Hbo leadership

EULOGIO “AMANG” RODRIGUEZ INSTITUTE OF SCIENCE AND TECHNOLOGY (EARIST)

TOPIC: LEADERSHIP

JANET ESPORLAS LINQUICO

Master of Arts in Education Admin and Supervision

L E A D E R S A R E C A L L E D T O S T A N D I N T H A T L O N E L Y P L A C E B E T W E E N N O L O N G E R A N D T H E N O T Y E T A N D

I N T E N T I O N A L L Y M A K E D E C I S I O N S T H A T W I L L B I N D , F O R G E , M O V E A N D C R E A T E H I S T O R Y .

W E A R E N O T C A L L E D T O B E P O P U L A R , W E A R E N O T C A L L E D T O B E S A F E , W E A R E N O T C A L L E D T O F O L L O W , W E A R E T H E

O N E S C A L L E D T O T A K E R I S K S , W E A R E T H E O N E S C A L L E D T O C H A N G E A T T I T U D E S ; T O R I S K D I S P L E A S U R E S W E A R E T H E O N E S C A L L E D T O G A M B L E O U R L I V E S , F O R A B E T T E R

W O R L D

M A R Y L O U A N D E R S O N , A P R I L 1 9 7 0

Leadership

LEAD

To guide or conduct by showing the way

To direct and govern

To show the method of attaining an objective

To entice, allure, induce, influence

To go before and show the way

LEADER

One who leads or conducts

A guide or point of reference

LEADERSHIP

The position, office, term, or function of a leader

The capacity to be a leader

The ability to lead

The act or instance of leading

The "people side" of the job

MANAGE

To handle

To have under control

To conduct, carry on, guide

To move or use in the desired manner

To be cautious and use good judgment with people

To be concerned with all aspects of the organization

MANAGER

The one who manages

The one who has the guidance or direction over everything

The one who is at the head of an undertaking

MANAGEMENT

The act, manner, or practice of managing, handling, directing, or controlling something

The person/persons who manage a place, business, establishment, organization, or institution

Skill in managing

Executive ability

The technical/academic side of being a teacher or administrator

Managers involves power by position.

Leaders involves power by influence.

Abraham Zaleznik (1977)

leaders as inspiring visionaries, concerned about substance

managers he views as planners who have concerns with process

Warren Bennis (1989)

Managers administer, leaders innovate

Managers ask how and when, leaders ask what and why

Managers focus on systems, leaders focus on people

Managers do things right, leaders do the right things

Managers maintain, leaders develop

Managers rely on control, leaders inspire trust

Managers have a short-term perspective, leaders have a longer-term perspective

Managers accept the status-quo, leaders challenge the status-quo

Managers have an eye on the bottom line, leaders have an eye on the horizon

Managers imitate, leaders originate

Managers emulate the classic good soldier, leaders are their own person

Managers copy, leaders show originality

Paul Birch (1999)

managers concerned themselves with tasks

leaders concerned themselves with people

Bruce Lynn

A Leader optimizes upside opportunity

Manager minimizes downside risk.

PATRICIA PITCHER (1994)

Three Types of Leaders

1. Artists – imaginative, inspiring, visionary, entrepreneurial, intuitive, daring, emotional

2. Craftsmen – well-balanced, steady, reasonable, sensible, predictable

3. Technocrats – cerebral, detail-oriented, fast, uncomprising, hard-headed

•DEFINED AS A PROCESS OF INFLUENCING THE ACTIVITIES OF FORMAL AND INFORMAL WORK GROUPS IN THEIR TASKS OF GOAL SETTING AND GOAL ACHIEVEMENT.

•IT IS THE ART OR PROCESS OF INFLUENCING PEOPLE SO THAT THEY WILL STRIVE WILLINGLY AND ENTHUSIASTICALLY TOWARD TO ATTAINMENT OF GROUP GOALS.

•IT IS COORDINATING AND MOTIVATING INDIVIDUALS AND GROUPS TO ACHIEVE DESIRED ENDS

LEADERSHIP

LEADERSHIP IS THE BEHAVIOR OF AN INDIVIDUAL WHEN HE IS

DIRECTING THE ACTIVITIES OF A GROUP TOWARD A SHARED

GOAL.

Hemphill and Coons, 1967

LEADERSHIP IS INTERPERSONAL INFLUENCE, EXERCISED IN A

SITUATION AND DIRECTED, THROUGH THE COMMUNICATION

PROCESS, TOWARD THE ATTAINMENT OF A SPECIAL GOAL OR GOALS.

Tannenbaum, Wesler & Massrik, 1967

LEADERSHIP IS INITIATION AND MAINTENANCE OF STRUCTURE IN EXPECTATION AND INTERACTION.

Stogdill, 1974

LEADERSHIP IS AN INTERACTION BETWEEN PERSONS IN WHICH ONE

PRESENTS INFORMATION OF A SORT AND IN SUCH A MANNER THAT THE OTHER BECOMES CONVINCED THAT HIS OUTCOMES WILL BE IMPROVED

IF HE BEHAVES IN THE MANNER SUGGESTED OR DESIRED.

Jacobs, 1970

LEADERSHIP IS A PARTICULAR TYPE OF POWER RELATIONSHIP CHARACTERIZED BY

A GROUP MEMBER’S PERCEPTION THAT ANOTHER GROUP MEMBER HAS THE RIGHT

TO PRESCRIBE BEHAVIOR PATTERNS FOR THE FORMER REGARDING HIS ACTIVITY AS

A GROUP MEMBER.

Janda, 1987

LEADERSHIP IS AN INFLUENCE PROCESS WHEREBY O’S ACTION

CHANGED P’S BEHAVIOR AND P VIEW THE INFLUENCE ATTEMPT AS BEING

LEGITIMATE AND THE CHANGE AS BEING CONSISTENT WITH P’S GOAL.

Kochan, Schmit & Coties, 1975

LEADERSHIP IS THE INFLUENTIAL INCREMENT OVER

AND ABOVE MECHANICAL COMPLIANCE WITH THE

ROUTINE DIRECTIVES OF THE ORGANIZATION.

Katz, & Khan, 1978

1 . LEADERSHIP INVOLVES THE MOST VITAL RESOURCES OF ANY ORGANIZATION THE PEOPLE.

2 . POWER DISTRIBUTION BETWEEN LEADERS AND GROUP MEMBERS IS UNEQUAL.

3 . LEADERSHIP INVOLVES THE USE OF DIFFERENT FORMS OF POWER TO INFLUENCE THE BEHAVIOR OF FOLLOWERS.

4 . LEADERSHIP IS ABOUT VALUES.

Leadership Effectiveness

1. THE ABILITY TO USE POWER EFFECTIVELY AND IN A RESPONSIBLE MANNER.

2. THE ABILITY TO COMPREHEND THAT HUMAN BEINGS HAVE DIFFERENT MOTIVATION FORCES AT DIFFERENT TIMES AND IN DIFFERENT SITUATIONS.

3. THE ABILITY TO INSPIRE

Dimensions of Leadership Behavior

TRAIT THEORY – THE LEADER IS CONCEIVED TO BE A “GREAT MAN” WHOSE SUPERIOR ENDOWMENTS INDUCE OTHERS TO FOLLOW HIM.ENVIRONMENT THEORY - IT EXPLAINS LEADERSHIP ON THE BASIS OF SITUATIONS AND CRISES THAT PROVIDES OPPORTUNITIES FOR THE PEOPLE.PERSONAL -ENVIRONMENTAL THEORY –MAINTAINS THAT CHARACTERISTICS OF A LEADER, THE FOLLOWERS AND THE SITUATIONS THAT INTERACT DETERMINE WHO WILL BE THE LEADER.

Theories of Leadership

E X C H A N G E T H E O R Y – I T S U G G E S T T H A T G R O U P I N T E R A C T I O N R E P R E S E N T S A N E X C H A N G E P R O C E S S I N W H I C H L E A D E R S H I P I S C O N F E R R E D U P O N T H E M E M B E R W H O S E E F F O R T S A P P E A R S M O R E L I K E L Y T O R E W A R D O T H E R M E M B E R S F O R T H E I R E F F O R T O N B E H A L F O F T H E G R O U P .

H U M A N I S T I C T H E O R Y – I T I S B A S E D O N T H E H Y P O T H E S I S T H A T G R O U P S W I L L B E M O R E E F F E C T I V E A N D M E M B E R S W I L L B E B E T T E R S A T I S F I E D W H E N T H E L E A D E R A L L O W S F O L L O W E R S F R E E D O M T O S A T I S F Y T H E I R N E E D S F O R A C H I E V E M E N T A N D S E L F -A C T U A L I Z A T I O N .


EXCEPTIONAL THEORY – IT MAINTAINS THAT LEADERSHIP IS MOST LIKELY TO BE ACHIEVED BY THE MEMBER WHO SUCCEEDS IN INITIATING AND RE-ENFORCING THE EXPECTATIONS THAT HE WILL MAINTAIN THE ROLE OF STRUCTURE AND GOAL DIRECTION OF THE GROUP.

CONTINGENCY THEORY – IT PROPOSES THAT A GIVEN PATTERN OF LEADERSHIP BEHAVIOR WILL LEAD TO EFFECTIVE GROUP PERFORMANCE IN SOME CIRCUMSTANCES, AND INEFFECTIVE, IN SOME CASES


PATH-GOAL THEORY – IT SUGGEST THAT CERTAIN PATTERNS OF LEADER BEHAVIOR FACILITATE THE CLARIFICATION OF THE GROUP GOAL WHILE OTHER PATTERNS OF BEHAVIOR STIMULATE EFFECTIVE INSTRUMENTS AND RESPONSE ON THE FOLLOWER GROUP.


1 . TASK-ORIENTED LEADERSHIP – THE LEADERS LOOK TOWA RD A CHIEVING GOOD INTERPERSONAL RELA TION BY WA Y OF A TTAINING A POSITION OF PERSONA L PROMINENCE IN THE ORGA NIZATION.

2 . PEOPLE-ORIENTED LEADERSHIP – THE RELA TION OF LEA DER PERSONA LITY A ND BEHA VIOR TO THE FOLLOWER A ND GROUP RESPONSE.

Styles of Leadership

1. AUTOCRATIC LEADER

• DEMOCRATIC OR PARTICIPATIVE LEADER

• BENEVOLENT-AUTOCRAT

• LIBERAL LEADER OR FREE-REIN LEADER

Styles of Leadership Based on the Use of Authority

2. LAISSEZ-FAIRE – TO LET PEOPLE DO AS THEY CHOOSE. NO LEADERSHIP AT ALL

3. MANIPULATED-INSPIRATIONAL –THE LEADER OF THE GROUP OF LEADERS SETS THE RULES AND INTERPRETS THEM AS THEY SEE.

Styles of Leadership Based on the Use of Authority

1. PERSUASION

2. PATIENCE

3. GENTLENESS

4. TEACHABLE

5. ACCEPTANCE

Ten Powerful Tools of Leadership

6 . K I N D N E S S

7 . C O M P A S S I O N A T E C O N F R O N T A T I O N

8 . C O N S I S T E N C Y

9 . O P E N N E S S

1 0 . I N T E G R I T Y

Ten Powerful Tools of Leadership

1 . T H E L E A D E R I S A G R E A T S E R V A N T .

2 . T H E L E A D E R S E E S T H I N G S T H R O U G H T H E E Y E S O F H I S F O L L O W E R S .

3 . T H E L E A D E R D O E S N O T S A Y , “ G E T G O I N G ! , I N S T E A D T H E S A Y S . “ L E T S G O ” A N D L E A D S T H E W A Y .

4 . T H E L E A D E R D U P L I C A T E S H I M S E L F I N T H E O T H E R S .

5 . T H E L E A D E R D O E S N O T H O L D P E O P L E D O W N , H E L I F T S T H E M U P .

The Art of Leadership

6. THE LEADER HAS FAITH IN PEOPLE.

7 . THE LEADER USES HIS HEART AS WELL AS HIS HEAD.

8. THE LEADER IS A SELF STARTER.

9. THE LEADER HAS A SENSE OF HUMOR

10. THE LEADER CAN BE LEAD.

11 . THE LEADER KEEPS HIS EYES ON HIS GOALS.

The Art of Leadership

1 . K N O W L E D G E

2 . B E A R I N G

3 . C O U R A G E

4 . E N D U R A N C E

5 . E N T H U S I A S M

Traits of a Leader

6 . I N T E G R I T Y

7 . D E C I S I V E N E S S

8 . D E P E N D A B I L I T Y

9 . F O R C E

1 0 H U M I L I T Y

Traits of a Leader

1 1 . H U M O R

1 2 . I N I T I A T I V E

1 3 . J U D G M E N T

1 4 . J U S T I C E

1 5 . L O Y A L T Y

Traits of a Leader

1 6 . S Y M P A T H Y

1 7 . E M P A T H Y

1 8 . T A C T

1 9 . U N S E L F I S H N E S S

2 0 . W I T

Traits of a Leader

Subject Leader Manager

Essence Change Stability

FocusLeading

people

Managing

work

Have Followers Subordinates

Horizon Long-term Short-term

Seeks Vision Objectives

Approach Sets direction Plans detail

Decision Facilitates Makes

PowerPersonal

charisma

Formal

authority

Appeal to Heart Head

Energy Passion Control

Dynamic Proactive Reactive

Persuasion Sell Tell

Style Transformational Transactional

Exchange Excitement for work Money for work

Likes Striving Action

Wants Achievement Results

Risk Takes Minimizes

Rules Breaks Makes

Conflict Uses Avoids

Direction New roads Existing roads

Truth Seeks Establishes

Concern What is right Being right

Credit Gives Takes

Blame Takes Blames

Leadership QuestionnaireInstructions

Objective: To determine the degree that a person likes working with tasks and people.

never sometimes always

0 1 2 3 4 5

_______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions.

_______ Nothing is more important than accomplishing a goal or task.

_______ I closely monitor the schedule to ensure a task or project will be completed in time.

_______ I enjoy coaching people on new tasks and procedures.

_______ The more challenging a task is, the more I enjoy it.

_______ I encourage my employees to be creative about their job.

_______ When seeing a complex task through to completion, I ensure that every detail is accounted for.

_______ I find it easy to carry out several complicated tasks at the same time.

_______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.

_______ When correcting mistakes, I do not worry about jeopardizing relationships.



_______ I manage my time very efficiently.

_______ I enjoy explaining the intricacies and details of a complex task or project to my employees.

_______ Breaking large projects into small manageable tasks is second nature to me.

_______ Nothing is more important than building a great team.

_______ I enjoy analyzing problems.



_______ I honor other people's boundaries.

_______ Counseling my employees to improve their performance or behavior is second nature to me.

_______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.



Scoring Section After completing the Questionnaire, transfer your answers to the spaces

below:

People

Question

1.______

4.______

6.______

9.______

10.______

12.______

14.______

16.______

17.______

TOTAL ________

X 0.2 = ________

(multiple the Total by 0.2 to get your final score)

Task

Question

2.______

3.______

5.______

7.______

8.______

11.______

13.______

15.______

18.______

TOTAL ________

X 0.2 ________

(multiple the Total by 0.2 to get your final score)

Matrix Section

Hbo leadership

Education

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