GEROLAGA, ALYANA CIELINE, C.

MGE 11A / BSACT2F MW / 10:30-12:00

DEFINITION OF TERMS

Leadership - a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. - Leadership is not an end in itself, but a means to bring out the best in people, to inspire and motivate them to commit their energies, skills and talents to delivering the organizations vision. - The activity of leading a group of people or an organization or the ability to do this.

goal

Leader - The person who leads or commands a group, organization, or country. - A person followed by others. - a person who influences a group of people towards the achievement of a

Responsibility - The state or fact of having a duty to deal with something. - A duty or obligation to satisfactorily perform or complete a task that one must fulfill, and which has a consequent penalty for failure.

Loyalty - A strong feeling of support or allegiance - faithfulness or a devotion to a person, country, group, or cause. - A feeling or attitude of devoted attachment and affection.

Integrity - The quality of being honest and having strong moral principles; moral uprightness. - Steadfast adherence to a strict moral or ethical code.

Enthusiasm - Inspiration as if by a divine or superhuman power; ecstasy; hence, a conceit of divine possession and revelation, or of being directly subject to some divine impulse. - Lively manifestation of joy or zeal.

Dependability - measure of a system's availability, reliability, and its maintenance support. - value showing the reliability of a person to others because of his/her integrity, truthfulness, and trustfulness, traits that can encourage someone to depend on him/her.

Tact/ Tactfulness - Adroitness and sensitivity in dealing with others or with difficult issues. - consideration in dealing with others and avoiding giving offense.

Energy - The strength and vitality required for sustained physical or mental activity. - A feeling of possessing such strength and vitality.

Unselfishness - the quality of not putting yourself first but being willing to give your time or money or effort etc. for others. - the quality or state of being generous.

Decisiveness - the trait of resoluteness as evidenced by firmness of character or purpose. - the ability to make decisions quickly and clearly.

Bearing - A person's way of standing or moving. - The manner in which one carries or conducts oneself.

Personality - The combination of characteristics or qualities that form an individual's distinctive character. - Qualities that make someone interesting or popular.

Authority - The power or right to give orders, make decisions, and enforce obedience. - The right to act in a specified way, delegated from one person or organization to another. POWERS OF LEADERSHIP

Reward Power

This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner. Rewards in the workplace can take a variety of forms from chocolates, gift vouchers and holidays to promotions, commission and pay rises.

Coercive Power

This is the opposite of reward power because this power is based on the leader having control over what happens if followers do not act as required. If followers do not undertake the action required, the leader will impose a penalty. Penalties take a variety of forms including withdrawal of privileges, job losses, verbal abuse, and delayed or loss of promotion. In all cases the leader will need to choose the penalty carefully to prevent breaking the law or being the subject of an employment tribunal.

Legitimate Power

This is the power that a leader has when the followers believe that the leader has a right to instruct them and that they have an obligation to follow instructions. Sometimes legitimacy power is created by the leaders job title (such as captain, doctor, or area manager), combined with the followers belief that the job title gives the leader the right to give them orders.

Referent Power

This is created when the followers believe that the leader possess qualities that they admire and would like to possess. The followers identify with their leader and attempt to copy their leader. As referent power is dependant on how the follower views the personality of their leader, a leader will not have referent power over every follower they lead. Some leaders will have referent power over just a few, whilst others such as Gandhi have lead millions through their personality and charisma.

Expert Power

As the title suggests a leader has expert power when the followers believe that the leader has expert knowledge or skills that are relevant to the job or tasks they have to complete. Often an experienced member of the team or staff in an organization can have expert power even though they are not a supervisor or manager.

PRINCIPLES OF LEADERSHIP Know yourself and seek self-improvement. In order to know yourself, you have to understand your "be", "know", and "do" attributes. This is possible by continually strengthening your attributes by reading and self-study. Be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees' jobs. Seek responsibility and take responsibility for your actions. Search for ways to guide your organization to new heights. And when things go wrong, do not blame others. Make sound and timely decisions. Use good problem solving, decision-making, and planning tools. Set the example. Be a good role model for you employees. They will believe what they see - not what they hear. Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers. Keep your people informed. Know how to communicate with your people, seniors, and other key people within the organization. Develop a sense of accountability, ownership and responsibility in your people. These traits will help them carry out their professional responsibilities. Ensure tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train your people as a team. By developing team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

STYLES OF LEADERSHIP

The pacesetting leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be Do as I do, now. The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation. The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were

summed up in one phrase, it would be Come with me. The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.

The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be People come first. The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction. The coaching leader develops people for the future. If this style were summed up in one phrase, it would be Try this. The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency. The coercive leader demands immediate compliance. If this style were summed up in one phrase, it would be Do what I tell you. The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be What do you think? The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.

DIFFERENCE BETWEEN LEADERS AND MANAGERS The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective.

The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leaders eye is

on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing.