CHAPTER 6

LEADING
CHAPTER 6: LESSON 1

What Leading is?

Leading
-a management function that involves inspiring and
influencing people in the organization to achieve
common goal.
Managing
-is the process of working with and through others to
achieve organizational objectives efficiently and ethically
amid constant change.
 CHAPTER 6: LESSON 1

What Leading is?

Successful leading must begin with focusing on

the psychological capital of both the employer/leader
and the employee/subordinate.
Looking for what is right with people rather than
what is wrong is suggested to prevent mental and
behavioral problems which are barriers to achieving both
organizational and individual goals.
 CHAPTER 6: LESSON 1

Personality of Human Resources

Personality pertains to the unique combination of

physical and mental characteristics that affect how
individuals react to situations and interact with others,
and if unhealthy or not fully functioning could cause
conflicts/problems among individuals.
 CHAPTER 6: LESSON 1

Big Five Personality Characteristics

According to Robbins and Coulter (2009),

research has shown that five basic
personality dimensions underlie all others and
encompass most of the significant variation in
human personality.
 CHAPTER 6: LESSON 1

Big Five Personality Characteristics

Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
 CHAPTER 6: LESSON 1

Leading as an Organization

Key work attitudes exhibited by the group or teams

of workers must be taken into consideration in leading
organization.
Managers and leaders must focus their leadership
strategies on the following key work attitudes in order to
avoid distraction caused by varied reactions and
behaviors.
CHAPTER 6: LESSON 1

Leading as an Organization

Organizational Citizenship Behavior

(OCB)
Organizational Commitment
Job Satisfaction and Productivity
 CHAPTER 6: LESSON 2

Motivation

It encourages individuals to work

enthusiastically, often performing more work than
what is required.
According to Krietner and Kinicki (2003), early
Theories of Motivation revolved around the idea that
motivation is brought about by the employees desire
to fulfill their need, work habits, and their job
satisfaction.
CHAPTER 6: LESSON 2

Maslows Hierarchy of Needs Theory

a. Physiological Need
b. Safety Needs
c. Social Needs
d. Esteem Needs
e. Self-actualization
CHAPTER 6: LESSON 2

McGregors Theory X and Theory Y

Theory X - negative view

Theory Y - positive view

CHAPTER 6: LESSON 2

Hezbergs Two Factor Theory

This theory is also known as the Hygiene Theory

which states the:
intrinsic factors are associated with job
satisfaction, while extrinsic factors are
associated with job dissatisfaction.
CHAPTER 6: LESSON 2

McClellands Three Needs Theory

The three needs are:

- the need for achievement (nAch)
- the need for power (nPow)
- the need for affliation (nAff)
 CHAPTER 6: LESSON 2

Alderfers ERG Theory

E stands for existence needs
R refers to relatedness needs
G pertains to growth needs

The needs or desire for physiological and materialistic

well-being, to have meaningful relationship with
others and to grow as a human being are similar
to the needs presented in Maslows Theory.
CHAPTER 6: LESSON 2

Goal Setting Theory

A theory stating that specific goals motivate
performance and that more difficult
goals, when accepted by employees,
result in greater motivation to perform
well, as compared to easy goals.
CHAPTER 6: LESSON 2

Reinforcement Theory

states that behavior is a function of

its consequences.
CHAPTER 6: LESSON 2

Job Design Theory

states that employees are motivated

to work well by combining tasks
to form complete jobs.
CHAPTER 6: LESSON 2

Equity Theory
states that employees assess job
outcomes in relation to what they
put into it and then compare these
with their coworkers.
CHAPTER 6: LESSON 2

Expectancy Theory
states that an individual tends to act in a
certain way based on the expectation
that the act will be followed by an
outcome which may be attractive or
unattractive to him/her.
CHAPTER 6: LESSON 3

Leadership Styles and Theories

Trait Theory
a theory based on leader traits or personal
characteristics that differentiate
leaders from followers.
CHAPTER 6: LESSON 3

Behavioral Theory

a theory that focuses on the behavior,

action, conduct, demeanor or
deportment of a leader instead of his
or her personality traits.
 CHAPTER 6: LESSON 3

Contemporary Theories of Leadership

Fiedler Theory
CHAPTER 6: LESSON 3

Hersey-Blanchard Model

The theory focuses on the subordinates

readiness or extent to which said
subordinates have the ability and
willingness to accomplish a specific
work assignment.
CHAPTER 6: LESSON 3

Path-Goal Theory

a theory developed by Robert House which

stated that the leaders task to lead his
other followers and subordinates in
achieving their goals.
CHAPTER 6: LESSON 3

Path-Goal Theory

Four leadership behaviors:

1. Directive Leadership
2. Supportive Leadership
3. Participative Leadership
4. Achievement-oriented Leadership
CHAPTER 6: LESSON 3

Modern Leadership Views

1. Transactional Leadership Model

2. Transformational Leadership Model
3. Charismatic Leadership Model
4. Visionary Leadership Theory
5. Team Leadership Theory
6. Servant Leadership Theory
CHAPTER 6: LESSON 4

Communication

Communication applies to all management

functions and its general purpose for
the organization to bring positive
changes that influences activities
leading to the firms welfare.
CHAPTER 6: LESSON 4

Communication
The communication process starts with the
sender who has an idea or a
message, which is transmitted through
selected channel to the receiver, who
in turn has to be ready for the
reception of the message, so that it
could be decoded into thoughts.
CHAPTER 6: LESSON 4

Types of Communication

Communication may be verbal( through the

use of oral and written words) or non
verbal ( through body movements,
gestures, facial expression)
CHAPTER 6: LESSON 4

Types of Communication

Communication may be verbal( through the

use of oral and written words) or non
verbal ( through body movements,
gestures, facial expression)
CHAPTER 6: LESSON 4

Types of Communication

Communication is formal when the manager

gives assignment to a subordinate and
informal when employees talk to their
friends in the office.
CHAPTER 6: LESSON 4

Direct and Flow of Communication

Communication flows in different directions

within an organization. It may be vertical,
upward, downward, horizontal/
lateral, or diagonal.
 CHAPTER 6: LESSON 4

Communication Networks in Organization

Communication Network- varied patterns of
combined horizontal and vertical flows of
organization communication.

Chain Network
Wheel Network
All Channel Network
 CHAPTER 6: LESSON 4

Barriers to Communication

Filtering
Emotions
Informational Overload
Defensiveness
Language
National Culture
CHAPTER 6: LESSON 4

Overcoming Communication Barriers

Using Feedback
Using simple Language
Active Listening
Controlling Emotions
Observing body Languages
 CHAPTER 6: LESSON 5

Management of Change and

Diversity in Organizations
Management of change and
organizational diversity are two related
activities/functions of management because
trying to bring change in the organizations is
dependent on the kind and the behavior of
the people within them.
CHAPTER 6: LESSON 5

Types of Change

Changes in people
Changes in structure
Changes in technology
 CHAPTER 6: LESSON 5

Managing Resistance to Change

Education
Participation
Facilitation and support
Manipulation of Information
Selection of people
Coercion
CHAPTER 6: LESSON 5

New Issues in Change Management

Understanding Situational Factors

Waiting for the appropriate time and

situation is suggested when bringing
change in organization.
 CHAPTER 6: LESSON 5

Making Changes in the Organizational Culture

Robbins and Coulter (2009) suggest the following steps:

Set the tone through management behavior

Crate new stories, symbols, and rituals to replace
those currently in use
Select and promote employees who adapt the new
values.
Redesign socialization processes to align with new
values
 CHAPTER 6: LESSON 5

Making Changes in the Organizational Culture

Change the reward system to encourage acceptance

of new values
Replace unwritten norms with clearly specified
expectations
Shake up current subcultures through job transfer, job
rotation, and/ or termination.
Work to get consensus through employee participation
and create a climate with a high level of trust.
 CHAPTER 6: LESSON 5

Managing Workplace Diversity

Workforce diversity in organization is inevitable. It is a
fact that the organization members may differ in age,
gender, physical ability, ethnicity/race, culture, values,
attitudes, beliefs and personality. Since workgroup
diversity is associated with positive and negative
outcomes, managers must try to reduce the potential
negative effects of diversity through a.) encouraging
employees to accept the organization's culture or its
dominant values and b.) encouraging employees to
accept differences in the workplace.
 CHAPTER 6: LESSON 6

Filipino and Foreign Cultures in Organization

Filipino-owned organizations exhibit a different
organizational culture as compared to their foreign
counterparts. Filipino and foreign culture in organizations
exert big influence on how managers do their functions
and how their subordinates responds to rules/regulations
and leadership styles. Therefore, organizational
structure is a critical factor in numerous organizational
endeavors.
 CHAPTER 6: LESSON 6

Shared Values and Beliefs of Filipinos

Three Primary Filipino Values:

- Social Acceptance
- Economic Security
- Social Mobility
 CHAPTER 6: LESSON 6

Shared Values and Beliefs of Filipinos

Examples of Filipino beliefs and practices

are the:

- Maana habit
-Ningas cogon
-Filipino time
 CHAPTER 6: LESSON 6

Influence of Filipinos Shared Values

and Beliefs on Organizational Mgt.
Positive implications of the 3 primary
Filipino values:
-may motivate the Filipino workers to work
hard
-managers will find it easy to manage their
firm
 CHAPTER 6: LESSON 6

Influence of Filipinos Shared Values

and Beliefs on Organizational Mgt.
Negative implications of the 3 primary
Filipino values:
-may influence the Filipino worker to be self-
centered, selfish, and unmindful
-managers may have a problem managing
some obsessive and selfish Filipino workers
 CHAPTER 6: LESSON 6

Influence of Filipinos Shared Values

and Beliefs on Organizational Mgt.
Negative implications of the Maana habit,
Ningas cogon, Filipino time:
-postponing the completion of tasks
-being energetic only at the beginning of
projects
-coming 15-30 mins. late for work
 CHAPTER 6: LESSON 6

Influence of Foreign Culture on

Organizational Management

- Gender Egalitarianism
- Assertiveness
- Performance Orientation
- Humane Orientation
GROUP 3
GROUP 4
GROUP 12
X-AYALA