CHAPTER VI
LEADING
LEADING is that management function which” involves
influencing others to engage in the work behaviors necessary
to reach organizational goals.” while leading refers to the
management function, leadership refers to the process.
HOW LEADERS INFLUENCE OTHERS
Engineer managers are expected to maintain
effective workforces. to be able to do so ,
they are required to perform leadership
roles. Leaders are said to be able to influence
others because of the power they possess.
power refers to the ability of a leader to
exert force on another.
BASES OF POWER
ORGANIZATIONAL POWER
Power in organization is usually the result of structural
characteristics. there is formal hierarchy of positions that differ in
the importance of the tasks to be performed.
Some positions also have access to more resources or are more
mission-critical to the organization. Power based upon
organizational relationship is vested in the position, not the
individual, and comes from both vertical and horizontal relationship.
Power is the potential ability to influence behavior ; to change th
course of events, to overcome resistance, and to get the people to
do the things they would not otherwise do.
SOURCES OF ORGANIZATIONAL POWER:
INTERPERSONAL
The power possessed by leaders may be
classified according to various bases. they are
as follows:
1. Legitimate power- a person who occupies a
higher position has legitimate power over
persons in lower positions within the
organization. A supervisor, for instance can
issue orders to the workers in his unit.
Compliance can be expected.
2. Reward power- when a person has the ability
to give rewards to anybody who follow orders
or requests, he is said to have a reward power .
Rewards may be classified into two forms:
a. material rewards refer to money or other
tangible benefits like cars, house and lot, etc.
b.psychic rewards consist of recognition,
praises, etc.
3.Coercive power - when a person compels another to
comply with orders with orders through threats or
punishment, he is said to possess coercive power.
Punishment may take the form of demotion,
dismissal, withholding of promotion, etc.
4.Referent power – when a person can get
compliance from another because the latter
would want to be identified with former.
An example of referent power is a manager who is
admired and respected by his subordinates and seen
as a role model.
5.Expert power – experts provide specialized
information regarding their specific lines of expertise.
This influence called expert power, is possessed by
people with great skills in technology.
THE NATURE OF LEADERSHIP
Leadership may be referred to as “ the
process of influencing and supporting others
to work enthusiastically toward achieving
objectives.” Leadership is expected of any
manager in-charge of any units or division.
TRAITS OF EFFECTIVE LEADER
There are certain leadership traits identified by researches and which may
be useful in developing effective leaders. These traits are as follows:
1. a high level of personal drive
2. the desire to lead
3. personal integrity
4. self-confidence
5. analytical ability or judgment
6. knowledge of the company , industry or technology
7. charisma
8. creativity
9. flexibility
LEADERSHIP SKILLS
Leaders need to have various skills to be effective.
they are :
1. Technical skills – these skills a leader must possess
to enable him to understand and make decisions
about work processes, activities and technology.
Technical skill is the specialized knowledge needed to
perform a job. The engineer manager of a construction
firm must have sufficient technical skill to install and
maintain electrical facilities and equipment.
2. Human skills- these skills refer to the ability
of a leader to deal with people, both inside and
outside the organization. Good leaders must
know how to get along with people, motivate
them, and inspire them.
A part from motivating, human skills include
coaching, communicating, morale building,
training, and development, help the
supportiveness, and delegating.
3. Conceptual skills – these skills refer to “the ability
to think in abstract terms, to see how parts fit
together to form a whole.” A very basic requirement
for effective implementation of what must be done.
A leader without sufficient conceptual skills will fail to
achieve this
LEADERSHIP STYLES
1. Directive leadership – where the leader focuses on
clear task assignments, standards of successful
performance, and work schedules.
2. Supportive leadership – where subordinates are
treated as equals in a friendly manner while striving
to improve their well-being.
3. Participative leadership – where the leader consults
with subordinates to seek their suggestions and then
seriously considers those suggestions when making
decisions.
4. Achievement-oriented leadership – where the leader
set challenging goals, emphasize excellence, and seek
continuous improvement while maintaining a high
degree of confidence that subordinates will meet
difficult challenges in a responsible manner.
BEHAVIORAL APPROACHES TO LEADERSHIP STYLES
There are several approaches used in classifying leadership
styles. They are as follows:
1. According to the ways leader approach people to motivate
them.
2. According to the way the leader uses power.
3. According to the leader’s orientation towards task and
people.
WAYS LEADERS APPROACH PEOPLE
There are two ways, a leader may approach people to motivate
them. they are:
1. Positive leadership. when leader’s approach emphasizes
rewards. the reard may be economic, like increase in monthly
salary, or it may be noneconomic like membership in an advisory
committee.
2. Negative leadership. When punishment is emphasized by the
leader. The punishment may take the form of reprimand,
suspension, or dismissal.
Leaders, sometimes, alternately use positive and negative
leadership depending on the characteristics of he individual
subordinates.
WAYS LEADERS USES POWER
Leadership styles also vary according to how power is used.
They are as follows:
1. Autocratic Leaders. leaders who make decisions
themselves, without consulting subordinates. motivation takes
the form of threats, punishment, and intimidation of all kinds.
2. Participative Leaders. when a leader openly invites his
subordinates to participate or share in decisions, policy-making
and operation methods.
3. Laissez-faire Leaders. Leaders who set objectives and
allow employees or subordinates relative freedom to do
whatever it takes to accomplish these objectives. They are also
referred to as Free-Rein leaders. This leadership style is most
applicable to certain organizations manned by professionals
like doctors and engineers.
THE DIFFERENCE BETWEEN
BOSS AND LEADER
A BOSS is an individual who is in charge of the
employees or an organization.
A LEADER is an individual who possesses the
ability to influence and inspire others , towards the
accomplishment of goals.
A BOSS manages their employees, while a LEADER
inspires them to innovate, think creatively and strive
for perfection.
COMPARATIVE CHART BETWEEN
A BOSS AND A LEADER
BOSS LEADER
Ruling mentality • Leading mentality
Drives employees Coaches employees
Depends on authority Depends on goodwill
Terrifies and instill fears to control Motivates, support and back them up
Says, “I” Says, “We”
Put blames on others Takes responsibility
Knows how it is done Shows how it is done
COMPARATIVE CHART
Uses people Develops people
Gives order and expect others to obey Open for discussion and any feedback
Says, “Go” Says, “Let’s go”
Takes all the credit Gives credit
Choose to stay behind the scene Takes initiative and watch over the job
Works with present Works with future
Take advantage of people Discover and develop people
THANK YOU FOR LISTENING
