Leadership and Supervision

Introduction to Leadership and
Supervision
Florendo E. Palattao, MSHM
Prepared by
DATE: JUNE 2015
FLORENDO E. PALATTAO,MSHM FOR TRAINING AND DEVELOPMENT USE ONLY
VERSION NO: 01
Training and Development Manager
1
Introduction:
Leading a team can be very challenging but is very rewarding if done successfully. Youve heard the
expression leaders are born, not made or that persons a born leader. Forget these phrases; no
one is a born leader. Many people are natural leaders because of their strong, magnetic
personality or because of their natural ability to learn rapidly (fast). However, such people are the
exception, not the rule. Because leaders arent born, they must be made (trained).
This module Introduction to Leadership and Supervision will serve as a guide to a cognitive
principle to effective supervision and staff management. This will give learners everything they need
to know to successfully manage teams and meet their own objectives by improving their team's
performance. This training course focuses on management from a supervisory perspective, with a
focus on the skills found people think are most valuable, like dealing decisively with difficult
situations and managing delegation.
Explanations of current management theory and practice will be combined with practical
exercises to give the learners the confidence in their management style.
Objectives:
At the end of the modules, the trainees are expected to:
1. Describe the qualities of a leader;

2. Understand the concept of leadership;
3. Analyze the different leadership styles
4. List and describe leadership competencies;
5. Explain the demands and rewards of being a leader/ supervisor;
6. Describe the contributions of four schools of management thought;
7. Explain why leaders/supervisors must continually grow and develop as professionals.
Contents:
Module I: Cognitive Philosophies to Leadership and Supervision
Module II: Building Leadership Skills
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Module I: Cognitive Philosophies to
Leadership and Supervision
LEADERSHIP AND SELF AWARENESS
21st century leadership calls for a new type of leader who understands him/herself well and
can call others into a higher state of being, rather than the old style leader who simply knows
how to manage [business] processes. Connelly and Diaz; Executive Awareness, 2007
A fundamental starting point for leadership development is self-awareness . . . Self-knowledge

continues to serve our growth and development throughout life . . . who you are and what you
believe is possible. Avolio and Luthans; The High Impact Leader, 2006
The unexamined life is not worth living. Socrates, 399 BC
LEADERSHIP AND LEADER DEFINITION
LEADERSHIP
Leadership is the art of influencing people to

progress toward the accomplishment of a specific
goal.
Leadership is based on personal example, good
management practices, and moral responsibility.
LEADER
A leader is someone who influences and guides others toward the accomplishment of a
goal.
Qualities of a Leader
Morale courage
Dedication Combining good leadership and management
Enviable example qualities, leaders are able to lead staff to do the
Initiative right things the right way.
Loyalty
Accountability
MANAGEMENT
Management refers to overseeing systems and processes, focusing on doing things

correctly and using resources wisely.
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ELEMENTS OF LEADERSHIP
1. Moral principles
Moral principles include honesty, integrity, and loyalty. These principles of human
conduct provide direction, solidity, and consistency to leadership.
The key to leadership is the emphasis you place on personal moral responsibility.
You show personal moral responsibility by being honest and loyal.
A strong moral character influences others in a positive manner.
2. Personal example
Leading by personal examples goes along with moral responsibility. Effective
leaders have many different leadership traits, such as know-how, sincerity, and
courage. Which trait is the most important is a matter of opinion. However, if you
show weakness in any trait a worker thinks is important, you lose that persons
respect.
Respect isnt automatically given to a leader because of authority. You have to
earn respect and confidence of personnel working for you by setting a good
example.
Lead your workers; dont drive them.
3. Administrative ability
Administrative ability is more than maintaining logs, records, and other paper
work. Administrative ability is another term for good management practices.
Good management practices include the ability to organize, manage, and work
with people.
Learn to apply a personal touch in dealing with your workers. Always remember,
everyone wants to be treated as an individual who has worth.
Emphasize each persons importance in getting a job done.
HUMAN BEHAVIOR
Know what motivates your people.
Five levels of needs:
1. Survival
2. Safety and security
3. Social belongingness
4. Esteem
5. Self-actualization ( know your own worth)
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WHAT DOES IT MEAN TO BE A LEADER/ SUPERVISOR?
Successful Supervisors
Develop the ability to balance the requirements for high work performance with the
diverse needs of the workforce.
THE CHALLENGES AND REWARDS OF SUPERVISION
Getting diverse people to work together

Increased responsibility that comes with climbing the
management hierarchy
The unpredictable nature of the job
The sense of accomplishment from doing a job well
Managing organizational pressures and conflict
SCHOOLS OF MANAGEMENT THOUGHT
1. Scientific Management Approach (Taylor)

Focuses on determining the most efficient ways to increase output and
productivity.
Analyze the tasks using the principles of science to
find the one best way to perform the work.
Recruit the employee best suited to perform the job.
Instruct the worker in the one best way to perform
the job.
Reward the accomplishment of the worker.
Cooperate with workers to ensure that the job
matches plans and principles.
Ensure an equal division of work and responsibility
between managers and workers.
2. Functional Approach
Asserts that all managers perform similar
functions in doing their jobsthe universality of
management.
A managers authority should equal that
managers responsibility and that the
direction and flow of authority through
an organization should be unified.
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Five Functions of Management (Fayol)
Planning: Setting down a course of action.

Organizing: Designing a structure, with tasks and authority clearly defined.
Directing: Directing subordinates actions.
Coordinating: Pulling organizational elements toward common objectives.
Controlling: Ensuring that plans are carried out.
3. Human Relations/Behavioral School

Focuses on the behavior of people in the work environment in the belief that:
if managers used the principles of scientific management, worker
efficiency would increase and productivity increases would follow
If managers strove to improve working conditions, productivity would
increase.
a. Hawthorne Studies (Hawthorne Effect)

The fact that special interest shown in people may cause those people to
behave differently.
In a collaborative effort, the effect can enhance results by creating a
b. Employee Motivation
This includes a determination of the factors that lead to high productivity
and high moral, sense of teamwork and common purpose.
c. Organization as a social system

It includes studies of role, status symbol as well as the functions of
informal groups.
d. Leadership
This school also underlines the role of personal leadership in
management.
The scope of this school includes study of human relations and how the
manager can grasp their implications, study of manager as a leader and
the way he should lead and study of group dynamics and interpersonal
relationships. It involves the study of successful and unsuccessful
managerial behavior.
e. Employee Development
It is concerned with the continued upgrading of employee skills and
managerial skills.
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This new thinking in management started with the development of need
hierarchy by Abraham Maslow in 1940, followed by the works of Frederick
Herzberg, Douglas Mcgregor and Kemis Likert.
4. Quantitative/Systems Approaches
Use mathematical modeling as a foundation in attempting to quantitatively
describe the interrelationships of variables through data, data can be
manipulated and outcomes predicted.
Develop mathematical models as series or collections of interrelated
variables or parts that can be analyzed and used in decision making.
Are frequently found in large organizations where sales, costs, and
production data are analyzed using computer technology.
LEADERSHIP STYLES
Different styles were needed for different situations and each leader needed to know when to
exhibit a particular approach.
1. Autocratic Leadership Style

The classical approach
Manager retains as much power and decision making authority as possible
Does not consult staff, nor allowed to give any input
Staff expected to obey orders without receiving any explanations
Structured set of rewards and punishments
Autocratic leaders:
Rely on threats and punishment to influence staff

Do not trust staff
Do not allow for employee input
Not all bad
Sometimes the most effective style to use when:
New, untrained staff do not know which tasks to perform or which procedures to follow
Effective supervision provided only through detailed orders and instructions
Staff do not respond to any other leadership style
Limited time in which to make a decision
A managers power challenged by staff
Work needs to be coordinated with another department or organization
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Should not be used when:
Staff become tense, fearful, or resentful

Staff expect their opinions heard
Staff depend on their manager to make all their decisions
Low staff morale, high turnover and absenteeism and work stoppage
2. Bureaucratic Leadership Style

Manages by the book
Everything done according to procedure or policy
If not covered by the book, referred to the next level
above
Enforces the rules
Most effective when:
Staff performing routine tasks over and over

Staff needs to understand certain standards or procedures.
Safety or security training conducted
Staff performing tasks that require handling cash
Ineffective when:
Work habits form that are hard to break, especially if they are no longer useful
Staff lose their interest in their jobs and in their co-workers
Staff do only what is expected of them and no more
3. Democratic Leadership Style

Also known as participative style
Encourages staff to be a part of the decision making
Keeps staff informed about everything that affects their work and shares decision
making and problem solving responsibilities
The Leader
A coach who has the final say, but gathers information from staff before making a decision
Produce high quality and high quantity work for long periods of time
Staff like the trust they receive and respond with cooperation, team spirit, and high
morale
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The Democratic Leader
Develops plans to help staff evaluate their own performance

Allows staff to establish goals
Encourages staff to grow on the job and be promoted
Recognizes and encourages achievement
Not always appropriate
Most successful when used with highly skilled or experienced staff or when
implementing operational changes or resolving individual or group problems
Most effective when:
Wants to keep staff informed about matters that affect them.

Wants staff to share in decision-making and problem-solving duties.
Wants to provide opportunities for staff to develop a high sense of personal growth and
job satisfaction.
A large or complex problem that requires lots of input to solve
Changes must be made or problems solved that affect staff
Want to encourage team building and participation
Democratic leadership should not be used when
Not enough time to get everyones input

Easier and more cost-effective for the manager to make the decision
Cant afford mistakes
Manager feels threatened by this type of leadership
Staff safety is a critical concern
4. Laissez-Faire Leadership Style

Also known as the hands-off style
The manager provides little or no direction and gives staff as much freedom as
Possible
All authority or power given to the staff and they determine goals, make
decisions, and resolve problems on their own
An effective style to use
Staff highly skilled, experienced, and educated

Staff have pride in their work and the drive to do it successfully on their own
Outside experts, such as staff specialists or consultants used
Staff trustworthy and experienced
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Should not be used
Staff feel insecure at the unavailability of a manager

The manager cannot provide regular feedback to staff on how well they are doing
Managers unable to thank staff for their good work
The manager doesnt understand his or her responsibilities and hoping the staff cover for
him or her
OTHER LEADERSHIP STYLES
5. The Transformational Leadership

Make change happen in:
Self,
Others,
Groups, and
Organizations
Charisma a special leadership style commonly associated with transformational
leadership; extremely powerful, extremely hard to teach
6. Transactional Leadership
Emphasizes getting things done within the umbrella of the status quo
In opposition to transformational leadership
By the book" approach - the person works within the rules
Commonly seen in large, bureaucratic organizations
7. Creative Leadership
Ability to uniquely inspire people,
To generate shared innovative responses and solutions
To complex and readily changing situations
8. Corrective Leadership
Empowers staff to facilitate collaborative and synergism
Working with and through other people instead of bowing to authoritarianism
9. Change Leadership
Endorses alteration
Beyond thinking about individuals and individual organization, single problems
and single solutions
Rethinking systems to introduce change on parts of the whole and their
relationship to one another
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10. Intelligence Leadership
To navigate the future by embracing ambiguity and reframing problems as
opportunities
A proactive stance in taking their organizations into uncharted territory
11. Multicultural Leadership

Fosters team and individual effectiveness
Drives for innovation by leveraging multicultural differences
Teams work harder in an atmosphere of understanding and mutual respect
12. Pedagogical Leadership

Paradigm shift from leader/teacher centered "orientation" to an interactive,
connective organizational system using a democratic learning and
communicative style
An alternative to instructional leadership by enabling the learning and intellectual
growth of those led
13. Servant Leadership

A practical philosophy focusing on people who choose to serve first and then
lead as a way of expanding service
Servant leaders are "servants first" with the object of making sure that other
people's highest priority needs are being served
Leaders put the needs of their followers first; these leaders rare in business
14. Bridging leadership

Fostering synergy and reinforcing behavior and motivation through the use of
communication to create climate of trust and confidence
Projection of confidence on the face of a difficult challenge
15. Purposeful Leadership

Leader and the community share a common purpose to develop or provide the
drive, authority and commitment to undertake projects
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FACTORS AND TRENDS AFFECTING THE ROLES OF MANAGERS/ SUPERVISORS
1. Diversity
The cultural, ethnic, gender, age, educational level, racial, and lifestyle differences of
employees.
2. Population and Workforce Growth

Continued growth in both.
Better educated but many employees lack basic skills
3. Changing Age Patterns

The workforce will continue to grow older.
Effective supervisors/ managers must be adaptable and be able to

maintain their perspective in the face of rapidly changing conditions.
4. When and How Work Will Be Done

Flextime
Policy that allows employees to choose their work hours within stated limits.
Job sharing
Policy that allows two or more employees to perform a job normally done by one full-
time employee.
Telecommuting
Receiving work from and sending work to the office from home via a computer and
modem.
5. Racial Minorities in the Workforce

More non-English speaking employees
6. Educational Preparation
Too many college-trained employees
Underemployment: Situations in which people are in jobs that do not use their Skills,
knowledge, and abilities
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7. Too many undereducated employees
8. Competitive advantage
The ability to outperform competitors by increasing efficiency, quality, creativity, and
responsiveness to customers and effectively using employee talents.
9. Occupational and Industry Trends
10. Changing Technology and Business Conditions

Increased demand for and use of computer skills as part of day-to-day responsibilities.
Ever-increasing amounts of information to be properly managed.
Uncertainty about when and how technological change will impact a supervisors
position.
LEADERSHIP COMPENTENCIES
COMPETENCY APPLICATION
Reflect on yourself and be aware of your impact on others,
Master yourself manage your emotions effectively, use your strengths, and
work on your shortcomings.
Look beyond a narrow focus to take into account conditions
See the big picture
outside your immediate areas of work.
Work with others to envision a better future and use this
Create a shared vision
vision to focus all your efforts.
Know your own values and what is most important to
Clarify purpose and priorities
accomplish.
Hold conversations focused on outcomes; balance advocacy
Communicate effectively with inquiry; and clarify assumptions, beliefs and feelings
within yourself and others.
Create clarity, trust, and recognition necessary to lead to high
Motivate committed teams
performance that can be sustained over time.
Negotiate conflict Reach agreements from which both sides can benefit
Enable your work group to own challenges, enlist
Lead change
stakeholders, and navigate through unstable conditions.
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Module II: Building Leadership Skills
THREE SPHERES OF LEADERSHIP
1. Lead Yourself: Involves knowing who you are, what your strengths and weaknesses
are, what your personal mission (or life purpose) is, why you get out of bed every
morning, and what you need to do to stay motivated.
2. Lead The Team: Involves motivating and inspiring excellent performance, creating an
atmosphere of trust and openness, and removing barriers and obstacles to success.
3. Lead The Business: Involves building a direction and strategy, communicating that
direction, implementing the details through people and teams, measuring results, and
responding to a changing environment.
QUALITIES AND SKILL BUILDING FOR SUPERVISORS/ MANAGERS
Whats missing in the

picture of this tree?
The roots
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WHAT ARE ROOTS LIKE?
COGNITIVE/ BEHAVIORAL MODEL
2 EXTERNAL DIMENSIONS:
Situation
Consequences
3 INTERNAL DIMENSIONS:
Thoughts
Feelings
Behavior
Risky thoughts and feelings contribute to either ineffective relationship or productivity

outcomes.
Pro-social thoughts and feelings contribute to effective relationship or productivity
outcomes.
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BUILDING EFFECTIVE LEADERSHIP SKILLS
The essence of leadership is service to others
On a basic level, as a leader, you exist to:

Inspire others to strive for excellence
Ensure the work environment is safe,
challenging, and fair
Teach, mentor, provide guidance
True leaders put the welfare of the group ahead of their own self-interest
Selfless does not mean hands-off
Great leaders enhance institutional capability by driving the actions of others to achieve
greatness
Leadership is all about helping others to succeed.

The perceived complexity of leadership arises from its seemingly overwhelming number of
duties
Create and establish strategies

Ensure effectiveness and efficiency
Communicate openly and often
Build solid relationships
Act with integrity and fairness
Provide counsel and direction
Exert influence in the absence of ownership
Foster collaboration
Motivate, coach and develop others
Produce results, meet objectives and exceed goals
How can a leader avoid being overwhelmed by this complexity?
Focusing on a few key qualities and incorporating them into every action simplifies
the act of leading others, and increases leadership effectiveness
There is no standardized approach to effective leadership
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Your effectiveness as a leader is directly proportional to how well the key
qualities you focus on align with your values and your personality
FIVE QUALITIES OF A GREAT LEADER
1. Maintains and demonstrates strong convictions

Leadership Profile: Joan of Arc
Maintaining and demonstrating strong

convictions gives leaders their credibility
Integrity
Lead by example
Personal accountability
Strive for excellence
Play for your paycheck
Bring your A game every day
Average is defined as the best of the worst, or the worst of the best
2. Develops and communicates a clear, winning vision

Leadership Profile: Martin Luther King, Jr.
A clear, compelling, winning vision is the

cornerstone of building organizational success
Establish and articulate a clear vision of the future for your

business to inspire commitment from others:
Should be stretch, but not folly
Include measurable indicators of progress and success
Develop compelling long-term business strategies to achieve the vision:

Built with a strong understanding of the external environment
Takes into account perspectives and capabilities of your organization and those with
which it interacts
Ensure broad strategies are translated into clear and effective operating plans and
tactical initiatives
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3. Creates a high performance culture
Leadership Profile: Herbert D. Kelleher, Southwest Airlines
A High Performing Culture engages, challenges, and

fully leverages employees, which promotes innovation
and continuous improvement
Build your team to win!

Assess, then stretch/challenge top players
Seek to Redeploy, Rehabilitate, or, if needed, Remove underperformers
Hire winners
Execute aggressive performance management as part of your overall talent

management strategy
Set clear performance objectives and expectations
Monitor and document performance; reward success, and hold people accountable
for poor performance
Provide direct, helpful feedback
Take corrective action when necessary
Pay for performance, pay for potential
Drive a culture of open and fast communication to support rapid response to changing
business conditions
Build inclusion, leverage diversity
Continually raise the bar dont get complacent
4. Convinces rather than controls

Leadership Profile: William Wallace - Braveheart
Any leader can get work done by barking orders
But the enlightened leader convinces people to

engage in the right behaviors, gains buy-in, and gives
them choices while influencing them to perform at a
high level
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Clearly articulate your point of view and persuade employees to accept your proposal
and/or recommendation
Project self-confidence without arrogance
Develop effective and constructive strategies for influencing important decisions,

sometimes shifting the organizations direction or way of looking at things
Use high-impact, efficient communication vehicles to get your points across
5. Continually learns
Leadership Profile: Jack Welch
The Profession of Leadership

requires continuous learning, just like
Actuarial
Regularly conduct an honest self-assessment
Initiate efforts to develop skills that will enhance performance in current role and/or
accelerate readiness for future roles
Take full advantage of available learning and development programs, e.g., executive
development programs, courses, professional certifications
Solicit feedback and guidance from mentors or coaches, then genuinely listen to
feedback and apply learning
Seek challenges that provide opportunities for on-the-job development of critical

knowledge and skills
Ask questions to learn from others with different knowledge, experience or perspective
Your role as a leader is more critical than ever
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LEADERSHIP ROLE OF MANAGERS
Managers to be successful in their functions must play four basic leadership roles:
1. EDUCATOR
Managers teach job skills to their subordinates
through their daily personal contacts with
them.
By means of formal methods, managers
conduct seminars, workshops, or orientation
trainings for their subordinates.
As educators, managers should be
knowledgeable about training principles and
techniques.
2. COUNSELOR
Managers act as guidance counselors. They
listen to the problems of their subordinates
and they give them advice, or help their
subordinates solve their problems.
3. JUDGE
Managers evaluate the work performance of
their subordinates.
They enforce the policies and regulations of
the organizations.
They are responsible for settling conflicts and
disputes among their subordinates.
4. SPOKESPERSON
Managers should support the legitimate
interests or demands of their subordinates.
They speak for their groups in calling the
attention of top management.
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REFERENCES:
Feliciano R. Fajardo, Management, First Edition 1997
Keith Grint, Leadership: Limits and Possibilities, Palgrave MacMillan, 2005.
Good Leaders Ask Great Questions: Your Foundation for Successful leadership, John Maxwell,
2014
http://aboutleaders.com/management-and-supervision-vs-leadership/#gs.v1HvxWY
https://www.google.com.sa/search?espv=2&biw=1366&bih=667&q=leadership+and+supervisio
n&oq=leadership+and+supervision&gs_l=serp.3..0l6j0i22i30l4.2550.8421.0.9310.26.13.0.3.3.0.
581.988.4-1j1.2.0....0...1c.1.64.serp..21.5.1003.U4hIEIH8Mzo
http://www.whatmakesagoodleader.com/Supervision.html
Strategic Management Books
Introduction to Human Resource Management
http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1036&context=managementfacpub
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Introduction to Leadership and

1. Describe the qualities of a leader;

Module II: Building Leadership Skills

LEADERSHIP AND SELF AWARENESS

A fundamental starting point for leadership development is self-awareness . . . Self-knowledge

The unexamined life is not worth living. Socrates, 399 BC

LEADERSHIP AND LEADER DEFINITION

Leadership is the art of influencing people to

Management refers to overseeing systems and processes, focusing on doing things

Know what motivates your people.

Five levels of needs:

THE CHALLENGES AND REWARDS OF SUPERVISION

Getting diverse people to work together

SCHOOLS OF MANAGEMENT THOUGHT

1. Scientific Management Approach (Taylor)

Planning: Setting down a course of action.

3. Human Relations/Behavioral School

a. Hawthorne Studies (Hawthorne Effect)

c. Organization as a social system

1. Autocratic Leadership Style

Rely on threats and punishment to influence staff

Not all bad

Sometimes the most effective style to use when:

Staff become tense, fearful, or resentful

2. Bureaucratic Leadership Style

Most effective when:

Staff performing routine tasks over and over

3. Democratic Leadership Style

Develops plans to help staff evaluate their own performance

Not always appropriate

Most effective when:

Wants to keep staff informed about matters that affect them.

Democratic leadership should not be used when

Not enough time to get everyones input

4. Laissez-Faire Leadership Style

An effective style to use

Staff highly skilled, experienced, and educated

Staff feel insecure at the unavailability of a manager

OTHER LEADERSHIP STYLES

5. The Transformational Leadership

11. Multicultural Leadership

12. Pedagogical Leadership

13. Servant Leadership

14. Bridging leadership

15. Purposeful Leadership

2. Population and Workforce Growth

3. Changing Age Patterns

Effective supervisors/ managers must be adaptable and be able to

4. When and How Work Will Be Done

5. Racial Minorities in the Workforce

9. Occupational and Industry Trends

10. Changing Technology and Business Conditions

QUALITIES AND SKILL BUILDING FOR SUPERVISORS/ MANAGERS

Whats missing in the

COGNITIVE/ BEHAVIORAL MODEL

Risky thoughts and feelings contribute to either ineffective relationship or productivity

The essence of leadership is service to others

On a basic level, as a leader, you exist to:

Selfless does not mean hands-off

Leadership is all about helping others to succeed.

Create and establish strategies

How can a leader avoid being overwhelmed by this complexity?

There is no standardized approach to effective leadership

FIVE QUALITIES OF A GREAT LEADER