Leadership and

Empowerment
Management Functions
Planning: is a process includes
defining goals, establishing strategy,
and developing plans to coordinate
activities.
Organizing: is a process
that determines what tasks are to be
done ; who needs to do them ; how
the tasks are to be grouped ; who
reports to whom ; and where
decisions are to be made.
Leading: is a function that
includes motivating employees,
directing others, selecting the most
effective communication channels,
and resolving conflicts
Controlling: is a function that
monitors activities to ensure that they
are being accomplished as planned
and correct any significant
deviations.
 Managerial Roles
Intrapersonal Roles
⚫ Figurehead- represents the company in
social or civic functions.
⚫ Leader- motivates and directs
employees; act as role model and
mentor.
⚫ Liaison- maintains a wide network of
outside contacts for possible
information/favours when the needs
arises.
Informational Roles
• Monitor- receives and screen
information inside and outside the
organization.
• Disseminator- transmit, sends and
transfers information received from
outside contact to members of the
organization.
• Spokesperson- transmit information to
outsiders on organization plans,
policies, procedures and results.
 Decisional Roles

• Entrepreneur- look for opportunities

in and out of the organization; initiates
projects for improvements.
• Resource Allocator- approves
organizational decisions on
purchases, sources of supplies and
raw materials.
• Negotiator- represents the organization
major business deals and negotiation.
 Managerial Activities
1. Traditional Management includes
decision making, planning, budgeting
and controlling.
2. Communication includes exchanging
routine information and processing
paper works.
3. Human resource
management includes
motivating, disciplining,
managing conflicts, staffing and
training.
4. Networking includes socializing,
politicking and interacting with
outsiders.
Types of Managers
First Line Management. These the supervisors
who are responsible for there basic work of
organization.
Middle Management. These are the
supervisors’ immediate superiors. They
organize, lead and control their subordinate.
Top Management. They are responsible
for the performance of entire
organization.
 Management Skills

a. Analytical skills
b. Decision-making skills
c. Computer skills
d. Human Relations skills
e. Communication skills
f. Conceptual skills
Leadership

It is defined as the process of influencing

others to facilitate the attainment of
organizationally relevant goals.
Likert’s Job-centered & Employee-
centered Leadership
Job-centered approach uses
legitimate power and force to influence
employee behavior.
Employee-centered
approach uses a more liberal
leadership style by creating a
more supportive work environment.
 Lewin’s leadership Styles
Autocratic leadership uses strong,
direct, & controlling actions to enforce rules &
regulations.
Democratic leadership takes
collaborative, reciprocal & cooperative actions
of followers.
Laissez-faire means that the leader does
not want to take his responsibility as a leader.
Structure & Consideration
Structure includes
establishing well-defined patterns of
job assignments & channels of
communication.
Consideration involves a
more approachable leadership style
such as building mutual trust, warmth
& rapport with subordinates.
Fiedler’s Contingency Leadership
Model
assumes that group performance
can only be achieved through the
interaction between leadership
style and situational
favourableness or compatibility.
 Path Goal Model asserts that leaders
can be effective by influencing their
subordinates through motivation,
performance ability & satisfaction.
Directive Leader informs his
expectations to his subordinates.
Supportive Leader treats his
subordinates equally.
 Participative Leader gets the
suggestions of his followers before
reaching a decision.
Achievement-oriented Leader
seeks challenging goal, provides
training & sets high expectations for
his followers.
Situational Leadership Theory
asserts that the leaders’ ability to
determine follower’s maturity &
adapt the most appropriate
leadership style.
Telling leader informs followers
what, where, how & when to do the
tasks.
 Selling leader provides
structured procedures but is also
supportive to employees.
Participating leader shares
with followers some decisions or high
quality jobs.
Vroom-Jago Leadership Model
assumes that no single
leadership style is appropriate for a
particular situation.
Autocratic where the leader makes
the decision by himself without getting
inputs from his subordinates.
 Consultative where the
followers have some inputs but the leader
still makes the final decision.
Group where the entire group
makes the decision with the leader as
just an ordinary group member.
Delegated where the leader
authorizes the group to make the decision.
Attribution Theory views
the leader as the information
processor. The leader classifies the
causes of follower’s behaviour as one
of the following: person, entity, and
context.
Charismatic Leadership
asserts the emergence of
leaders with exceptional
qualities,
a charisma that motivates
employees to achieve
outstanding performance.
Transactional Leadership emphasizes
that leaders help followers to identify what
must be accomplished to get the desired
results.
Transformational Leadership
where the leaders help followers to achieve
long-term rather that short-term self-interest
& for self- actualization rather than for
security.
Coaching is an everyday transaction
between a leader and a follower. A manager
helps a subordinate to improve his
performance.
P-oriented & M-oriented
Leadership Style P-oriented
leadership
encourages a fast work pace and
emphasizes good quality & high accuracy.
 M-oriented leadership is sensitive to
employee’s feelings.
Douglas McGregor’s
Theory X and Theory Y Theory X
supports the
authoritarian management style.
Theory Y encourages the
participative management style.
Emotional Intelligence
Components of Emotional Intelligence
Self-awareness- it is the ability to
read one’s emotions.
Self-management- is the ability to
control one’s emotions.
Motivation- is the passion to work for
reasons to go beyond money & status.
 Social Awareness- uses empathy
and Intuition.
Relationship Management- is
the ability to communicate clearly
and convincingly.
Management &
Leadership

Management is coping with

complexity.
Leadership is coping with
change.
 Leadership as Cultural Bound

Leadership styles are affected by national

culture. Leaders cannot choose their style at
will. They must learn to adapt. They are
constrained by the cultural aspects of a
country and are bounded by the practices,
values & traditions of their followers.
 Bounded by the cultural aspects of a
country, leaders need to make adjustments on
how to deal with their subordinates. An
aristocratic style of management is appropriate
with high power distance such as Russia, Spain,
Saudi Arabia & most of Latin America.
Participative style is effective in low power
distance such as Norway, Finland, Denmark &
Sweden.
 Empowerment

is defined as a process of enhancing

feelings of self-efficacy among organizational
members through the identification of
conditions that foster powerlessness & through
their removal by both formal organizational
practices & informal techniques of providing
efficacy information.
 Stages in the Empowerment
Process
1. Remove conditions/hindrances for
empowerment
2. Enhance conditions for
empowerment
3. Perception of employees on
the empowerment process
4. Performance is
improved
 Impression Management

is defined as the process by which

individuals attempt to control the impression.
People who are concerned with
impression management are the high monitors.
They are good at reading situations & molding
their appearance to fit each situations. Low
self-monitors tend to present their self-images
according to their personalities.
Impression Management Techniques

Conformity- agreeing to the opinions of

others to gain their approval.
Excuses- giving excuses or alibis on the
present decision on order to minimize the
severity of the alternative not chosen.
Apologies- admitting accountability for a
mistake & immediate giving an apology.
 Self-promotion- downplaying
weaknesses, emphasizing strengths, and
highlighting one’s best qualities by comparing
achievements with someone else’s.
Flattery- Giving
compliments to others in an attempt to
be more likable & pleasing to others.
 Association- enhancing or
protecting one’s image and providing
information that will highlight one’s
association with
someone, who has some
influence on the situation.
 Approaches to decision making

1. Inquiry. It is a very open process that

generates multiple alternatives.
It also fosters exchange of ideas
and produces a
well-tested solution.
2. Advocacy. It involves participants who
are passionate about their preferred
solutions. They stand firm in the face of
disagreement.
 Types of
Decision
1. Programmed. There is a definite
procedure for handling decisions.
2. Nonprogrammed. This is
unstructured with
no established procedure
for handling decisions.
 Group vs. Individual Decision
Making
a. Groups can better establish goals and
objectives than individuals.
b. Individuals efforts are required in identifying
alternative courses of action as compared to
groups. The latter can evaluate alternative
solutions better because of a collective
judgement.
c. Groups can take more risks than
individuals in the selection of the best
alternative.
 Creativity Tools

Brainstorming is used to generate ideas.

Delphi Technique involves gathering and comparing unknown
solutions to a problem through a questionnaire. This is sent to
participants through mail and analysts evaluate their responses.
Nominal Group Technique wherein each participants is
asked to write on a sheet of paper then presents to the group
in a round-robbin fashion.
 Three C’s in the Decision
Making
Conflict
• Cognitive conflict involves disagreements over
ideas and assumptions and differing views on the
best way to proceed.
• Affective conflict involves personal
friction, rivalries & clashes in personalities.
2. Consideration- is where the leader who
should still decide but the participants should
also believe that their views were considered
and they were given the opportunity to
express themselves & influence the final
decision.
3. Closure- where leaders should avoid
deciding too early or deciding too late.
Models of Decision Making

1. Rational Model(Simon,1957)
Assumptions:
a)The outcome will be completely rational
b)The decision maker has a consistent system of
preferences where the best alternative will be
drawn
c)The decision maker is aware of all the
possible alternatives
d) The decision maker can predict the probability
of success for each alternative.
2. Bounded Rationality Model
a) Managers select the first alternative that is
satisfactory
b) Managers recognize that their conception
of the world is simple
c) Managers are comfortable in making
decisions without determining all the
alternatives
d) Managers make decisions by rules
 Garbage Can Model

PROBLEM SOLUTIONS
S

PARTICIPANTS CHOICE
S
POWER
Bases of Power
a. Legitimate Power/Authority is
based on one’s position.
b. Reward Power is the ability to
control one’s resources or ability to
reward a follower for a good
performance.
c. Coercive Power is the power to
give sanctions or punishments.
d. Expert Power which comes
from being recognized for his
expertise or skill in a particular
field.
e. Referent Power is the power of
a person to be liked and be
respected by others.
Forms of Power
⚫ Information power is a power which
stems from having control over some
pertinent information in the
organization.
⚫ Persuasive power is the ability to
convince people to a particular course of
action or decision.
⚫ Charisma is the ability to have a sense of
dynamism or charm so that others would
like to help that person to achieve a
particular goal
 Faces of Power from McClelland

⚫ Personal Power is the power used for

personal gain.
⚫ Social Power is the power used to create
motivation or to accomplish group goals.
Sociological Orientation to
Power
a. Coercive power- makes use of punishment or
intimidation to influence others.
b. Utilitarian power- uses rewards and benefits to
influence others.
c. Normative power- influences members by letting
them know that they ate expected to do the right
thing in as much as they want to belong in the
organization.
Characteristics of Powerful
People
a. Ability to intercede for
someone in trouble;
b. Ability to get placements for
favoured employees;
c. Exceeding budget limitations;
d. Procuring above-average
increases for employees;
e. Getting items on the agenda at
meetings;
f. Access early information; and
g. Having top managers
seek out their opinions.
Symbols of Power

a. Furniture conveys a message of power.

b. Time Power means using clocks or watches as
power symbols.
c. Standing by means that people are obliged to
stay close to their phones so that an executives
can have an access to them.
Four types Of Organizational

Politicians
1. Craftsman.He/she is often a
technical specialist who likes detail
and precision.
2. Jungle Fighter. He/she is after
success at any cost.
3. Conservative(men/women). His/her
goal is the protection of one’s self and
the company he/she works for.
4. Gamesman. He/she likes contests.
Management Lessons from
Apple
Management Lessons:
1. Technology-oriented company
should be run by engineers.
2. A strong foundation of respect
between managers and
employees.
3. Employees are empowered to
own and improve the products.
4. Employees are encourage to grow.
5. Never miss deadlines.
6. Innovate and challenge the status
quo.
7.Get people who are
passionate with Apple.