LEADER·S MENTALITY

p Thinks, analyzes and evaluates RANK & FILE MENTALITY

p What is the problem? What can we do p Waits to be told to do one·s tasks.
about it.
p Who is to blame? Who is at fault?
p Acts & pro-acts
p Reacts
p Collects achievements and solutions
p Collects problem , complaints, and
p Complains quietly excuses

p Decisive p Complains loudly

p Thinker, doer, achiever p Wishy-washy

p Observes going the extra mile p Worrier

p Has perspective of an eagles; sees the p 8-5 mentality

forest
p Has a perspective of an ant; sees only
p Has organizational sensitivity the tree

p Concerned only with personal

accountabilities.
Successful Supervisors
p Remain positive under stress
p Take time to teach employees
p Build and maintain mutually rewarding
relationships with their employees.
p Learn to set reasonable and consistent
authority lines
p Learn to delegate
p Establish standards of high quality and
set good examples
p Work hard to become good
communicators.
p Build team effort to achieve high
productivity.
Failures
p Germit problems to get them down
p Rush instructions to employees &
then fail to follow up
p Insensitive to employees needs
p Interested in learning the basic
supervisory skills.
p Fail to understand that it is not what
a supervisor can do, but what
supervisors can get others to
accomplish.
p Let their status go to their heads
p Become either too authoritarian or
to lax.
¯ ugetting things done through the efforts of others.µ

¯ guiding human and physical resources into dynamic

organization units that attain their objectives to the satisfaction of
those served and with a high degree of morale and sense of
attainment on the part of those rendering the service.
Glanning Leading

Organizing Controlling
Glanning is a process by which supervisors look to the
future, establish objectives, and determine suitable courses of
actions before taking steps. It also means determining what
needs to be done, by when and by whom , to fulfill assigned
responsibilities.

Ñ Forecasting
Ñ Establishing objectives
Ñ Grogramming
Ñ Scheduling
Ñ Budgeting
Ñ Establishing procedures
Ñ Developing policies
Ñ Grovides direction

Ñ Reduces piece-meal decision making

Ñ Reveals future opportunities and threats

Ñ Facilitates control
 Contingency
Action Glans Glans
Glan on how to Glanning what to
achieve do if things don·t
objective work out

Objective
Desired accomplishments of the
organizations as a whole or part
Ñ It should be written

Ñ Measurable

Ñ Clear

Ñ Specific

Ñ Challenging but achievable

ÑDetermine what employees must do to meet
objectives.

ÑDefine level of acceptable quality and quantity of

work

ÑIdentify expectations for level of service, amount

of money spent , and other concerns

ÑMeasure department·s contribution to the

accomplishment of organization goals

Ñ Determine need for changes

A formal system for planning in which managers and
employees at all levels set objectives for what they are
to accomplish; their performance is then measured
against those objectives.
 Organization

Department Individual

Feedback
Ñ 0oost opportunities for interaction

Ñ Crystallize team·s effort purpose

Ñ Reward based on team results

Ñ Emphasize urgency of producing top-notch plans

Ñ Foster success

Ñ Able to come-up with creative plans

Ñ Gut a high on team membership

 Establishing Objectives

Analyze situation/create courses of

action

Determine alternative courses of

action

Evaluate alternatives

Choose and Implement Glan

Organizing is a process by which cooperative group
of people allocate its tasks among members, identifies
relationships, and integrates managerial activities and practices
and use resources toward common objectives.

Ñ Developing organization structure

Ñ Delegating

Ñ Establishing relationships
Myth 1: You can·t trust your employees to be responsible.

Myth 2: When you delegate, you lose control of a task and its outcome.

Myth 3: You are the only one who has all the answers.

Myth 4: You can do work faster by yourself

Myth 5: Delegation dilutes your authority.

 ë
 
 












   









  





  





 
    


DEnhance the quality of performance by
drawing out the expertise of employees.

D Free up time for supervisory tasks.

DImprove employee morale & performance

by empowering them to make decisions.

DGrovides employees a chance to develop

their skills & their values to the organization.
A uthority

R esponsibility

A ccountability
Follow up

Grant Authority

Create an obligation

Assign the work

Decide what work to delegate

 Tasks to
delegate
Detail work

Information gathering
Tasks not to delegate
Repetitive assignments Long-term vision & goals

Gerformance appraisals
Surrogate roles
Disciplining & Counseling
Future duties
Golitically sensitive situations

Confidential or sensitive assignments

Leading is a process of directing task-related activities of
organization members and influencing subordinates to take
effective action.

Ñ Decision ²making

Ñ Communicating

Ñ Motivating

Ñ Selecting people

Ñ Developing people
 Skills Requirement in Response to Various Roles
Human Relations Skillsè The ability to work with, understand and motivate people.

Roles: Leader; Coach/Counselor; Trainor ; Motivator; Disciplinarian; Team Builder;

Liaison Officer; and disturbance Handler

Conceptual Skillsè The mental ability to coordinate all the organization·s interest
and activities. It involves the ability to see the organization as whole, understand
the interrelation of its parts, understands how a change in one effects the whole.

Roles: Glanner ; Groblem Solver; Leader; Resource Allocator ; Organizer; Controller ;

Evaluator; and negotiator

Technical Skills: The ability to use knowledge, methods, techniques, and

equipment of a specialized field necessary for the satisfactory performance of a
particular task.

Roles: Technician; Controller ; Spokesman ; Disseminator ; Researcher / Analyst ;

Monitor Gerson ;
Skills Requirement at Different Management Levels

Top
Management

Middle
Management

First-Line
Management
 TRADITIONAL LEADERSHIG STYLES
Autocratic Style
D Highly directive, leader centered
D Uses power in bossing other people
around.
D Gives strict job instructions and
provides tight control
D Seldom explains decisions or seeks
opinions
Democratic Style
D Derives power from majority of the
group
D Group centered, decides after
soliciting group ideas
DGives workers chances in decision
making
D Exercises moderate control

Free Rein Style ( Laissez Faire )

D Seldom initiates new directions
D Individual centered, giving workers maximum
opportunity to make decisions.
D Grovides loose control
Situational Leadership
0y Kenneth 0lanchard & Gaul Hershey

6







  



   



 




 
 


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å  

  

2 Dimensions of Situational Leadership
TASK 0EHAVIOR RELATIONSHIG 0EHAVIOR
Extent to which leader engages Extent to which leader engages
in defining roles telling what, in two-way (multi-way)
how , when, where and if more communication, listening,
than one person, who is to do facilitating behaviors ,and socio-
what isè emotional support in

D Goal ² setting D Giving support

D Organizing D Communicating

D Establishing Time Lines D Facilitating Interactions

D Directing D Active Listening

D Controlling D Groviding Feedback

 Situational Leadership Model

High
Supporting Coaching
Relationship
0ehavior
(Amount of support
needed)

Delegating Directing
Low
High
 What is Task Maturity ?
|

 



   


  

     








 
    
 
    
  
 


   


 


Determinants of Employees· Maturity Level



 
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D 

 
   

 
  
 
D 
 


 
   

M 

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D   












D 

   
  
D 



  

   



 
Maturity Levels & Leadership Style Matching

Maturity Levels Description Leadership Style

M1 Low ability; Low S1 ² Directing
Low Competence motivation ; Unable and High Task / Low Relationship
unwilling or insecure Õ
 

 


Low Commitment
Low Ability; High S2 ² Coaching
M2 High Task / High Relationship
motivation; unable but
Some Competence 
 


willing or confident
Low Commitment
High Ability; Low S3 ² Supporting
M3 Low Task / High Relationship
motivation; able but
High Competence 
  
   
willing or insecure
Variable Commitment

S4 ² Delegating
M4 High Ability; High
motivation; Able and Low Task / Low Relationship
High Competence 
 

  
 
High Commitment willing or confident 
10 Great No-Cost Ways to Recognize Employees

DInteresting Work D Visibility

DTime Off D Information

DFeedback on Gerformance D Involvement

DIndependence D Celebrations

DFlexibility D Increased productivity

What Graises Can Do
D 0uild Confidence

D Increase security

D Sustain positive behavior

D Stimulate initiative

D Motivate Learning

D Grod individual to improve

D Generate goodwill
u
  
      
        
        

     

  

       
  

     

     

- Fulton Oursler
0 ehavior

E ffect

T hank
Controlling is a process of monitoring actual
organization activities, current and past performances, to ensure
conformity to planned activities , thereby correcting flaws and
guiding them toward pre-determined goals.

Ñ Establishing performance standards

Ñ Gerformance measuring

Ñ Gerformance Evaluating

ÑGerformance correcting
 Timeliness

Cost ² Effectiveness

Acceptability

Flexibility
 Establish Gerformance
Standards

Monitor
Gerformance

Fix Groblems with

process, behavior Meet
& standards NO Standards?

YES

The Control Grocess Reinforce Successes

D Critical Incidents

D Work Standards

D 360-degree Feedback

D Geer Review
 Gut the employee at ease

Review appraisal ratings and basis of ratings

Request and listen to employees feedback

Decide together how to solve problems identified

Sign appraisal form

Close on a positive note

What to monitor?

D Quality
When to monitor?
D Grogress

D Groduct is new
D Gerformance

D Employee is new
D0udget

D Interim Grogress
Various Ways of Monitoring
D Formalized tracking system
D Gersonal follow-ups
D Sampling
D Grogress Reports

Ways of Monitoring when

Results are unfavorable
D Counseling
D Rescinding authority
D Reassigning activities
 What is Disciplining ?
M


 
  





 
    
Guiding Grinciples in Disciplining

Gositive Discipline
Discipline designed to prevent problem behavior from beginning.

Self Discipline
This is the result of an effective program of
positive discipline, in which employees
voluntarily follow the rules and try to meet
performance standards.
 2 Grounds of Disciplining

Gerformance Misconduct
D Act immediately

D Focus on solving the problem at hand

D Keep emotions in check

D Administer discipline in private

D 0e consistent
 Verbal Written
Suspension Dismissal
Reminder Reminder
D Describe the unacceptable behavior

D Express the impact to the work unit

D Specify changes required

D Outline the consequences

D Gutting it all together

D Making a plan for improvement

0 ehavior

E ffect

E xpectation

R esult
Enduring criteria or standards people use
for evaluating what is wrong or right, evil
or good, inappropriate or appropriate.

Something ( principle or quality )

intrinsically valuable or desired

Batayan ng paghusga

Ginahahalagahan

Ginaninindigan
 Attitudes
A frame of mind affecting
one·s thoughts or behaviors

0ehavior
Values The manner in which one
acts or conducts himself

Habits
Behavior patterns acquired by
frequent repetition of psychological
exposure marked by regularity
Opportunity for man to express his talents
and abilities , share his resources, and
contribute to satisfy societal, organizational
and personal needs.
Family Oneself
Means of livelihood to support family and
D Opportunity for self-expression
love ones
DOpportunities for growth and personal
development
DApplication of knowledge and skills

Society Company
D Fruits of labor redound to common
Contributions towards effectiveness an
good of society.
productivity of the company.
D Contribution to nation building
D Do I look at work as the best opportunity to express myself and serve my
needs?

D Do I look forward to each day knowing that each day is a challenge, an

opportunity to contribute, an opportunity to serve?

DAm I aware that my contribution impacts to my work unit?

DAm I giving the best that I can in my work?

DAre my co-employees enriched by my presence?

D Is my boss satisfied with my performance?

D Is my boss happy with my presence?

D Do I foster teamwork in the group?

General beliefs , opinions,
attitudes about work and how
it should be done.
Self ² Management Values: The Self
6     
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Interpersonal Relations Values: The Self in relation to others that he

works with.
6   

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Organizational Sensitivity Values: The Self in relation to the

company that he works for.
6  $   #

 
%     
D Evaluation that individuals makes and customarily maintains in
regard to himself

D Gersonal judgment of one·s worthiness as a person, indicating

how he believes himself to be capable, significant, and
successful

D Conscious or unconscious perceptions and feelings about

ourselves with regard to our worth as a persons.
Self Image
Gerceptions and feelings about
our worth with respect to our
physical appearance and social
projections.
Self Confidence
Gerceptions and feelings about
our worth with respect to our
knowledge skills, and
capabilities.

Self Esteem
Gerceptions and feelings about
our capacity to love and be
loved in relation to ourselves
and others.
D ·ealousy
D Negative talk about self
D Experiencing guilt when thinking or indulging self
D Failure to give compliments
D Not taking own needs into account
D Not being assertive in asking for what one want
D Starving self of luxuries unnecessarily
D Failure to give attention
D Inability to receive and enjoy affection
D Criticism of others
D Comparison with others
D Constant poor health
D You find yourself acceptable in terms of wholesome self-esteem.
D You trust and believe in yourself.
D You have a self you are not ashamed to ubeµ and one you can
feel free to express creatively rather than to hide or cover up.
D You have a self that corresponds to reality so you can function in a
real world.
D You know yourself - your strengths and weaknesses ² and are
honest with yourself on both.
D Your self-image is a reasonable approximation of you ,neither more
nor less that what you are.
LANG u



Grevents individual from moving ahead, taking initiative , and succeeding; rein one·s
momentum of capability to achieve something.

0AKA u    


Guts a psychological barrier between a person and what he wants.

AKALA u
       


Express uncertainty ,assumption, or supposition that do not have empirical basis.

KASI u     
 


Conflict generating ; puts blame on others and gives rise to complaining ; does not
emphasize the need for self management.

SANA u   
  


Emphasizes regret of more wishful thinking, becomes deterrent to action.
D Look at one·s self introspectively

D Analyze one·s strengths and weaknesses

D Visualize how you want yourself to be

D Work on or train weaknesses

D Be self-directing

D Manage one·s personal lifestyle

a  

DGerceiving self and others accurately in ways that facilitate

communication, mutual understanding and cooperation.

DBeing sensitive to the needs of self and others

DBalancing positive regard for self and others

Gositive Regard for Others

Gositive Regard for the Self
Accepting one·s and
Accepting one·s self tolerating people as they
are
Being happy with one·s self
Being happy with one·s self
Believing in one·s worth
Believing in one·s worth
 I·m OK , You·re NOT OK.

I·m NOT OK, You·re OK

I·m NOT OK, You·re NOT OK

I·m OK , You·re OK
D Arrogant;  # 
 # D Õ 
  

D Flares up easily D +


     
     
 *

D 
   D $


&  #   

D '  ( #  



 D , 

 )
 !   

D
 
 ( 
 
  D  # 
#


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 *
D Õ

  

D   #
 

  
 

D Critical D   
Insultador   #

D Depressed D 6   #

palaging nagmumukmok   

D Lack of initiative D -


Walang kusang loob at hindi malikhain     

D Generates negative relationships D  


palaging negatibo ang relasyon sa iba 

D Unhappy D 
Laking malungkot   
 

D Snobbish D 

suplado   

D Always complains D  

mareklamo       

D Stressed D %  
bugnutin   
D Develop positive self-esteem

D Recognize the worth of others; develop sensitivity for other

people·s needs

D Develop u I·m OK, You·re OKµ psychological position

D Relate to others with mutual trust and respect

D Engage in regular communication

Usually during the fall season, geese can be seen heading south for the winter,
flying in a V formation.

You might be interested in knowing what science has discovered about why they
fly that way. It has been learned that as each bird flaps it wings, it creates an
uplift for the bird immediately following. By flying in a V formation , the whole
flock adds at least 71% flying range than if each bird flew on its own.

Geople who share a common direction and sense of community can get where
they are going quicker and easier , because they are traveling on the thrust of
one another.

Whenever a goose falls out of formation , it suddenly feels the drag and
resistance of trying to go alone , and quickly gets into formation to take
advantage of the lifting power of the bird immediately in front.

It we have as much sense as a goose, we will stay in formation with those who are
headed the same way we are going.
Tired, he rotates back in the wing and another goose flies point.

It pays to take turns doing hard jobs ---- with people or with geese flying
south.

The geese honk from behind to encourage those up front to keep up

their speed.

What do they say when we honk from behind?

Finally , when the goose gets sick or wounded by gun shots and falls
out, two geese fall out of formation and follow hip to help and protect
him until he is either able to fly or until he is dead, and they launch out
on their own or with another formation to catch up with the group.

If we have the sense of a goose, we will stand by each other like that.
An energetic group of people who are committed to
achieving common objectives , who work well
together and enjoy doing so, and who produce high
quality results.
 Goals
Roles
Grocedures
Relationships
D Develop loyalty and commitment to the organization

D Balance concern for personal and organizational interests

D Recognize one·s contribution to the organization

D Think uweµ and uusµ in the company

D Develop synergy - - - the product of the team is more than the

sum of individual contributions
Coming together is a beginning ;
Keeping together is progress;
Working together is success

Henry Ford