LEADERSHIP & MANAGEMENT

WITH SYSTEM ANALYSIS

POWER
VS.
AUTHORITY
IN LEADERSHIP
 POWER
Is the ability or capacity to influence others
to do something they would not otherwise
do or to influence the behavior of others.
The ability to command or apply force
The extent to which an individual is able to
influence others so that they respond to
orders.
 AUTHORITY

The right to perform or command or issue

directives and expend resources.
Exists in the formal organization because
it stems from the position created by the
organization.
The amount of authority that a manager
can exercise depends on the amount of
coercive, reward legitimate power that the
manager can exert in a certain position.
 FRENCH & RAVEN’S
FIVE SOURCES OF POWER

1. Legitimate Power – based on an

individual’s position in the organization
& the authority granted to it.
2. Reward Power – comes from the ability
& authority of one individual to provide
rewards, either intrinsic or extrinsic, for
compliance with this individual’s wishes.
3. Coercive Power – comes from the
authority to punish or recommend
punishments. Based on fear.
4. Expert Power – is based on special
skill, expertise or knowledge that a
particular individual possesses.
5. Referent Power – results from
characteristics that command subordinates’
identification with, respect & admiration
for, & desire to emulate the leader.
 MANAGEMENT GURUS ON
LEADERSHIP
PETER F. DRUCKER
 No substitute for leadership.
 Management cannot create leaders.
 Management can only create the conditions
under which potential leadership qualities
become effective; or it can stifle potential
leadership.
 Leadership requires aptitude.
 Leadership requires basic attitude.
 No such thing as “leadership traits” or
“leadership characteristics.”
 Some people are better leaders than
others.
 The leaders who work most effectively,
never say “I” they think “We” they think
“team”.
 Basic Competence of a Leader

The willingness, ability and self-discipline to

listen.
The willingness to communicate, to make
yourself understood.
The willingness to realize how unimportant
you are compared to the task.
 JOHN P. KOTTER

Leadership produces change.

Leadership sets direction that produce change.
Direction setting is never the same as planning
or long-term planning.
Leadership with in a complex organization
achieves direction setting through three sub-
processes
( establishing direction, aligning people, and
motivating & inspiring.)
 DOUGLAS McGREGOR

Four major variables now known to be involved in

leadership.
1. The characteristics of the leaders.
2. The attitudes, needs, and other personal
characteristics of the followers.
3. Characteristics of the organization, such as its
purpose, its structures, the nature of the tasks to
be performed
4. The social , economic, & political milieu.
 Personal characteristics required for
effective performance as a leader vary
depending on the other factors.
 Leadership is not a property of the
individual, but a complex relationship among
these variables.
 Leadership is a relationship between the
leader & the situation rather than as a
universal pattern of characteristics
possessed by certain people.
 TOM PETERS & ROBERT H.
WATERMAN
 Leadership is many things.
 It is patient, usually boring coalition building.
 Its being visible when things are going awry
and invisible when they are working well.
 Its building a loyal team at the top that speaks
more or less with one voice.
 It is listening carefully much of the time,
frequently speaking with encouragement, and
reinforcing words with believable actions.
 TOM PETERS

 The most effective leaders, political or

corporate, empower others to act - &
grow- in support of a cause that both
leaders & followers find worthy.
 The leader’s job is at once to articulate the
empowering vision & to stay in touch with
followers to ensure that he or she is in tune
with the needs of the real world where the
vision is implemented.
 Effective leaders do not induce narrow
obedience to a precise objective among
followers.
 To the contrary, powerful leaders make
followers more powerful in pursuit of a
commonly held dream, jointly defined.
 EMMANUEL T. SANTOS

7 C’s of Leadership
1. Competence
2. Character
3. Commitment
4. Communication
5. Capacity for Listening
6. Capability for leadership presence
7. Charisma & Passion
 JOHN HARVEY-JONES

 The aim of business leader must be to be the best.

 In a cycle of reinforcement, the best people wish to
join the best companies.
 The best companies are able more readily to make
alliances or purchase technology or be welcomed
into countries other than their own, or obtain
financial consideration from banks or shareholders,
or escape some of the more scathing criticisms
which can be so damaging to a company.
 WARREN BENNIS

 Leadership is to create a compelling vision & to

translate it into action & sustain it.

BASIC REASONS WHY LEADERS ARE IMPORTANT:

1. They are responsible for the effectiveness of the
organization.
2. The change and upheaval of the past years has left us
with no place to hide. We need anchors in our lives, a
guiding purpose. Leaders fill that need.
3. There is pervasive national concern about the integrity
of our institution.
 The four common abilities of leaders:

1. Management of attention
2. Management of meaning
3. Management of trust
4. Management of self

The basic ingredients of leaderships are:

• Guiding vision
• Passion
• Integrity
• Curiosity
• Daring
 JOHN ADAIR

List of leadership functions

* Planning
* Controlling
* Supporting
* Informing
* Evaluating
 PETER M. SENGE

- Our traditional view of leaders – as special

people who set the direction, make the key
decisions & energize the troops – are deeply
rooted in an individualistic & non-systematic
world. Especially in the West, leaders are
heroes-great men ( and occasionally
women) who ‘rise to the fore’.5
 THANK YOU FOR
LISTENING!

MARISSA B. MIRANDA
REPORTER