You are on page 1of 14

The Nature of Leadership

PADILLA, Juan Carlo A.


BSEnM-1B
LEADERSHIP
 Is defined as a process by which an individual
influences a group of individual to achieve
common goal.
TRAIT APPROACHES TO
LEADERSHIP
 Attempted to identify stable and enduring
character traits that differentiated effective
leaders from non leadership
BEHAVIORAL APROACHES TO
LEADERSHIP
 Tried to identify behaviors that
differentiated effective leaders from non
leaders
 The behavioral approach to the study of
leadership included the Michigan Studies,
Ohio Studies and Leadership Grid
MICHIGAN STUDIES
◦ It is a program of research conducted at
the University of Michigan.The goal of this
work was to determine the pattern of
leadership behaviors that results in effective
group performance
 It defined job centered and employee
centered leadership as opposite ends of a
single leadership dimension
MICHIGAN STUDIES
Job centered leadership –paying close attention
to the work of subordinates explaining work
procedures and demonstrating a stronginterest
in performance
Employee centered leader behavior-involves
attempting to build effective work group with
high performance goals
OHIO STATE LEADERSHIP
STUDIES
Were a program of research conducted at
Ohio State University
Defined leader consideration and initiating
structure behavior as independent
dimensions of leadership
OHIO STATE STUDIES
 Consideration Behavior- involves being
concerned with subordinate’s ideas
 Initiating-structure behavior- involves
clearly defining the leader-subordinates
roles so that subordinates know what is
expected of them
LEADERSHIP GRID
 Provides a means evaluating leadership
styles and then training managers to move
toward an ideal behavior
 The grid show two dimensions : namely,
Concern for production and Concern for
people
Leadership
Grid
LEADERSHIP GRID
 1.1 Managerial Style-who exhibited
minimal concern for both people and
production
 9.1 Managerial Style-who is highly
concerned about production and a low
concern for the people
 1.9 Managerial Styles-who is highly
concerned for people and a low concern
for production
LEADERSHIP GRID
 5.5 Managerial Style-who maintains
adequate concern for both people and
production
 9.9 Managerial Style-who exhibits the
highest degree of concern for both people
and production
EMERGENCE OF SITUATIONAL
LEADERSHIP MODELS
EMERGENCE OF SITUATIONAL
LEADERSHIP MODELS
 The concept of leadership continuum was
developed by Robert Tannenbaum and
Warren Schmid
 Leadership style can be placed along a
continuum ranging from one that is boss
centered to one that is subordinate centered.
The points among the continuum show the
relationship between use of power and
authority of the leaderand the extent of
participation by followers in decision making