ENGINEERING

MANAGEMENT
LEADING
Aure, Anna Marie P.
Figueroa, Jethro Alvin F.
Mañosa, Glaydelle B.
 Management function
which “involves
influencing others to
engage in the work and LEADING
behaviors necessary to
reach organizational
goals.”
 HOW LEADERS INFLUENCE OTHERS
BASES OF POWER

Legitimate Reward Coercive Referent Expert

Power Power Power Power Power

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LEGITIMATE
POWER 4
REWARD POWER 5
 Demotion Dismissal

Withholding of promotion

COERCIVE POWER 6
REFERENT POWER 7
EXPERT POWER 8
“Process of influencing
and supporting others to
work enthusiastically LEADERSHIP
toward achieving
objectives”
 TRAITS OF
EFFECTIVE
Personal Desire to Personal
LEADERS
Drive Lead Integrity

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 TRAITS OF
EFFECTIVE
Self- Analytical Knowledge
of the
LEADERS
Confidence Ability
Company,
Industry or
Technology
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 TRAITS OF
EFFECTIVE
Charisma Creativity Flexibility
LEADERS

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PERSONAL
DRIVE

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DESIRE TO
LEAD

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PERSONAL
INTEGRITY
choosing your thoughts
and values instead of
your personal gain.

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 SELF-
CONFIDENCE

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ANALYTICAL
ABILITY

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KNOWLEDGE
OF THE
COMPANY,
INDUSTRY OR
TECHNOLOGY

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CHARISMA

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Ronnie Millevo defines the creativity
as “the ability to combine existing
CREATIVITY
data, experience, and preconditions
from various sources in such a way
that the results will be subjectively
regarded as new, valuable, and
innovative, and as a direct solution
to an identified problem solution.”

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FLEXIBILITY

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LEADERSHIP
SKILLS
Technical Skills
Human Skills
Conceptual Skills

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TECHNICAL
SKILLS

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HUMAN SKILLS

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CONCEPTUAL
SKILLS

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 Top
Management
CONCEPTUAL

TECHNICAL
DEGREE
HUMAN

SKILLS

SKILLS
SKILLS

Middle
Management OF SKILLS
NEEDED
Lower
Management

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BEHAVIORAL
APPROACHES
TO
LEADERSHIP
STYLES

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 Positive Leadership
Ways Leaders Approach
People
Negative Leadership

Autocratic Leaders
BEHAVIORAL
APPROACH
Ways Leaders Uses Power Participative Leaders

Free-Rein Leaders

Employee Orientation
Leaders Orientation
Toward Tasks and People
Task Orientation

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 WAYS LEADER APPROACH PEOPLE

POSITIVE LEADERSHIP NEGATIVE LEADERSHIP

– emphasizes “rewards” – emphasizes “punishment”

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 WAYS
LEADER
AUTOCRATIC PARTICIPATIVE FREE-REIN
USES POWER
LEADERS LEADERS LEADERS

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AUTOCRATIC
CHARACTERISTICS
LEADERSHIP
• Leader holds so much power and
decision-making authority.
• Leader makes decision
themselves, without consulting
their subordinates.
• Decision-making is centralized
and fast.
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PARTICIPATIVE
CHARACTERISTICS
LEADERSHIP
• Leader invites his subordinates to
participate or share decisions.
• Decisions came from a lot of
good ideas.

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FREE-REIN
CHARACTERISTICS
• Leader holds so much power and
decision-making authority.
• Leader makes decision
themselves, without consulting
their subordinates.
• Decision-making is centralized
and fast.
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Leaders Orientation Toward Tasks and People

EMPLOYEE ORIENTATION TASK ORIENTATION

– consider employees as – consider employees as
“human beings” “means of getting the work done”

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CONTINGENCY
APPROACHES
TO
LEADERSHIP
STYLE

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 THE CONTINGENCY
1. FIEDLER’S CONTINGENCY
APPROACH IS AN EFFORT MODEL
TO DETERMINE THROUGH 2. HERSEY AND
BLANCHARD’S
RESEARCH WHICH SITUATIONAL LEADERSHIP
MODEL.
MANAGERIAL PRACTICES
3. PATH-GOAL MODEL OF
AND TECHNIQUES ARE LEADERSHIP
APPROPRIATE IN SPECIFIC 4. VROOM’S DECISION
MAKING MODEL
SITUATIONS.
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FIEDLER’S CONTINGENCY MODEL
“Leadership is effective when the leader’s style is
appropriate to the situation”.
The situational characteristics is determined by three
principal factors

1. The relations between leaders and followers.

2. The structure of the task.
3. The power inherent in the leader’s position.

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FIEDLER’S CONTINGENCY MODEL
The situational characteristics vary from organization to
organization. To be effective, the situation must fit the
leader. If this is not so, the following may be tried.

1. Change the leader’s trait or behaviors.

2. Select leaders who have traits or behaviors fitting the
situations.
3. Move leaders around in the organization until they are
in positions that fit them.
4. Change the situation.
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 HERSEY AND BLANCHARD SITUATIONAL
LEADERSHIP MODEL

Suggests that the most important factor affecting the

selection of a leader’s style is the development (or maturity)
level of subordinate. The leader should match his or her
style to this maturity level.

1. Job Skills and Knowledge, and

2. Psychological Maturity

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LEADERSHIP STYLES APPROPRIATE FOR VARIOUS
MATURITY LEVEL

1. DIRECTING – is for people who lack competence but

are enthusiastic and committed.
2. COACHING – is for people who have competence but
lack commitment.
3. SUPPORTING – is for people who have competence
but lack of competence or motivation.
4. DELEGATING – is for people who have both
competence and commitment.

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Espoused by Robert J.
House and Terence R.
Mitchelle, stipulates that
leadersip can be made PATH-GOAL
effective because leaders MODEL OF
can influence subordinate’s LEADERSHIP
perceptions of their work
goals, personal goal’s and
path’s to goal attainment.

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LEADERSHIP STYLES.

LEADERSHIP STYLES. THE LEADERSHIP STYLES

WHICH MAY BE USED BY PATH-GOAL PROPONENTS
ARE AS FOLLOWS.

1. DIRECTIVE LEADERSHIP – where the leader focuses

in clear task assignments, standards of successful
performance, and work schedules.
2. SUPPORTIVE LEADERSHIP – where the subordinates
are treated as equals in a friendly manner while striving to
improve their well-being. 44
LEADERSHIP STYLES.

3. PARTICIPATIVE LEADERSHIP – where the leader

consults with the 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.
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VROOM’S
DECISION
MAKING
MODEL

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THANK YOU

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