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Working Paper #4 Ms. Sol G. Paulino MAED 1.

Functions of leaders The basic objective of leaders is to ensure that the group accomplishes its goals. Leaders' functions depend on the group being led, with actions adjusted to different situations. Therefore, they have to develop a feeling of mutual interest among the group members, promote cooperation and effective communication to ensure maximum efficiency of the group, foster a feeling of team spirit among the group members, and manage strife and dissension efficiently and constructively. Broadly speaking, managers perform task and maintenance functions (Krech, 1948), depending upon different positions and situations. Task functions Task functions are the activities which are performed to realize organizational goals. They concern leaders as: Policy-makers. The primary function of leaders is to establish group goals and policies in accordance with broader policies and organizational goals. Planners. Leaders plan with a time perspective and develop a methodology for implementation, including use of human and physical resources. Participation of team members in the planning process facilitates smooth implementation. Executives. An important responsibility of leaders is to coordinate the activities of the various groups and individuals in their team. Experts. Leaders are expected to be experts in their areas of specialization and their job, so as to enhance the ability and effectiveness of group members. Group representatives. Leaders represent their groups and expound group demands, achievements and constraints to superiors. This is the 'gate-keeping' function.

Controllers. Leaders control group activities and interpersonal relations within the group so that the goals of the organization can be achieved effectively. Purveyors of rewards and punishments. Leaders have powers of reward and of punishment, by virtue of the authority they enjoy. These powers can be used for disciplining, motivating and controlling. Maintenance functions Maintenance functions are those activities that help in gratifying the needs of group members. These relate to leaders as: Arbitrators and mediators. Leaders act as arbitrator-negotiators and as mediators in resolving intergroup conflicts and re-establishing good group relations. Ideal role models. Depending on the situation, leaders sometimes have to portray themselves as ideal role models for the group members to follow. Group symbols. Leaders have to augment, reinforce and maintain a sense of belonging and involvement within the group. They therefore have to have a strong sense of identity with their groups. Only then can they properly represent the group. Surrogates for individual responsibility. Leaders have to assume responsibility for decision making when group members do not want to be involved in the process and prefer to escape from responsibility. Ideologists. Influential and effective leaders are a source of beliefs and basic tenets for group members, who start accepting the leader's ideas and thinking. Father figures. Leaders serve as a perfect focus for the positive emotional feelings of individuals in the group. They are considered ideal for identification, transference and feelings of submissiveness. Scapegoats. Leaders are an obvious target for the hostility and onslaught of frustrated, disappointed or disenchanted group members. Since leaders are responsible for group activities and achievement, they have to accept the blame for failure.

2. Leaders are manipulators? Lets us see first the differences and similarities of a leader and a manipulator.

Geoff Webb wisely observes, Theres a thin line between leadership and manipulation. Both can be defined as influencing others. Both have similar skills and use similar behaviors. Manipulators and leaders both: 1. 2. 3. 4. 5. 6. 7. 8. 9. Recognize and compliment the strengths of others Tap into the emotions of others Exhibit vision and make plans Create buy-in Understand that people want to matter Identify enemies Help people come to their own conclusions Have passion to make things better Help others succeed (or believe they are succeeding)

10. Reward desired behaviors Differences The differences between leaders and manipulators include authenticity, transparency, and generosity. Authenticity Leaders are lovers, manipulators are haters. If love is more about giving than getting, doing what you love establishes your authenticity. Love the value you bring to others. Love your organizational mission and vision. Leaders that love are authentic; leaders that dont love, manipulate. Transparency Manipulators lurk in the shadows with secret agendas while leaders walk in the light. Leaders are open and honest. Recently a friend of mine explained that I made another person uncomfortable. I was doing what I love to do, asking questions. My friend explained that I hadnt laid the ground work to ask the questions I was asking. His transparent correction helps me know I can trust him. Generosity Manipulators serve themselves at the expense of others. They maneuver and manipulate to benefit themselves. They make life easy for themselves and hard for others. On the other hand, leaders serve others. They leverage their own skills and the skills of others for the benefit of all stakeholders. Conclusion I think Geoff is right. Theres a thin line between manipulation and leadership. Loving authenticity, open transparency, and courageous generosity determine on which side of the line you stand. I could be wrong, but I think that the word manipulation evokes a negative connotation. A manipulator is thought to be a bad person. Why is that? Certainly some manipulators are bad people, and some manipulations are bad, but shouldn't the specific item or person be addressed, instead of lumping all manipulations and manipulators together. For example, my friend wanted to buy a new car. There were several that he was interested in, none really more advantageous than another. I manipulated him into getting the car that I would most like to have him drive me around in. I don't see anything wrong with that. Another example would be typhoons Ondoy and Pepeng. We manipulated many pupils and their families into giving donations in money or in kind. These families are not hardshipped after giving. In fact, they feel great about it. But they would not have given anything had we not manipulated them. (Simply asking for a donation did not work either.)

Then there are manipulations that aren't really good or bad. Manipulating your friends into paying for dinner and movies, your pupils into cleaning the classrooms, your boss into giving you easy assignments and giving you extra time on your project, etc. Yes, there are many instances where people are manipulated into doing things that are detrimental to themselves. That manipulation, I would agree, is negative. But why is there such a consensus that every manipulator is bad? It is simply because manipulation implies an element of deception. "Manipulation" has a negative denotation to go with the negative connotation. It specifically refers to using devious means to gain advantage for oneself.

3. Role of a Leader
1. Required at all levels- Leadership is a function which is important at all levels of management. In the top level, it is important for getting co-operation in formulation of plans and policies. In the middle and lower level, it is required for interpretation and execution of plans and programmes framed by the top management. Leadership can be exercised through guidance and counseling of the subordinates at the time of execution of plans. 2. Representative of the organization- A leader, i.e., a manager is said to be the representative of the enterprise. He has to represent the concern at seminars, conferences, general meetings, etc. His role is to communicate the rationale of the enterprise to outside public. He is also representative of the own department which he leads. 3. Integrates and reconciles the personal goals with organizational goals- A leader through leadership traits helps in reconciling/ integrating the personal goals of the employees with the organizational goals. He is trying to co-ordinate the efforts of people towards a common purpose and thereby achieves objectives. This can be done only if he can influence and get willing co-operation and urge to accomplish the objectives. 4. He solicits support- A leader is a manager and besides that he is a person who entertains and invites support and co- operation of subordinates. This he can do by his personality, intelligence, maturity and experience which can provide him positive result. In this regard, a leader has to invite suggestions and if possible implement them into plans and programmes of enterprise. This way, he can solicit full support of employees which results in willingness to work and thereby effectiveness in running of a concern. 5. As a friend, philosopher and guide- A leader must possess the three dimensional traits in him. He can be a friend by sharing the feelings, opinions and desires with the employees. He can be a philosopher by utilizing his intelligence and experience and thereby guiding the employees as and when time requires. He can be a guide by supervising and communicating the employees the plans and policies of top management and secure their co-operation to achieve the goals of a concern. At times he can also play the role of a counselor by counseling and a problem-solving approach. He can listen to the problems of the employees and try to solve them.

Leader who has the power in harnessing peoples in a strategic way by influencing, inspiring and uniting them in achieving common goal is what todays every companies are looking to fill their managerial level Job. They are called the most effective men and women they are the one who can competently organize the cooperation and assistance of other people to accomplish goals and objectives. Their ability to negotiate, communicate, influence and persuade others to do things is their indispensable qualities of being a leader so their varied role in a forming stage of an organization is very important, perhaps even critical, to the success of the

business. Below are the varied roles of a leader that I listed to helps leaders in pushing ideas and unlocking the hidden drivers and aspirations in bringing out the confidence of others: 1. Creator of vision and shared values Sharing vision is not just agreeing with an excellent idea, it is a particular rational picture of where the organization is going. Employee should be involved in the process of developing a shared vision and they also have to be challenged and anticipated to use that vision as a benchmark in making decisions about their job and learn in the process. In a true vision influence organization, individual is responsible for his or her actions, but the common good is placed on a par with personal ambition. The relationships between individuals are described as caring. Such caring is supported by open communication, made possible by trust (Fawcett, 1996). It is critical to understand that the emergence of a strong, shared vision based on collective values provides the foundation for informed leadership, staff commitment, and sustained organization growth. Visionary leadership blended with shared and collaborative strategies will provide support for Managers to invest time and effort needed to create the organization vision 2. Leading change (transformational leadership)-The use of transformational leadership to facilitate organization change is explained on its six guiding principles: lead by example, establishing trust, compelling vision, using positive approach, organization structural enhancement and new approaches that drive innovation (e.g. IT adaptation) , . 3. Leading by example- Making sure you walk your talk-A leader in action not in words-Effective leaders not only say they want to do the right thing; they follow through with appropriate actionsA characteristic common to all individuals who are recognized as leaders is the ability to translate intention into reality and to act on the intention comes from commitment-. Managers do things right. Leaders do the right things. (Its best to be both a manager and a leader theyre just different processes.) As a leader, part of their job is to inspire the people around them and also to push himself/herself to turn the company to greatness. To do this, the leader must show example by doing it personally. 4. Demonstrating confidence- Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in the organization. Being trustworthy and having the ability to communicate the vision of where the organization needs to go and by helping employees engage into overall business strategy- organizational trust and confidence can easily be gain. Demonstration of your intelligence as a leader is also a must thing; by being intelligent leader can easily find their road of gaining their subordinate confidence by focusing on helping others learn (not a demonstration of how smart you are). Help them understand how they contribute to achieve key business objectives by gently leading people toward understanding even when you know the answer is a key in building

confidence in you as a leader. Sharing information with employees on both how the company is doing and how an employees own division is doing relative to strategic business objectives.
Be careful not to be arrogant when displaying how smart you are because surely your arrogance will put you in a position where people are secretly hopeful that youll make a mistake and appear foolish.

5. Inspiring and energizing people- Leaders cant inspire and energize people with vision, mission statements, data and analysis, charts, goals and objectives, measurements, systems, processes or memos. Those are important factors in improving performance but its called management, not leadership. To cope with globalization organizations needs energized and inspired people. It is a common knowledge now that employees can be energize through empowerment, by practicing participative management, and make them a self-directed work team. By making them a more integral part of the workplace they will be inspired and energized by exciting mental pictures of a preferred future, principles or values that ring true, and being part of a higher cause or purpose that helps them feel theyre making a difference. Conclusively, Energizers do most things very well they speaks with the end in mind, they maintain their integrity between their words and actions. They create a compelling vision by focusing on possibilities rather than current or past problems. They help individuals feel fully engaged. And while theyre doing that, energizers are also learning from their subordinates. Energizers are goal-oriented but flexible about how to get things done and they allow any progress to occur in various ways. This influences his colleagues and subordinates willingness to believe that the goal is worthy and achievable. 6. Empowering people-by using team approach through involving everyone and mobilizing people at the grassroots level is one way of building self-reliance and empowered people. Although considered as critical aspect of successful business today empowerment concept is often misunderstood concept. In a typical organizational setup, common practices are jobs safety and housekeeping as common responsibility of everyone. The managers are doing a good job when he emphasize the importance of safety, cleanliness and housekeeping to the people responsible and also make them understand the related aspects to such an extent that the job no longer needs any supervision. 7. Coaching A leader who knows the art of coaching open called as mentor, trainer or guru- they know how to draw upon their students inner knowledge, resources and creativity to help him or her be more effective. As a coach, he know how to help his people grows on dealing with building of their individuals personal skills, from setting their own goals, to communication to management style to decision making and problem solving. Coaching is often described as the key in bringing out the best in your people, vis--vis yourself as a mentor. It is based on the concept that individuals learn from the everyday application of skills by honing it through practice. Myles Downey is really right when he defines Coaching as the art and practice of inspiring, energizing, and facilitating the performance,
learning and development of the player.

4. Why Is Delegating Important?

Delegating frees you up to tackle the truly important aspects of your mission/business/project. Too many leaders, believing only they are able to do things just right, insist on being involved in every single detail of their missions. They believe that this ultra-hands-on approach is good for business because theyre making sure everything gets done just so. But a leader should be in charge of the overall direction of a team; he is the one looking ahead, steering the course, and making needed corrections to avoid getting off track. But buried in the small details, a man will lose the big picture and fail to see that the mission is falling apart until it is too late. A good leader isnt a slave to detail; he uses his valuable time to tackle whats truly important. And this leads to greater success for him and his organization. Delegating increases the morale, confidence, and productivity of subordinates. A boss that takes over his subordinates responsibilities, constantly looks over their shoulder, and sticks his nose in their every doing, creates very dissatisfied people. They feel like their leader has no confidence in them. Conversely, bosses that give important responsibilities to their employees, along with the freedom to complete the task their way, builds his employees innovation, morale, and satisfaction. It is crucial for a leader to show those under him that he trusts them. Delegating saves you time. Not only does delegating allow you to concentrate on more important matters, it simply gives you more time in general. Some leaders dont believe this. Why bother spending all that time training someone to do something that I can do myself with less trouble? they ask. But while its true that training someone will involve more time in the short term, its an investment in the future that will pay compound interest. The old adage, Feed a man a fish, feed him for the day, teach a man to fish, feed him for a lifetime, applies here. You can spend 20 minutes every day doing something your secretary should be doing, and thus spend 86 hours doing that task during the next five years. Or, you can spend 3 hours one day training your secretary to do it, and not have to spend any time on it ever again. And whats the point of working your butt off to get to the top if youre going to be just as busy and harried as you were as a grunt? Andrew Carnegie was a man who knew how to hustle to get wanted he wanted. But once he found success, he became a master delegator. To a friend who told him that he got to work at 7 in the morning, he said:

You must be a lazy man if it takes you ten hours to do a days work. What I do is get good men and I never give them orders. My directions do not go beyond suggestions. Here in the morning I get reports from them. Within an hour I have disposed of everything, sent out all my suggestions, the days work done, and I am ready to go out and enjoy myself.

4.1 How to Delegate Effectively


1. Pick the best people. The true key to effective delegation begins before you actually do any delegating at all; rather, it starts in the hiring office. Choosing the best people for your team or business is the most paramount part of effective delegation. Everything rests on having people that can successfully carry out the responsibilities you delegate just as well as could do yourself. Pick people who are creative and self-motivated enough to work without you constantly looking over their shoulder and giving instruction. 2. Delegate in a way that people will willingly accept the assignment. When you delegate a task to someone, that person will greet the task with one of two responses: resentment or pride. To ensure its the latter, never delegate responsibilities that everyone knows you should specifically be doing. You delegate tasks when there are more important things that you personally need to attend to, not when you simply find a task unpleasant. My personal rule is never to delegate things that I wouldnt be willing to do myself if I could. When you delegate a task, tell the person why you chose them-why you think their particular talents are well-suited for the project. Compliments go a long way, and will give the person a sense of being needed and a sense of purpose. Also, dont play favorites when delegating responsibilities-doling out tasks based not on talent but on who you like. Not only will this create resentment among your team members, not picking the best person for the job simply handicaps your project before it even begins. 3. Have consistent standards. Leaders who complain that their subordinates dont have the ability to tackle responsibilities competently are sometimes to blame themselves. They have not given their people clear guidance on what is expected of them. These leaders do not know themselves what they want and yet are angry when the result of a subordinates work is not up to par. They know what they dont like, but cant articulate what they do want. A mans efficiency is best developed by giving him responsibility with a clear understanding of that which is expected. Gradually increase the responsibility, always extending a guiding and helpful hand where needed. Give him all information necessary bearing on his work, encourage him to discuss troublesome matters with you or his next superior in order that errors may not occur for fear of exposing an apparent lack of knowledge. Remarkable results along this line can thus be obtained. We, as individuals, have but a slight idea of our capacity, and we realize possibilities only as we are put to the test. No greater encouragement can be given. It assumes a confidence that is appreciated. A man will strive his utmost before admitting failure. Responsibility causes a man to plan and think. When he begins to think, he at once becomes valuable; he feels he is a part of the company and that its

interests are his interests. New possibilities that had been lying dormant are realized. New thoughts are aroused in rapid succession. The new opportunities act as a stimulant toward accomplishment. 4. Give ample freedom for the subordinate to complete the task. Once you delegate a responsibility, you are placing your trust in that subordinate to carry out the task. Constantly jumping back in to check on how things are going will show your subordinate that you do not really trust them, and thus will actually erode their morale and impede their productivity, creativity and success. Give the person room to be able to successfully complete their assignment, and remember, while there is an agreed upon goal, they dont have to get there exactly how you would get there. Let them do things in their own way. 5. Follow-up. Giving ample freedom doesnt mean you never check in at all. Periodically follow-up with the person, not necessarily to stick your nose in what theyre doing, but to see if they have any questions or concerns that need to be addressed. 5. Share in rewards and give credit and praise. When you ask others to take on responsibilities, you cannot ask them only to share in the risk and drudgery, and not the rewards and glory. When a project is a success, a leader gives credit where credit is due. And he treats his subordinates as true partners, listening to their feedback and respecting their ideas and opinions. A great leader understands that the man on the ground often has the best insights to offer on what is really going on and needs to be done. 4.2 Types of Work that can be Delegated Along with knowing how to delegate work you need to know what type of work can be delegated. When deciding whether or not to delegate a task consider the following. Can they do it better than you can? If so delegate. If not still consider delegating. This is a good opportunity to start building independence. Can they do the task instead of you? If so delegate. As a supervisor you already have a full plate. Delegate when you can. Can they do the task at less of a cost than you? What I mean here is how much do you make an hour? No consider how much one of your employees makes an hour. Should you spend your time doing work that they could be doing at a lower cost per hour? Probably not. If your employee can do the task more efficiently than you, delegate. Lastly, delegate when you see an opportunity for growing and adding perspective for your employees. Do delegate Making day-to-day minor decisions. Minor staffing problems such as scheduling, shift change etc. Anything your employees are expected to do when you are not there. Jobs that can develop employees in other areas for potential promotion Answering routine questions. Make the employees think for themselves Routine clerical duties ( e.g.; filing, counting, sorting, routine reports ).

4.2 What Should Not be Delegated


In conclusion I should mention when not to delegate work. There are certain tasks that should not be delegated to your team members. Dont delegate when the task is confidential, personal, routine, and there is no opportunity for the employee to learn. As a supervisor you want to grow your employees. You want to build confidence and independence in them. Knowing how to delegate work can help accomplish this. Involve your team members as much as you can. Watch out for over-whelming them and dont give them too much work. Remember, most people see an accident waiting to happen. This means that they will most likely complain about being over worked when they see the potential of being over worked. So when they complain they have to much work they probably have time for just a bit more. Still be mindful of how much work you are delegating and dont forget to encourage and compliment your employees for their efforts. Dont delegate Morale and off-job problems. A job no one else in the department is qualified to do. Personnel issue such as hiring, firing, or disciplinary matters. Assignments from your boss that he expects you to do personally. An emergency or short-term task where there is not time to explain.
5. Both a manager and a leader may know the business well. But the leader must know it better and in a different way. S/he must grasp the essential facts and the underlying forces that determine the past and present trends in the business, so that s/he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. A subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice. Effective leaders continually ask questions, probing all levels of the organization for information, testing their own perceptions, and rechecking the facts. They talk to their constituents. They want to know what is working and what is not. They keep an open mind for serendipity to bring them the knowledge they need to know what is true. An important source of information for this sort of leader is knowledge of the failures and mistakes that are being made in their organization. To survive in the twenty-first century, we are going to need a new generation of leaders leaders, not managers. The distinction is an important one. Leaders conquer the context the turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them while managers surrender to it.

Leaders investigate reality, taking in the pertinent factors and analyzing them carefully. On this basis they produce visions, concepts, plans, and programs. Managers adopt the truth from others and implement it without probing for the facts that reveal reality. Managing is about efficiency. Leading is about effectiveness. Managing is about how. Leading is about what and why. Management is about systems, controls, procedures, policies, and structure. Leadership is about trust about There is profound difference a chasm between leaders and managers. A good manager does things right. A leader does the right things. Doing the right things implies a goal, a direction, an objective, a vision, a dream, a path, a reach. Lots of people spend their lives climbing a ladder and then they get to the top of the wrong wall. Most losing organizations are over-managed and under-led. Their managers accomplish the wrong things beautifully and efficiently. They climb the wrong wall. Managing is about efficiency. Leading is about effectiveness. Managing is about how. Leading is about what and why. Management is about systems, controls, procedures, policies, and structure. Leadership is about trust about people. Leadership is about innovating and initiating. Management is about copying, about managing the status quo. Leadership is creative, adaptive, and agile. Leadership looks at the horizon, not just the bottom line. Leaders base their vision, their appeal to others, and their integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. They develop the means for changing the original balance of forces so that their vision can be realized. A leader is someone who has the capacity to create a compelling vision that takes people to a new place, and to translate that vision into action. Leaders draw other people to them by enrolling them in their vision. What leaders do is inspire people, empower them. They pull rather than push. This "pull" style of leadership attracts and energizes people to enroll in a vision of the future. It motivates people by helping them identify with the task and the goal rather than by rewarding or punishing them. The most dramatic differences between leaders and managers are found at the extremes: poor leaders are despots, while poor managers are bureaucrats in the worst sense of the word. Whilst leadership is a human process and management is a process of resource allocation, both have their place and managers must also perform as leaders. Both are necessary and important. Managers are people who do things right and leaders are people who do the right thing. The difference may be summarized as activities of vision and judgment effectiveness versus activities of mastering routines efficiency. The chart below indicates key words that further make the distinction between the two functions: y The manager administers; the leader innovates. y The manager is a copy; the leader is an original. y The manager maintains; the leader develops. y The manager accepts reality; the leader investigates it.

y The manager focuses on systems and structure; the leader focuses on people. y The manager relies on control; the leader inspires trust. y The manager has a short-range view; the leader has a long-range perspective. y The manager asks how and when; the leader asks what and why. y The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon. y The manager imitates; the leader originates. y The manager accepts the status quo; the leader challenges it. y The manager is the classic good soldier; the leader is his or her own person. y The manager does things right; the leader does the right thing.

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