future, where it is heading

and what it will stand for. The vision inspires and provides a strong sense of
purpose and direction.
• Is about working with the hearts and minds of all those involved.
• It also recognizes that teamwork may not always involve trusting cooperative
relationships.
CROSS-CULTURAL LEADERSHIP

• It normally exists where there are various cultures in society.

• This has also industrialized as a way to recognize front-runners who
work in the contemporary globalized market.
• Most of the leadership environments in the United States are cross-
cultural because of the different cultures that live and work there.
FACILITATIVE LEADEERSHIP
• It is dependent on measurements and outcomes- not a skill, although it takes
much skill to master.
• The effectiveness of a group is directly related to the efficacy of its process. If
the group is high functioning, the facilitative leader uses a light hand on the
process. On the other hand, if the group is low functioning, the facilitative
leader will be more directive in helping the group run its process.
• An effective facilitative leadership involves monitoring group dynamics, as
well as offering process suggestions and interventions to help the group stay on
track.
LAISSEZ-FAIRE LEADERSHIP

• It gives authority to employees. Departments or subordinates are

allowed to work as they choose with minimal or no interference.
• This kind of leadership has been consistently found to be the least
satisfying and least effective management style.
TRANSACTIONAL LEADERSHIP

• This is a leadership style that maintains or continues the status quo.

• It is a leadership that involves an exchange process, whereby followers get
immediate, tangible rewards for carrying out the leader’s orders.
• Transactional leadership can sound rather basic, with its focus on exchange.
• Transactional leadership behaviors can include: clarifying what is expected of
followers’ performance, explaining how to meet such expectations, and allocating
rewards that are contingent on meeting objectives.
COACHING LEADERSHIP

• It involves teaching and supervising followers.

• A coaching leader is highly operational in settings where results/performance
requires improvement.
• In this kind of leadership, followers are helped to improve their skills.
• Coaching leadership does the following : motivates followers, inspires followers
and encourage followers.
CHARISMATIC LEADERSHIP

• Charismatic leader manifests his or her revolutionary power.

• CHARISMA does not mean sheer behavioral change. It actually
involves a transformation of followers’ values and beliefs.
• Charismatic leaders tend to have powerful personalities and attract
huge followings.
CHARISMATIC LEADERSHIP

• It is defined by a leader who uses his or her communication skills, persuasiveness,

and charm to influence others.
• Their characteristics are:
Strong Communicator
Empathetic and relatable
Confident
Motivational
Engaging and charming
Optimistic
VISIONARY LEADERSHIP

• It involves leaders who recognize that the methods, steps and

processes of leadership are all obtained with and through people.
• Leaders here have some sort of vision for where they are going.
TYPES OF LEADERS
MANAGERIAL LEADER

• Is the least effective of the five types of leaders.

• They have the least influence. People only follow them because they have to.
• Character is weak.
• Desire is “to be served” rather than “to serve”.
• They have a scarcity mindset because they see others as tools to complete the
objective for the day.
• Values the position more than the people.
RELATIONAL LEADER

• Builds relationship in order to influence others.

• People want to follow them because of who they are, not what they
know.
• They develop mutual respect with others and work well with them.
• Focus is on leading (influencing/ releasing) people.
• Values people more than the position.
• Strength comes from relationships and moral authority.
MOTIVATIONAL LEADER

• Seeks mutual benefit for themselves, others and the organization.

• People want to follow them because of who they are and what they know.
• They influence others from the outside.
• Desire is to serve.
• Focus in on leading (influencing/releasing ) people, managing the
processes, and getting results.
• Values people more than the position.
INSPIRATIONAL LEADER

• Inspire managerial and relational leaders to become motivational leaders.

• Their focus is on growing themselves in order to inspire others to grow.
• They influence others on the inside.
• They are people-focused not process-focused.
• They are followed because of how much they care and who they are inside.
• They are inspired by the growth of those following them.
TRANSFORMATIONAL LEADER

• Their passion and purpose is to transform others.

• They are the most influential of the five types of leaders and are highly respected.
• Their influence touches people in all industries and across multiple generations. They are well
known for developing leaders.
• Focus is on leading (influencing/releasing) people and developing motivational and inspirational
leaders.
LEADERSHIP THEORIES
TRAIT THEORIES

• As evident from the name, these capture the universal personality traits
of a leader.
• The strength of this theory is that if you can emulate the prime attributes
of a Leader, then you are a Leader.
• Key attributes here include dominance ( needed in conflicting
situations), assertiveness ( as opposed to aggression), decisiveness ( for
quick decision-making) and adaptability to change.
BEHAVIORAL THEORIES

• Here, leadership theories attributes the behavior in particular situations

that define your leadership style.
• There are three types of leaders that fall into this zone:
AUTOCRATIC LEADERS
DEMOCRATIC LEADERS
LAISSEZ-FAIRE LEADERS
CONTINGENCY THEORIES

• This theory understands that there is no universal trait that works for all
situations. Instead, there are exclusive traits suited to specific situations
to lead it to success.
• Leaders are groomed based for the situations they are more likely to
face so they come out on top in these situations.
POWER AND INFLUENCE THEORIES

• These leadership theories target the “source” of a particular Leader’s Power.

• This could be
- PERSONAL POWER, based on his individual skill, capabilities and expertise. (This can be
considered an extensive of the Trait Theory)
- POSITIONAL POWER, based largely on the Leader’s official title, and the power, authority
and opportunities that come with it.
- TRANSFORMATIONAL POWER, a spin off on personal power where the leader uses his
personal magnetism and charisma to influence and transform others.
- TRANSACTIONAL POWER, a spin-off on positional power where the Leader understands
the give and take nature of the situation.
MANAGEMENT
MANAGEMENT BY OBJECTIVES (MBO)

• Is a strategic management model that aims to improve the performance of an

organization by clearly defining objectives that are agreed to by both
management and employees.
• According to the theory, having a say in goal setting and action plans
encourages participation and commitment among employees, as well as
aligning objectives across the organization.
• It is the establishment of management information system (MIS) to compare
actual performance and achievements to the defined objectives.
MANAGEMENT BY OBJECTIVES (MBO)

• Uses a set of quantifiable or objective standards against which to

measure the performance of a company and its employees.
• It was invented by Peter F. Drucker
 MANAGEMENT BY OBJECTIVES IN
PRACTICE
• FIVE STEPS THAT ORAGANIZATIONS SHOULD USE TO PUT THE
MANAGEMENT TECHNIQUE INTO PRACTICE:
• 1st- to either determine or revise organizational objectives for the entire company.
• 2nd – to translate the organizational objectives to employees. Drucker used the acronym
SMART (specific, measurable, acceptable, realistic, time-bound) to express the concept.
• 3rd – stimulating the participation of employees in setting individual objectives.
• 4th – involves monitoring the progress of employees.
• 5th – to evaluate and reward employee progress. This step includes honest feedback on
what was achieved and not achieved for each employee.
 TEN REQUIREMENTS OF PERFECT
MANAGER
• 1. Be a “people person”. – you should know how people work and know how to motivate
your team.
• 2. Be visionary. – you should be a goal oriented and effectively use your resources to
“create the unusual”.
• 3. Be a good communicator. – you should be able to communicate effectively using all
methods, including visual presentations, public speaking, email, teleconferencing, and
face-to-face.
• 4. Be technically proficient. – You should be able to give technical guidance and decide
the best strategies and methods for success.
 TEN REQUIREMENTS OF PERFECT
MANAGER
• 5. Put your employees’ needs first. –we need managers with a selfless attitude who
are willing to fall on their sword to meet the needs of their staff.
• 6. Encourage teamwork. – you are required to sit and work with your staff.
• 7. Lead by Example – all managers are required to always dress and act
professionally and to be available to give guidance and help when needed.
• 8. Treat your staff like professionals. – You should have the confidence in your
team’s proficiency to decide most issues by themselves with only your guidance, as
required.
 TEN REQUIREMENTS OF PERFECT
MANAGER
• 9. Encourage professional growth. – All managers are expected to grow
their skills and those of their team members.
• 10. Do something special. – you are also required to do something
special for your employees that needs guidance.
 TEN GOLDEN RULES OF EFFECTIVE
MANAGEMENT
• 1. Be consistent. – This is the first rule because it applies to most of the others. Before your
management approach can be effective, it must be consistent.
• 2. Focus on clarity, accuracy, and thoroughness in communication. – clarity, accuracy and
thoroughness are the best way to avoid miscommunication and keep your team on the same
page.
• 3. Set the goal of working as a team. – If you want your team members to work together,
have them work for something together.
• 4. Publicly reward and recognize hard work. – When a member of your team does something
exceptional, reward him/her – with a bonus, a small trophy or even just a vocal recognition.
 TEN GOLDEN RULES OF EFFECTIVE
MANAGEMENT
• 5. Be the example. – As the manager and leader, you should set an example in terms of
your behavior.
• 6. Never go with “one-size-fits-all”. – Never use the same exact approach to motivate,
encourage or mold all of them.
• 7. Remain as transparent as possible. – Transparency shows your integrity as a leader,
and builds trust with the individual members of your team.
• 8. Encourage all opinions and ideas. – Never chastise a team member for voicing an
opinion respectfully – even if it goes against your original vision or isn’t well thought
out.
 TEN GOLDEN RULES OF EFFECTIVE
MANAGEMENT
• 9. Help people enjoy work. – Help your people enjoy coming to work,
and they’ll do their best work for you.
• 10. Listen and ask questions. – If someone doesn’t agree with your
management style or doesn’t like the direction of the company, don’t
silence that person. Listen. And ask questions of your entire teams.
AUTOCRATIC MANAGEMENT STYLE

• use a “do as I say” approach.

• This particular management style is when there is usually one person who has the
say on any decisions that are made.
• There is no argument when it comes to the decision they have made, and they will
not accept suggestions.
• Adopting this kind of management style can affect employee productivity and
motivation.
DEMOCRATIC MANAGEMENT STYLE

• This management style is geared towards everyone working in collaboration.

• These type of managers will be more than happy to listen to thoughts and concerns
raised by their staff, even when it comes to making a big company-wide decision.
• It has a more positive impact on employee productivity and motivation.