Republic of the Philippines

EASTERN VISAYAS STATE UNIVERSITY

GRADUATE SCHOOL
Tacloban City

Subject

: BM 606 Dynamics of Organization and Management

Professor

: DR. DOMINADOR O. AQUIRRE, JR.

Student

: ANALYN M. BANAGBANAG, DMT-BM

PERSPECTIVE ON LEADERSHIP IN A CHANGING WORLD

TOPIC: CONTEMPORARY PERSPECTIVES ON LEADERSHIP
Learning Objectives:
-Describe behaviors that will make you a better leader, and identify when
the situation calls for them.
- Distinguish between charismatic and transformational leaders.
- Describe types of opportunities to be a leader in an organization.
- Discuss how to further your own leadership development.

A leader`s behavior is motivational to the extent that it; makes the

satisfaction of subordinates` needs contingent on effective performance;
provides the coaching, guidance, support and rewards that are necessary
for effective performance.
FOUR LEADERSHIP BEHAVIORS:
1. Directive leadership
- The leaders lets the subordinates know what`s expected of them,
schedules work to be done, and gives specific guidance as to how
to accomplish tasks.
- Directive leadership behavior reflects authority , rules, policies,
and a formal organization.
- Subordinates follow specific guidelines and traditional patterns of
decision making.
- When tasks are unstructured and roles ambiguous, directive
leaders are effective because subordinates perceive that closer
supervision and more directive leadership will increase their
opportunities for success.

.apprehensive, and in these circumstances a directive style of

leadership enhances their expectations for success and rewards
related to high performance.
- However, when subordinates know their jobs and feel confident
about performing well, directive leadership is viewed as an
unnecessary imposition.
2. Supportive leadership
- This style considers subordinates needs and supports a friendly
climate at work.
- When work is tedious or boring, supportive leaders ease
frustrations and make tasks more tolerable, thereby influencing
more productive performance.
- However, when work is pleasant and the environment enjoyable,
supportive leaders have little effect on performance or
satisfaction.
3. Participative Leadership
- Participative leadership consults with subordinates and uses their
suggestions before making a decision.
- This leadership behavior emphasizes a consensus environment of
team-building relationships.
- Results are similar to those of directive leadership.
In
unstructured and ambiguous situations, participative leadership
enhances performance and satisfaction.
- However, unlike directive leadership, participative methods also
enhance satisfaction when work is tedious, boring, dangerous, or
otherwise unpleasant.
- Thus the participative style incorporates supportive and directive
advantages, and works in many situations.
- But when work is structured and subordinates have a clear
understanding of their jobs, participative leadership has little or
no effect on performance.
4. Achievement-oriented leadership
- This style of leadership sets challenging goals, encourages
innovation and confidence in subordinates, and expects
subordinates to perform at their highest level..
- It is particularly important when subordinates have to perform
non-repetitive tasks in ambiguous circumstances.
- When tasks are repetitive and clear, achievement oriented
leadership has little or no effect on performance or satisfaction.
Two contingency variables with which leaders must content are:
1. The personal characteristics of subordinates and
2. The environmental pressures with which subordinates must cope to
accomplish their work goals and satisfy personal needs.

DISTINGUISHING
LEADERS

BETWEEN

CHARISMATIC

AND

TRANSFORMATIONAL

Charismatic Leader
-

A person who is dominant self confident convinced of the moral

righteousness of his or her belief and able to arouse a sense of
excitement and adventure in followers.
Charisma packs an emotional wallops for followers above and
beyond ordinary esteem affection admiration and trust.
The charismatic leaders articulates goals and makes sacrifices in
pursuit of those goals.
He or she eloquent speakers who exhibits superior verbal skills,
which helps communicates the vision and motivate followers.
Ultimate Characteristic leaders satisfy other peoples need.

Charismatic leadership theory is an extension of attribution theory. It says

that followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviors.

Robert House(of path-goal theory fame ) has identified three

personal characteristics of the charismatic leader:
- Extremely high confidence
- Dominance
- Strong convictions in his or her beliefs.
The most comprehensive analysis, however, was completed by jay
Conger and Rabindra Kanungo at McGill University and found that:
- Charismatic leaders have an idealized goal they want to achieve.
- A strong personal commitment to that goal.
- Charismatic leaders are perceived as unconventional.
- Assertive and self-confident
- Perceived as agents of radical change rather than managers of
the status quo.

Key Characteristics of Charismatic Leaders;

1. Self- confidence. Charismatic leaders have complete confidence in
their judgment and ability.
2. Vision. They have an idealized goal that proposes a future better
than the status quo . The greater the disparity between this
idealized goal and the status quo, the more likely that followers will
attribute extraordinary vision to the leader.
3. Ability to articulate the vision. They are able to clarify and state the
vision in terms that are understandable to others. This articulation

demonstrates an understanding of the followers needs and, hence,

acts as a motivating force.
4. strongly committed and willing to take on high personal risk, incur
high costs, and engage in self-sacrifice to achieve their vision.
5. Behavior that is out of the ordinary. They engage in behavior that is
perceived as being novel, unconventional, and counter to norms.
When successful, these behaviors evoke surprise and admiration in
followers.
6. Environmental constraints and resources needed to bring about
change.
What can we say about charismatic leader`s effect on hos her followers?
There`s an increasing body of research that shows impressive correlations
between charismatic leadership and high performance and
satisfaction among followers. People working for charismatic leaders
are motivated to exert extra work effort and, because they like their
leader, express greater satisfaction.
Charismatic leadership may not always be needed to achieve high levels
of employee performance.
It may be most appropriate when the
follower`s task has an ideological component. This may explain why
charismatic leaders are most likely surface in politics, religion, or a
business firm thats introducing a radically new product or facing a lifethreatening crisis.
Transformational Leaders
-

A leader who motivates people to transcend their personal

interest for the good of the group.
They generates excitement and revitalize organizations
First they are charismatic , second they gave their followers
individualized attention.
Third transformational leaders are
intellectually stimulating
This kind of leader delegate challenging work to deserving people
keep lines of communication open and provide one-on-one
mentoring to develop their people.
They arouse in their followers and awareness of problems and
potential solution. They articulate the organizations SWOT and
stir imagination and generates insights.

A transformational leaders with a vision, translates it into action and

outcomes, and sustains it. Leaders who motivates individuals to perform
beyond normal expectations by inspiring subordinates to focus on broader
missions that transcend their own immediate self-interests, to concentrate
on intrinsic higher level goals rather than extrinsic lower-level goals, and

to have confidence in their abilities to achieve the extraordinary missions

articulated by the leader.
Various names are given to them: elevating, mobilizing, inspiring, exalting,
uplifting, preaching, exhorting evangelizing leaders.
The relationship can be moralistic.
But transformational leadership
ultimately becomes moral in that it raises the level of human conduct and
ethical aspiration of both leader and the led, and thus it has a
transforming effect on both.
OPPORTUNITIES FOR LEADERS
1. A SERVANT LEADER
- A leader who serves others needs while strengthening the
organization
- Coined by Robert Greenleaf, a retired AT &T executives
- The term is paradoxical in the sense that leader and servant are
usually opposites; the servant leaders relationship with
employees is more like that of serving customers. For the
individual who wants to both lead and serve others, servantleadership is a way of relating to others to serve their needs and
enhance their personal growth while
strengthening the
organizations.
2. BRIDGE LEADER
- Are those who leave their cultures for a significant period of time.
They live, go to school, travel or work in other cultures. Then
they return home, become leaders and through their expanded
repertoire serve as bridges between conflicting values systems
within their own cultures or between their culture and other
cultures.
3. SHARED LEADERSHIP
- Occurs when leadership rotates to the person with they key
knowledge, skills and abilities for the issue facing the team at a
particular time.
- Most important when tasks are interdependent, are complex and
require creativity.
4. LATERAL LEADERSHIP
- Style in which colleagues at same hierarchical level are invited to
collaborate and facilitate joint problem solving.
DEVELOPING YOUR LEADERSHIP SKILLS

HOW DO I START?
- Start by thinking about your employer look for how it develops
leadership talents, best practices include paying close executive level
attention to be development of people, providing assignment that

stretch the abilities of up and coming talents creating individualized

development plans and providing multi red feedback.
-

What are the keys?

The most effective developmental experience have three
components assessment, challenge and support.

ASSESSMENT

-This include information that gives you and understanding of where

you are now, what are your strength are, your current level of
performance and leadership effectiveness and your primary development
needs
CHALLENGE
The most potent development experiences provide challenge they
stretch you. We all think in habitual, comportable ways. This is natural,
and perhaps sufficient to survive. Remember, some people dont bother to
learn or refuse to learn. Make sure you think about your experiences along
the way reflect on them after wards introspectively and in discussion with
others.
SUPPORT
You receive support when other send a message that your efforts to
learn and grow our valued. Without support, challenging developmental
experiences can be overwhelming. With support it is esseir to handle the
struggle stay on course poen up to learning and actually learn from
experiences.

REFERECES:
Bateman ,and scott Snell(2009).Management: Leading and Collaborating
in the competitive world. New York McGraw-Hill.
Hill,W.L, Charles and steven L. Mcshane. Principles of management. United
states of America: McGraw-Hill/Irwin, 2008
Dr. Emmanuel T. Santos, Organization and Management, 2008.
Dr. Fajardo, Human Behavior and Organization, 2009