ORGANIZATION AND MANAGEMENT

Chapter 6 | LEADERSHIP
L.E.A.D.E.R

L – istening to the followers well

E – nough patience and skills

A – lways there for the members of the group

D – oesn’t have any personal interests

E – xceptional leadership skills

R – especting those who are in the team

LEADERSHIP
Is one of the major aspects in the study of management. It emphasizes directing people in
organizations to become well-motivated employees and encourage them to do their best and
perform toward the achievement of company goals and objectives. Leadership is also very
practical and situational and can be applied in the personal daily lives of people in various
scenarios and instances. Leadership, to be best understood, should be experienced and applied.

DEFINITION OF LEADERSHIP
There are many different ways to define leadership as a hallmark management function. Some
of the most popular definitions given by prominent leadership authors and specialists are given
below:
1. John C. Maxwell
“Leadership is not about titles, positions, or flowcharts. It is about one life influencing
another.”

2. John Baker
“Leadership is accomplishing things that reach beyond solitary abilities by acting and
getting others to act-with a maturity that surpasses self-interest.”

3. Tom Kennedy
“Leadership is getting people to want to follow. That requires engaging them
passionately, from the heart, and requires persuading people to change.”

4. R. T. Livingston
“Leadership is the ability to awaken in others the desire to follow a common
objective.”
5. Peter Drucker
“Leadership is the lifting of man's vision to higher sights, the raising of man's
performance to higher standards, the building of man's personality beyond normal limitations.”

NATURE OF LEADERSHIP
1. Leadership implies followership.
Effective leadership is also a function of good followership. In every organization, a leader
is usually also a follower. For example, an employee's supervisor also has an immediate
supervisor. Therefore, to be an effective leader, one has to learn also to become an effective
follower to relate well with both the downward and upward hierarchy of the organization.
2. Leadership involves mutual and collective interest.
The objectives of the leader and his followers should be one and the same. If the leader's
self-interest is different from that of the followers, then there is no leadership.
3. Leadership involves influence.
Effective leadership implies being able to exert influence over subordinates or followers
aside from giving them usual instructions or directions. It also involves a degree of mutual
respect between the leader and the followers.
4. Leadership is a function of motivation and encouragement.
Leaders should be able to encourage and motivate people to perform willingly and strive to
achieve company goals and objectives.
5. Leaders must be exemplary.
A leader must be able to set an example before his followers. They must become a model of
behavior so that his followers will be motivated to work hard. To influence followers, he must
show the way by his own example.

EFFECTIVE LEADERSHIP TRAITS

1. Drive and passion
2. Desire to lead.
3. Integrity
4. Self-confidence
5. Analytical ability
6. Job-relevant knowledge

ESSENTIAL LEADERSHIP SKILLS

1. Technical skills.
This refers to a specialized knowledge or expertise related to the performance of a job
function.
2. Human skills.
This includes the ability of a leader to interact with people both inside and outside of the
company and get along with them, motivate them, and inspire them.
3. Conceptual skills.
These refer to the ability to understand information, how interrelated parts fit together as a
whole, and analyze and interpret information to make decisions.
4. Personal skills.
These involve possessing certain personal attributes to get the best out of others, such as
intelligence, emotional maturity, personal motivation, integrity, and flexibility.

FUNCTIONS OF A LEADER
1. Leaders take initiative.
2. Leaders identify group goals and motivate followers to achieve them.
3. Leaders represent their organizations.
4. Leaders act as figureheads of organizations they represent.
5. Leaders act as arbitrators and resolve issues among subordinates in the workplace.
6. Leaders guide and direct subordinates.
7. Leaders interpret information and relay it to employees.
8. Leaders encourage teamwork.

DEFINITION AND NATURE OF MOTIVATION

MOTIVATING
Is an inherent task of a leader or manager which refers to the act of providing employees,
subordinates, or followers reasons, rewards, or incentives to work, perform, and achieve
company objectives. Motivation, on the other hand, is intrinsic in any person and refers to the
channeling of a person's "inner drives" to accomplish that which needs to be accomplished. It
is also a process by which a need or desire is awakened and a psychological force within our
minds tells us to fulfill that need or desire. Perhaps this is the reason why the term motivation,
derived from Latin, means “to move.”

NATURE OF MOTIVATION
1. Motivation is an internal feeling.
It is a psychological phenomenon that is generated in the mind of an individual and also
generates the feeling that he or she lacks or needs certain things, thus forcing or driving him or
her to behave a certain way to achieve it.
2. Motivation is related to needs.
A need is a physiological or psychological deficiency a person feels compelled to fulfill.
A person feels motivated when he or she feels that there are needs (or in some cases, wants)
that have to be satisfied.
3. Motivation produces action or goal-directed behavior.
When a person is motivated, his or her behavior is directed toward achieving a specific goal.
4. Motivation can either be positive or negative.
Motivation can be based on rewards or it can also be based on force or fear.
FACTORS OF MOTIVATION
Certain factors that enable a person or worker to perform well on a job are as follows:
1. Willingness to do the job.
When a person is motivated to do a certain job, he or she likes and enjoys what he or she
is doing and will likely produce the expected output.
2. Self-confidence to carry out specific tasks.
When workers feel that they are equipped with the necessary skills and training to perform
a certain task, they feel more motivated.
3. Need satisfaction.
People will perform tasks well if they feel that their needs will be satisfied by doing so.

TYPES OF MOTIVATION
Motivation can come from two sources:
(1) the expectation of a reward, or
(2) fear or punishment

TYPES OF MOTIVATION
1. Positive motivation.
This is the process of encouraging others to do as instructed because of the possibility of
gaining a reward. Positive motivation may include the following:
- Praise
- Credit for work done
- Salaries and wages
- Appreciation
- Sincere interest in subordinates or individuals
- Delegation of authority and responsibility

2. Negative motivation.
This type of motivation is based on force, fear, or punishment. A person may act as instructed
because of fear of the consequences of not doing it or because of punishment entailed in not
doing it. The use of fear or punishment, however, may frequently result in frustration among
workers which may lead to maladaptive behavior, hostile state of mind, or unfavorable attitude
on the job.

MOTIVATION THROUGH REWARDS

This motivation technique recognizes that material and psychological benefits given to
employees have an impact on their willingness to perform tasks assigned to them.
Rewards may be classified into two:
1. Extrinsic rewards. These refer to rewards that are external to the job (or are given other
than the basic pay or salary of employees) such as bonuses, 13th month pay, allowances,
benefits, incentives, and the like.
2. Intrinsic rewards. These are rewards that are internally experienced by employees and
primarily self-granted such as sense of accomplishment, self-esteem, recognition, prestige,
sense of fulfillment, and the like.

This motivation technique recognizes the importance of employee participation in

making decisions on the various aspects of their jobs. In some cases, having a sense of personal
involvement in organizational matters gives employees a sense of importance and thus
motivates them to work hard and perform. Some of these activities where employee
participation is relevant are setting goals, decision-making, problem-solving, team building,
implementing organizational policy, and the like.

Aside from those mentioned above, contemporary workplace situations necessitate other
techniques that might be helpful in motivating employees to perform tasks. Some examples are
as follows:

1. Flexible work schedules. Also called flextime, this is an arrangement which allows
employees to determine their own arrival and departure times within specified limits. This
provides employees some freedom to adjust their body clocks and align them with their work
schedules.
2. Secondment. This is an arrangement wherein a local company provides opportunities to
employees to train with their company's international branches with all expenses paid by the
company. In turn, the employee, upon returning, will have to share his or her work experience,
insights, and new technologies for the improvement of the organization's operations.
3. Sabbaticals. This is given to an employee after a certain number of years of service in
recognition of loyalty or prestigious achievement to go on leave and have personal time for
family, recreation, and travel. The idea is that when the employee returns for work, motivation
will be improved.

FORMS OF COMMUNICATION
Communication consists of two major forms:
1. Verbal communication. This is a form of communication transmitted through hearing or
sight. This is composed of oral communication which is a form of communication transmitted
through speech, and written communication which is a form of communication in written
words.
2. This is a form of communication through the use of facial expressions, body movements,
eye contact, and other physical gestures.

FUNCTIONS OF COMMUNICATION
Communication may be used to serve any of the following functions:
1. Information function.
Communication is used to relay instructions or directions. and in making decisions.
2. Motivation function.
Communication is used to motivate employees by setting clear objectives and direction.
3. Control function.
Communication facilitates control through reports, policies, plans, and rules to clarify
duties, authorities, and responsibilities.

COMMUNICATION IN ORGANIZATIONS
In organizations, communication may be classified based on the flow or direction of the
message, which may be as follows:
1. Downward communication. This is when communication or messages flow from higher
levels of authority to lower levels in the organizations. Examples of these are letters,
memoranda, policy manuals, handbooks, newsletters, and the like.
2. Upward communication. This is when communication or messages flow from employees
in lower levels to persons in higher levels. Examples of these are employee grievances,
employee surveys, suggestion systems, committee reports, exit interviews, and the like.
3. Horizontal communication. This is when communication or messages flow among
individuals or groups within the same organizational level. Examples of these are memos,
meetings, telephone calls, informal discussions, and the like.

MANAGEMENT OF CHANGE
As the saying goes, nothing is permanent except change. It is also true in organizations. For
companies to succeed, it must always adapt with current trends and evolve with the changing
times. Thus, in an organization, there should also be an effective system of managing change
so that the company can transition smoothly in both the overall organizational and individual
level.
However, once there is change, there is always resistance. Resistance to change is an
important factor to consider when managing change in any organization. Therefore, managers
must think of effective strategies to reduce this resistance and gain support from both superiors
and subordinates on the proposed change.
The study conducted by Donald Fedor, Steven Caldwell, and David Herold entitled "The
Effect of Organizational Changes on Employee Commitment: A Multilevel
Investigation" revealed the following techniques to gain support for change:

1. Allow for discussion and negotiation. Change is an all-encompassing process that

involves every individual in an organization. Therefore, it is important that there are
discussions and negotiations especially on the more sensitive aspects of the proposed change.
2. Allow for participation. To overcome resistance to change, allow people to participate in
the changes that will affect them. This gives them a sense of importance and inclusiveness in
the organization.
3. Point out the compelling reasons for change, including the financial benefits. A good
way to prepare employees to view the proposed change as something good is to explain to them
the reasons why changes should be done as well as the benefits of doing the change.
4. Establish a sense of urgency. Inform people of the need to do the change because of
reasons such as coping up with current trends and innovations especially in constantly-
changing industries.
5. Avoid change overload. Too much change too soon can lead to negative stress. Proposed
changes must be made gradually so as not to cause too much confusion and to give time for
people to adapt to changes.
6. Allow for first-hand observation of successful change. Support for change can be gained
by allowing individuals to observe for themselves that the proposed change was successful and
would benefit the company.
7. Get the best people behind the program. Enlist the cooperation of people who are viewed
with respect, who are flexible, and who have the necessary competencies to cooperate and
become the working force behind the proposed change in the company

BY GROUP 3:
ECHAURE, BETTY MAE ESPANOL, CIELO
ARAGON, SOPHIA EMILIANA N. LAGUARTILLA, ANDREI MATHEW
LOVINO, CIAN VANREVE C. ECHIPARE, LYKA DESIREE
ESPOSO, DERVELYN TRAPSI, HANNAH
ABACCA, JULIE KUMAR, XAVIER