LEADERSHIP AND SUPERVISORY BEHAVIOR LEADING is a central function of managing in any organization that involves influencing the behavior

of other people. THEORIES OF LEADERSHIP 1. TRAIT OR GREAT MAN THEORY 2. ENVIRONMENTAL THEORY 3. BEHAVIORAL THEORY 4. SITUATIONAL OR CONTINGENCY THEORY 5. THE THEORY OF SHARED LEADERSHIP TRAIT OR GREAT MAN THEORY - leadership ability is innate or inborn - this theory suggests that leadership is determined by certain individual personality traits, social traits and significant physical characteristics - this theory follows the clich Like father, like son. However, this theory fell in popularity after a study of world leaders showed that many of them were far from being tall or good-looking. Nor did they have characteristics taken after their family members. ENVIRONMENTAL THEORY - while the trait theory states that leadership traits are inborn, the environmental concept states that leadership skills are acquired - even if an individual were not born into a family of leaders or may not possess the physical attributes of a leader, the proper environment is a strong force that spots, identifies, supports and develops leadership potential - a person is trained and developed as a leader through seminars, travel, actual immersion in leadership roles like being assigned or elected head of an organization BEHAVIORAL THEORY - the behavioral approach postulates that leaders adopt a particular leadership style which exerts tremendous impact over individual and group behavior FOUR TYPES OF LEADERS 1. DICTATORIAL LEADER one with absolute authority and utilizes threats and punishments to induce compliance 2. AUTHORITARIAN LEADER one who claims covenant sourced from authority to exact obedience 3. DEMOCRATIC OR PARTICIPATIVE LEADER one who involves subordinates in considering organizational matters giving them guidance in their work problems and goal achievement 4. FREE-REIN LEADER one who offers information to the members but shows little involvement and participation in group activities STYLES OF LEADER BEHAVIOR THAT EFFECT INCREASED WORK GROUP PERFORMANCE AND SATISFACTION 1. JOB-CENTERED OR TASK ORIENTED LEADERSHIP STYLE which emphasizes the use of rules, procedures and close supervision of subordinates 2. EMPLOYEE-CENTERED OR RELATIONSHIP-ORIENTED STYLE which emphasizes delegation of authority and responsibility, concern for employee welfare, needs, advancement and personal growth SITUATIONAL OR CONTINGENCY THEORY - the situation calls for the emergence of a leader - examples: during an accident or during war time, a leader emerges to handle the critical situation THEORY OF SHARED LEADERSHIP - responsibility for the success of the group rests upon all the members, not only upon the designated leader - no ideal leader exists. The important ingredient is the followers who know their abilities, talents, skills and to develop them maximally. No one man can run a big group, an organization, a country. - A good leader is one who can develop a management constellation to help him or her and thus multiply executive power through a realistic allocation of functions and responsibilities

TYPES OF LEADERSHI ROLES WHEN WORKING IN SMALL GROUPS 1. role to accomplish the task or attain the goal 2. role to develop members feelings to maintain the strength of the group TASKS OF A LEADER IN TERMS OF ROLE TO ACCOMPLISH THE TASK 1. initiates action 2. keeps the members attention on a goal 3. clarifies issues 4. helps the group develop a procedural plan 5. evaluates the work done 6. makes expert information available TASKS OF A LEADER IN TERMS OF ROLE TO DEVELOP MEMBERS FEELINGS TO MAINTAIN THE STRENGTH OF THE GROUP 1. keeps interpersonal relations pleasant 2. arbitrates excuse 3. provides encouragement 4. gives a chance to divert 5. stimulates self-direction 6. increases inter-dependence among members Different types of managers emerge depending on their personality, skills, training, value system, their philosophy and their assumptions about people. There is no one best style of leadership. A style for one situation may fail in another situation. In determining leadership style, various variables have to be studied and analyzed: role assumed by leader, distance of leader to group being led, knowledge and control of resources, nature of task, motivation of worker, group productivity, leaders recognition of work accomplished, communication network, size of group, educational qualification/mental ability of leader, personality of subordinates.