University of the Philippines - Mindanao

SCHOOL OF MANAGEMENT

Course Prospectus

Course Title: MANAGERIAL LEADERSHIP

Course Code/Number: MM 234
Course Developer/Instructor: Ronnie V. Amorado, PhD

Rationale

The future of organizations and nations greatly – almost solely – depends on

leadership. The imperative of discovering, honing and practicing leadership skills is
morally obliged to privilege efficient, effective and ethical leadership in everyday life.
Competence is necessary, as John Maxwell declares: “A leader is one who knows the
way, goes the way, and shows the way.” But without character and credibility,
leadership becomes an effective tool for decadence and abuse. Jim Rohn offers an
excellent exhortation – “The challenge of leadership is to be strong, but not rude; be
kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but
not timid; be proud, but not arrogant; have humor, but without folly.” Ultimately,
leadership is to stir hope and offer inspiration to create impact in people’s lives.
Napoleon Bonaparte correctly rallied in a bit of palindrome (almost) – “A leader is a
dealer in hope!” The course exposes students to the critical concepts, theories,
models, tools, styles, techniques and trends of leadership, and brings a special focus
on ethical leadership as a foundational core leadership philosophy.

Course Description

Theoretical foundations and critical concepts, theories, models, tools, styles,

techniques and trends of leadership; special attention and bias on ethical leadership
concepts, elements, principles and nuances.

Course Objectives

At the end of the course, the students are expected to:

1. Demonstrate understanding and appreciation of the different leadership

perspectives and issues, as well as to discover and develop their personal and
collective leadership skills.

2. Articulate, discuss and critically assess the different models of leadership,

including the various styles, tools and techniques for efficient, effective and
ethical leadership paradigm.

3. Incorporate applicable leadership perspectives and models into their

management plans, professional practice or place of work.

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Course Outline/Guide

I. Introduction/Orientation and Class Organization

A. Leadership Notions and Instincts Mapping
B. Personal Theory of Leadership
C. Convergence and Divergence in Leadership and Management
D. Leadership Issues and Dilemmas
E. Management Trends and Leadership Challenges

Every orientation presupposes a disorientation; let's level off (Hans Magnus

Enzensberger, German poet). But never lose sight why we are here. The trouble with
organizing is that pretty soon everyone gets to paying more attention to the organization
than to what they're organized for (Laura Ingalls Wilder, American novelist). So let's
start it right, to end it right. The end greatly depends on the beginning (Superman in
Justice League).

II. Leadership Concepts

A. Managers and Leaders
B. Trait and Environment (Nature or Nurture)
C. Formal and Informal Leaders
D. Authority and Charisma
E. Mechanistic and Organic Leaders

Leadership is a concept that has been more argued and debated upon for a long time
(Dwight Eisenhower, 34th US President). But make no mistake about it. Most leadership
concepts are carved out of experiences made rich in exercise than in discourse (Julian
Sorrell Huxley, English evolutionist). Thus, leadership is a concept enriched by
experience. As Saint Augustine exhorted - the words printed here are concepts; we must
go through the experiences!

III. Leadership Theories and Models

A. Great Man Theory
B. Trait Theory
C. Behavioral Theories
(a) Role Theory
(b) Managerial Grid
(c) Theory X and Theory Y
(d) Theory Z
(e) Task-People Leadership Style (T-P Questionnaire)
(f) Consideration and Initiating Leadership
(The Ohio Leadership Scales: SBDQ and LBDQ)
D. Participative Leadership
(a) Lewin's Leadership Styles
(b) Likert's Leadership Styles
E. Situational Leadership
(a) Hersey and Blanchard's Situational Leadership
(b) Vroom and Yetton's Normative Model
(c) House's Path-Goal Theory of Leadership

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 F. Contingency Theories
(a) Fiedler's Least Preferred Co-worker (LPC) Theory
(b) Cognitive Resource Theory
(c) Strategic Contingencies Theory
G. Transactional Leadership
(a) Leader-Member Exchange (LMX) Theory
H. Transformational Leadership/Process Theory
(a) Bass' Transformational Leadership Theory
(b) Burns' Transformational Leadership Theory
(c) Kouzes and Posner's Leadership Participation Inventory

A theory is a point of view, a way of looking at things, or a belief system derived from the
ancient Greek 'theoria.' Theories can be useful to the extent that they are able to explain a
social construct or social reality; but to the extent when they are unable, they may need
more substantiation. Leadership is a marriage of both theory and practice. Mark Twain
romanticized how empty is theory in the presence of reality, but reality is more
understood and explained in theory. In fact, he who loves practice without theory is like
the sailor who steers his ship without a rudder and compass (Leonardo da Vinci). But
without practice, what good use can we make of theory? An ounce of action is thus a lot
better than a ton of theory (Friedrich Engels, German philosopher).

IV. Leadership Roles and Styles

A. Leaders as Managers
B. Leaders as Communicators
C. Leaders as Motivators
D. Leaders as Champions
E. Leaders as Change Agents
F. Leaders as Networkers
G. Leaders as Innovators
H. Leaders as Politicians
I. Leaders as Bureaucrats
J. Leaders as Entrepreneurs
K. Leaders as Servants
L. Leaders as Peripatetics

Good leaders create vision, articulate the vision, own the vision with passion, and
relentlessly drive it to completion (John Welch, Boston business guru). Thus leadership
has a purpose, a mission. It is not a one-day thing; leadership is a constant commitment
to excellence, a habit, a daily practice to mastery (John F. Kennedy Jr.). A leader's role is
to raise people's aspirations for what they can become and to unleash their potentials so
they will strive to get there (David Gergen, Harvard professor). Good leaders inspire
people to have confidence in the leader, but great leaders drive people to have confidence
in themselves (Eleanor Roosevelt). As John Quincy Adams (6th US president) challenged:
“If your actions inspire others to dream more, learn more, do more and become more,
you are a leader.” Ralph Nader (American political activist) concurred: "I start with the
premise that the function of leadership is to produce more leaders, not more followers!"

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V. Leadership Skills and Techniques
A. Motivating People at Work
B. Human Resource Techniques
C. Sources and Use of Influence and Power
(a) Greene and Elffers’ 48 Laws of Power
D. Behavior Modification Techniques
E. Effective Communication and Negotiation
F. Conflict Management and Crisis Management
G. Pinoy Management and Communication Techniques
H. Ambassadorial Skills and Backdoor Skills
I. Covey’s Effective Habits
J. Gladwell’s Rules of Epidemics
K. Myers-Briggs Type for Leadership Development
(a) Myers-Briggs Structured Exercises
(b) Myers-Brigg Type Indicator Survey
L. Friendly Style Profile for Leadership Development
(a) Friendly Style Profile Leadership Survey

Managers are hired for their technical skills and experience but fired due to a lack of
leadership skill and ability (John Agno, Leadership coach). The skill of leadership is a
skill in art and science. After a certain high level of skill is achieved, leadership tends to
coalesce in aesthetics, plasticity, and form. Leaders are artists as well (Albert Einstein).

VI. Leadership Tools

A. Catch 22 I. Deming’s 14 Points
B. Peter Principle J. Hofstadter’s Law
C. The Ziegarnik Effect K. Sutton’s Law
D. The Macbeth Effect L. The Law of Attraction
E. The Murphy's Law M. Broken Window Theory
F. The Pareto Rule N. The Epidemic Theory of Integrity
G. Parkinson's Law O. The Broken Window Fallacy
H. Laws of Technology P. The Gospel of Wealth

Man is a tool-using animal. A leader needs tools to exercise leadership. Without tools he
is nothing but with tools he is all (Thomas Carlyle, Scottish satirist). One of the greatest
and simplest tools for learning more and growing more is doing more (Washington
Irving, American biographer). This is honing leadership by exercise, a work in progress,
and sharpening the saw (Steven Covey). The Slusser philosopher John Searle taught -
"Our tools are extensions of our purposes, and so we find it natural to make metaphorical
attributions of intentionality to them." But leaders must be in control; one must design
and shape his tools lest they shape and control him (Arthur Miller, Harlem playwright)
and become the enslaved tools of their very own tools (Henry David Thoreau, Concord
philosopher and transcendentalist). Thus arise as leaders, have thy tools ready, and by
God's grace will find thee work (Charles Kingsley, Devon novelist and clergyman).

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VII. Special Topic: Ethical Leadership (or the lack of it!)
A. Leadership Ethics and Ethic of Leadership
B. Leadership Trust and Types of Betrayal of Trust
C. Elements and Types of Trust and Integrity
(a) Covey’s Personality Credibility Test
D. Corruption and Kakistocracy
(a) Fixers’ Game
E. Leadership by Hassling
F. Leadership by Mobbing (Workplace Mobbing)

The crisis of leadership is a crisis of character that is brought by the lacuna of an

operational ethical framework that could have served as one of the firm foundations of
effective managerial and leadership styles. This lacuna explains the many controversies
and scandals that hound the world’s leaders. Thus, there is a need to privilege ethical
leadership as an urgent theoretical and practical tool – a kind of ethical leadership
philosophy that promotes integrity, credibility and ascendancy, and that which provides a
meaningful normative function for effective managerial and leadership skills. Kenneth A.
Shaw underscored the imperative in The Intentional Leader (2005): “Make no mistake
about it – ethical leaders are good leaders...most sought after and admired leaders
around the world were honest, forward-looking, confident, and inspiring. In most
international surveys conducted over the past thirty years, honesty is valued first...
because we don’t want to be lied to; we want to be told the truth. We want a leader who
knows right from wrong...when we follow someone we believe to be dishonest, we come to
realize that we’ve compromised our own integrity. In time, we not only lose respect for
the leader, we lose respect for ourselves!"

Methodology of Instruction
1. Participatory Illustrated Lectures
2. Group/Plenary Discussions
3. Individual/Group Memoing
4. Virtual/Electronic Class Sessions
5. Case Analysis
6. Film Viewing
7. Structured Group Games
8. Field Demonstrations/Field Trips
9. Let us talk about it!

“Method is much, technique is much, but inspiration is even more!” –

- Benjamin Cardozo, US Supreme Court Associate Justice

“The true method of knowledge is experiment!”

- William Blake, English poet and painter

General Course Requirements

1. Active Class Participation (40%)
2. Individual and Group Memoranda (20%)
3. Management Case (30%)
4. Examinations (10%)
5. Let us talk about it! (100%)

“Not everything that can be counted counts,

and not everything that counts can be counted!” - Albert Einstein

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Contact:
Ronnie V. Amorado, PhD
cyberron@pldtdsl.net
cybererron@yahoo.com
cybereinnor@gmail.com

Blog: cyberron.blogspot.com
Twit: cybereinnor
YM: cybererron
Skype: cybereinnor

Landline: 082-2994344
Mobile: 09174485473

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