LEADERSHIP

AND
EMOTIONAL
INTELLIGENCE
(EI)

ROWAN L.
CELESTRA
EdDELM STUDENT
RESOURCE DEVELOPMENT AND MANAGEMENT
1ST SEM.S.Y.2015-2016

Before taking any

journey, it's important
to know where you've
been, where you are,
and which direction
you're going- unknown

Outline

Are Managers and

Leaders the Same?

Leadership as
Supervision
Inspirational Leadership
Dispersed Leadership:
Spreading Leadership
Throughout
theOrganization
Leading Ones Self
Contemporary Issues in
Leadership

Leadership

1. What isthedifference betweena

2.
3.
4.
5.
6.

managerand aleader?
Arethere specifictraits, behaviours, and
situations that affect how one leads?
How does aleader lead with vision?
Can aperson be an informal leader?
Whatisself-leadership?
What aresomeof thecontemporary
issues in leadership?

Leadership

The ability to influence a group

toward the achievement of goals.

Distinguishing Leadership
from Management
1. Formulates long-term objectives

1.

Engages in day-to-day caretaker

activities:
Maintains and
Management
allocates resources

2.

Exhibits supervisory behaviour:

Acts to make others maintain
standard job behaviour

3.

for reformingthe system: Plans

Leadership
strategy and tactics
2.

Administerssubsystemswithino
rganizations

Exhibits leading behaviour: Acts

to bring about change in others
congruent with long-term
objectives

3.

4.

Askshowand when to engage

in standard practice

Innovatesfortheentireorganiza
tion

4.

5.

Actswithinestablished cultureof
theorganization

Askswhatand why to change

standard practice

5.

6.

Usestransactional influence:
Inducescompliance in manifest
behaviour using rewards,
sanctions, and formal authority

Creates vision andmeaning for

the organization

6.

7.

Reliesoncontrol strategies to
getthingsdoneby subordinates

Uses transformational influence:

Induces change in values,
attitudes, and behaviour using
personal examples and expertise

7.

8.

Status quosupporter and

stabilizer

Usesempowering strategies to
make followers internalize values

8.

Status quo challenger and

changecreator

Distinguishing Leadership from Management

Management
1. Engages in day-to-

day caretaker
activities: Maintains
and allocates
resources

2. Exhibits supervisory
behaviour: Acts to
make others maintain
standard job
behaviour

Leadership
1. Formulates long-term

objectives for
reformingthe system:
Plans strategy and
tactics

2. Exhibits leading
behaviour: Acts to
bring about change in
others congruent with
long-term objectives

Distinguishing Leadership from Management

Management

3.Administerssubsystem
s
withinorganizations

4. Askshowand when
to engage in standard
practice

Leadership

3.Innovatesforth
e
entireorganization

4.Askswhatand
why to change
standard
practice

Distinguishing Leadership from Management

Management

Leadership

5.Actswithinestablis
hed cultureof
theorganization
6.Usestransactional
influence:
Inducescomplianc
e in manifest
behaviour using
rewards,
sanctions, and
formal authority

5.Creates vision
andmeaning for
the organization
6. Uses
transformational
influence: Induces
change in values,
attitudes, and
behaviour using
personal examples
and expertise

Distinguishing Leadership from Management

Management

Leadership

7.Reliesoncontrol
strategies to
getthingsdoneby
subordinates

7.Usesempowering
strategies to make
followers
internalize values

8.Status
quosupporter and
stabilizer

8. Status quo
challenger and
changecreator

Leadership as Supervision
Three general questions:
1. Is there a particular set of traits that all

leaders have, making them different from

non-leaders?
2. Are there particular behaviours that make
forbetter leaders?
3. How much impact does the situation have on
leaders?

Trait Theories
Traits are characteristics of the person:
Physical characteristics
Abilities
Personality traits

Traits consistently associated with leadership:

Ambition and energy
The desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge

Emotional Intelligence and Leadership

EI is the best predictor of whowill emerge

as a leader.
IQ and technical skills are threshold
capabilities.
Theyre necessary but not sufficient
requirements forleadership.

Leaders need self-awareness, selfmanagement, self-motivation, empathy,

and social skills to become a
starperformer.
These are the components of EI.

What CEOs Identify as Key Leadership Traits

CEOs Rating It Most
Important (%)

Quality
Communication skills
Ability to motivate
people
52
Honesty
47
Ability to listen
34
Team-building
25
expertise
24
Analytical skills
Source:
Aggressiveness
inby American Express for 19
Survey conducted
the National
Quality
Institute. Reported in R. Nutt, Survey Finds10
Leadership
business
Key, Vancouver Sun , June 1, 2000, p. D6.

Leader Attributes Universally

Liked

Leader Attributes Universally

Disliked

Trustworthy
Dynamic
Motive arouser
Decisive
Intelligent
Dependable
Plans ahead
Excellence oriented
Team builder
Encouraging

Not cooperative
Irritable
Egocentric
Dictatorial
Loner/self-centered

Behavioural Theories of Leadership

Propose that specific behaviours

differentiate leaders from nonleaders
Initiating structure
E.g., task orientation, work
orientation, production orientation
Consideration
Employee needs and concerns

Research Findings for Behavioural Theories

When subordinates experience a

lot of pressure because

ofdeadlines or unclear tasks,
leaders who are people oriented
will increase employee
satisfaction and performance.

Research Findings for Behavioural Theories

When the task is interesting or

satisfying, there is less need

forleaders to be people
oriented.

Research Findings for Behavioural Theories

When its clear how to perform

the task and what the goals are,

leaders who are people oriented
will increase employee
satisfaction, while those who are
task oriented will increase
dissatisfaction.

Research Findings for Behavioural Theories

When people dont know what to

do, or individuals dont have the

knowledge or skills to do the job,
its more important for leaders
tobe production oriented than
people oriented

Contingency or Situational Leadership Theories

Stress the importance of considering

the context when

examiningleadership.
Fiedler Contingency Model
Hersey and Blanchards Situational
Theory
Path-Goal Theory
Substitutes for Leadership

Fiedler Contingency Model

Effective group performance

depends upon the propermatch

between the leaders style and the
degree to which the situation gives
control to the leader

Fiedler Contingency Model

Least preferred co-worker

LPC)questionnaire determined
whether individuals were primarily
interested in:
good personal relations with co-workers,
and thus relationship oriented, or
productivity, and thus task oriented.

Fiedler Contingency Model

Fiedlers contingency situations:
Leader-member relations
Degree of confidence, trust, and respect members
haveforleader.

Task structure
Degree to which jobs are structured.

Position power
Degree to which leader has control over power:
hiring, firing, discipline, promotions, salary.

Fiedler assumed that an individuals leadership

style is fixed.

Hersey and Blanchards Situational Theory

Follower: unable andunwilling

Leader: needs to give clear and specific directions.

Follower: unable but willing

Leader: needs to display high task orientation and

high relationship orientation.

Follower: able but unwilling

Leader: needs to use a supportive andparticipative

style.

Follower: both able and willing

Leader: a laissez-faire approach will work.

Path-Goal Theory of Leadership

A theory that says its the leaders

job to assist followers in reaching

their goals and to provide the
necessary direction and/or support to
ensure that their individual goals are
compatible with the overall goals.

Path-Goal Guidelines to Be An Effective Leader

Determine the outcomes subordinates want.

e.g., good pay, job security, interesting work, and

autonomy to do ones job, etc.

Reward individuals with their desired outcomes

whentheyperform well.
Be clear with expectations.
Let individuals know what they need to do to receive

rewards(the path to the goal).

Remove barriers that prevent high performance.
Express confidence that individuals have the ability to
perform well.

Path-Goal Leadership Styles

Directive
Informs subordinates of expectations, gives guidance,

shows how to do tasks.

Supportive
Friendly and approachable, shows concern forstatus,

well-being, and needs of subordinates.

Participative
Consults with subordinates, solicits suggestions, takes

suggestions into consideration.

Achievement-oriented
Sets challenging goals, expects subordinates to perform

at highest level, continuously seeks improvement

inperformance, has confidence in highest motivations
ofemployees.

Can You Be a Better Follower?

Ineffective followers may be more ofa

handicap to an organization than

ineffective leaders.
What qualities do effective followers
have?
They manage themselves well.
They are committed to a purpose outside

themselves.
They build their competence and focus their
efforts formaximum impact.
They are courageous, honest, and credible.

 Imagination is more important

than knowledge. For knowledge is

limited to all we now know and
understand, while imagination
embraces the entire world, and all
there ever will be to know and
understand.
Albert Einstein

THANK YOU!