Org Man Module 6 Leading

Organization and Management Governor Pack Road, Baguio City, Philippines 2600 Tel. Nos.: (+6374) 442-3316, 442-8220; 444-2786; 442-2564; 442-8219; 442-8256; Fax No.: 442-6268 Email: [email protected]; Website: www.uc-bcf.edu.ph

MODULE 6 – Org Man

Grade Level/Section: Grade 11-ABM Subject Teacher:

Functions of Management: Leading Learning Objectives: At the end of the lesson, the student should be able to: a. b. c. d. e.

Define Leading; Explain the relationship of motivation in leading; Discuss the different motivation theories; Differentiate formal from informal leadership; and Identify leadership theories;

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.” – Vince Lombardi Leading, as a management function, combines directing and leadership. Directing is the process by which managers instruct, guide, and monitor the performance of employees. Directing entails imposing protocols and measures that must be followed by the members of the organization, setting the overall tone that defines coordination and cooperation within the company. On the other hand, Leadership refers to the process of social influence that enables a person to encourage others and enlist their aid and support in the performance of tasks and in achieving a particular goal. Leadership is not primarily based on power and authority but is a product of social interaction and defined by personal characteristics such as charisma, intelligence, and other traits. As a leader, it is imperative to be able to motivate the team members on executing their tasks because a person’s performance in work and other tasks is defined by both ability and motivation. Motivation refers the psychological process of directing behaviour. It determines the willingness of a person to use his or her ability to the utmost in performing a task. In order to motivate, one must understand the motivational process:

•Primary-biological needs •Secondary- social needs •Internal-personal drive •External- environment

BEHAVIOR •searches for ways to fulfil needs •selects ways to fulfil needs •performs to satisfy

MOTIVE

•achieves goals •receives feedback

GOAL

Illustration 1: Motivational Process Page 2 of 7

Organization and Management Governor Pack Road, Baguio City, Philippines 2600 Tel. Nos.: (+6374) 442-3316, 442-8220; 444-2786; 442-2564; 442-8219; 442-8256; Fax No.: 442-6268 Email: [email protected]; Website: www.uc-bcf.edu.ph

MODULE 6 – Org Man

Grade Level/Section: Grade 11-ABM Subject Teacher:

Theories of Motivation 1. Maslow’s Hierarchy of Needs- Maslow’s theory assumes that the lower-level needs should be satisfied first to enable a person to address his or her higher level needs.

Illustration 2: Maslow’s Hierarchy of Needs 2. Alderfer’s ERG Theory- Though it is primarily based on Maslow’s Hierarchy of needs, Alderfer’s theory does not require that lower-level needs be satisfied before the higher-level ones. The ERG theory states that a person can satisfy needs from several levels at the same time. In this theory, Alderfer acknowledges that a person’s prioritization on his or her needs may change over time.

Illustration 3: ERG Theory 3. McClelland’s Learned Needs Theory/ Achievement Motivation Theory- Human behaviour is defined by three motivators which are learned and shaped by a person’s life experiences. These learned needs are achievement, affiliation, and power. People with high need for achievement have a strong desire to accomplish challenging goals and gain achievement in their profession. These people tend to avoid low-risk situations because they consider success in these situations as too easy and could not be considered an achievement. Those with high need for achievement also want feedback on the progress of their work and prefer to work alone or in the company of high achievers. People with high need for affiliation prefer to be in the company of other people. They choose to collaborate rather than to compete to avoid internal conflicts. They are most effective as customer service providers and in jobs that require social interaction. These people will not be objective in handling employees. Page 3 of 7

Organization and Management Governor Pack Road, Baguio City, Philippines 2600 Tel. Nos.: (+6374) 442-3316, 442-8220; 444-2786; 442-2564; 442-8219; 442-8256; Fax No.: 442-6268 Email: [email protected]; Website: www.uc-bcf.edu.ph

MODULE 6 – Org Man

Grade Level/Section: Grade 11-ABM Subject Teacher:

People with high need for power want to control and influence others. They want their ideas to prevail in a discussion and often tend to dominate in a group. They are competitive and very particular with status and recognition. However, they can help in building commitment and compliance among employees though these types of people are tend to be inflexible. 4. Herzberg’s Two factor theory- employee satisfaction is defined by motivators and hygiene.

Illustration 4: Herzberg’s two factor theory Types of Leader base in the source of power: 1. Formal leaders are formally appointed or elected to direct and control the activities of the subordinates. He is a person created by the formal structure, enjoys organizational authority and is accountable to those who have elected him in a formal way. The formal leader has a two-fold responsibility. On the one hand, he has to fulfil the demands of the organization, while on the other he is also supposed to help, guide and direct his subordinates in satisfying their needs and aspirations. The authority that this kind of leader possesses is called position power which is based on a manager’s official status in the organization’s hierarchy of authority. Sources of position power: a. Reward power- their capability to offer something of value. b. Coercive power- their capability to punish or withhold positive outcomes. c. Legitimate power- organizational position or status confers the right to control those in subordinate positions. 2. Informal leaders are not formally recognized. They derive authority from the people who are under their influence. In any organization we can always find some persons who command respect and who are approached to help, guide and protect the informal leaders have only one task to perform, i.e., to help their followers in achieving their individual and group goals. Informal leaders are created to satisfy those needs which are not satisfied by the formal leaders. An organization can make effective use of informal leaders to strengthen the formal leadership. The source of power of this type of leader is called personal power which is based on the unique personal qualities that a person brings to the leadership situation. Page 4 of 7

Organization and Management Governor Pack Road, Baguio City, Philippines 2600 Tel. Nos.: (+6374) 442-3316, 442-8220; 444-2786; 442-2564; 442-8219; 442-8256; Fax No.: 442-6268 Email: [email protected]; Website: www.uc-bcf.edu.ph

MODULE 6 – Org Man

Grade Level/Section: Grade 11-ABM Subject Teacher:

Sources of personal power: a. Expert power is the capacity to influence others because of one’s knowledge and skills. b. Referent power is the capacity to influence others because they admire you and want to identify positively with you. Leadership Functions: 1. Setting Goals: A leader is expected to perform creative function of laying out goals and policies to persuade the subordinates to work with zeal and confidence. 2. Organizing: A leader has to create and shape the organization on scientific lines by assigning roles appropriate to individual abilities with the view to make its various components to operate sensitively towards the achievement of enterprise goals. 3. Initiating Action: A leader has to take the initiative in all matters of interest to the group. He should not depend upon others for decision and judgment. He should float new ideas and his decisions should reflect original thinking. 4. Coordination: A leader has to reconcile the interests of the individual members of the group with that of the organization. He has to ensure voluntary co-operation from the group in realizing the common objectives. 5. Direction and Motivation: A leader is to guide and direct his group and motivate people to do their best in the achievement of desired goals, he should build up confidence and zeal in the work group. 6. Link between Management and Workers: A leader works as a necessary link between the management and the workers. He interprets the policies and programs of the management to his subordinates and represents the subordinates’ interests before the management. He can prove effective only when he can act as the true guardian of the interests of his subordinates. The Leadership Theories: 1. Early Leadership Theories a. Trait Theory- a theory based on leader traits or personal characteristics that differentiate leaders from followers (leaders are born) The trait theorists have identified a list of primary traits a leader should possess: (1) Intellectual breadth A leader should be intelligent enough of understanding the context and contents of his position and function. He should be able to grasp the dynamics of environmental variables, both internal as well as external, which affect the activities of the enterprise. He should also have technical competence and sound general knowledge. (2) Ability to admit error A leader does not cover up his or her mistakes, and takes responsibility for them. Page 5 of 7

Organization and Management Governor Pack Road, Baguio City, Philippines 2600 Tel. Nos.: (+6374) 442-3316, 442-8220; 444-2786; 442-2564; 442-8219; 442-8256; Fax No.: 442-6268 Email: [email protected]; Website: www.uc-bcf.edu.ph

MODULE 6 – Org Man

Grade Level/Section: Grade 11-ABM Subject Teacher:

(3) Emotional Stability A leader is calm and confident during stressful times. (4) Good interpersonal skills A leader is bros-minded and is knowledgeable about wide range of areas. b. Behavioral Theory - a theory that focuses on the behavior, action, conduct, demeanor, or deportment of a leader instead of his or her own personality traits (leaders are made). Under this approach leadership is described as what leaders do instead of what they are. This theory states that a leader to be effective should perform his function in such a way that will enable the group to attain its goals. 2. Contemporary Leadership Theories (Contingency Theories) a. Fiedler Model - a theory based on the assumption that a leader’s effectiveness is dependent on the extent to which a leader’s style is fitted to actual situations in the organization’s internal and external environment. Here, situational control is also exhibited.

b. Hersey-Blanchard Model - a theory proposed by Paul Hersey and Ken Blanchard that focuses on subordinates’ readiness or the extent to which subordinates have the ability and willingness to accomplish a specific work assignment c. Path-Goal Theory - a theory developed by Robert House which states that the leader’s task is to lead his followers in achieving their goals by providing them direction needed in order to ensure compatibility of these said goals with the organization’s overall goals 3. Modern Leadership Theories a. Transactional-Transformational Leadership Model: Transactional Leadership - a model where leaders lead subordinates by merely using social exchanges (or transactions) and by offering rewards in exchange for their productivity Transformational Leadership - a model where leaders inspire or transform followers to achieve extraordinary outcomes b. Charismatic-Visionary Leadership: Charismatic Leadership - leaders who are charismatic (self-confident, enthusiastic, and sensitive to environmental constraints and subordinate needs) are able to influence followers and/or subordinates Visionary Leadership - leaders are able to make their subordinates follow because of their ability to create and articulate a realistic, credible, and attractive vision that may improve present conditions or circumstances c. Team Leadership and Servant Leadership: Team Leadership - highlights the significance of team contexts in leadership where leaders have skills like information sharing, trust building, and empowerment Page 6 of 7

Organization and Management Governor Pack Road, Baguio City, Philippines 2600 Tel. Nos.: (+6374) 442-3316, 442-8220; 444-2786; 442-2564; 442-8219; 442-8256; Fax No.: 442-6268 Email: [email protected]; Website: www.uc-bcf.edu.ph

MODULE 6 – Org Man

Grade Level/Section: Grade 11-ABM Subject Teacher:

Servant Leadership - serving others before the self; focuses on the commitment to the growth of people, community building, empathy, and stewardship of resources Classical/ Participative Leadership Styles: 1. Autocratic style - Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion. 2. Laissez-faire style - Shows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude. 3. Democratic style - Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies.

REFERENCES Cabrera, H.M.F. (2015). Organization and Management. Quezon City: Vibal Group, Inc. De Guzman, R.S. (2018). Introduction to Management. Baguio: University of the Philippines Stevenson, W.J. (2010). Operations Management. Singapore: McGraw-Hill Companies, Inc. Kinicki, A. & Wliliams, B.(2009). Management. New York: McGraw-Hill/Irwin. Schermerhorn, J. (2010). Introduction to Management Payos, et al( 2016). Organization and Management. Rexetore. Stevenson, W.J. (2010). Operations Management. Singapore: McGraw-Hill Companies, Inc.

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