Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals. Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization. Supervision is a management activity and supervisors have a management role in the organization.

1. LEADERSHIP MODELS OF
SUPERVISION
Prepared by : Glyn B. Vertudazo

2. What is my leadership style?

3. What leadership style work
best for me and my
organization?

4. LEADERSHIP AND SUPERVISION
Leadership is the ability
to effectively and
responsibly engage
with people, processes,
and programs to
achieve organizational,
team or individual
goals.

5. LEADERSHIP AND SUPERVISION
Supervision is the set of
activities carried out by a
person in order to oversee
the productivity and
progress of employees
who report directly to that
person in an organization.

6. LEADERSHIP AND SUPERVISION
Supervision is a
management
activity and
supervisors have a
management role
in the organization.

7. LEADERSHIP MODEL
- may be defined as
guides that suggest
specific leadership
behaviors to use in a
specific environment
or situation.

8. LEADERSHIP MODEL
- contains theories or
ideas on
how to lead effectively
and/or become a
better leader.

9. LEADERSHIP MODELS OF SUPERVISION
MacGregor’s Theory X and Theory Y
Likert Four System of Management
Blake and Mouton’s Managerial Grid
Reddin’s 3-D Leadership Model
Fiedler’s Contingency Theory of
Leadership
Hersey-Blanchard Situational
Leadership Theory

10. LEADERSHIP MODELS OF SUPERVISION
Bernard Bass
and
Bruce Avolio
Daniel Goleman

11. MacGregor’s Leadership Theory

12. Theory X
• dislikes the works
• Avoid responsibility and
need constant direction
• Have to be controlled, forced and
threatened to deliver work
MacGregor’s Leadership Theory

13. • Need to be supervised at
every step
• Have no incentive to work
ambition, and therefore
need to be enticed by
rewards to achieve goals
MacGregor’s Leadership Theory

14. Theory Y
• Happy to work on their own
initiative
• More involved in decision
making
• Self-motivated to complete
their tasks
• Enjoy taking ownership of
their work
MacGregor’s Leadership Theory

15. • Seek and accept
responsibility and need
little direction
• View work as fulfilling
and challenging
• Solves problems
creatively and
imaginatively
MacGregor’s Leadership Theory

16. 01
02
03
04
02
Exploitative
authoritative
Benevolent
authoritative
Consultative
Participative
group
- lack of trust between
managers and
employees
- communication is
delivered top-down and
roles are dictated
-employees are
instead motivated
through a reward
system
-more two-way
communication
between employee
and line-manager - greater trust in their
subordinates and
demonstrate as such by
implementing ideas or
beliefs that they share with
their team members
- -open level of
communication
throughout the hierarchy
of the organisation and
team members are often
consulted during the
decision-making process
-full trust in their
subordinates and
actively works with
them as part of the
decision-making
process
- level of
communication is
high

17. Blake and Mouton’s Managerial Grid
(1,9)
Country Club
(9,9)
Team
Management
(1,1)
Impoverished
(9,1)
Produce or
Perish
(5,5): Middle
of the Road
9 –
8 –
7 –
6 –
5 –
4 –
3 –
2 –
1 –
1 2 3 4 5 6 7 8 9

18. Reddin’s 3-D Leadership Model

20. Fiedler’s Contingency Model
There is no one best style of
leadership, instead a leader
effectiveness is based on the
situation, a result of two factors
leadership style and situational
favorableness

22. Fiedler’s Contingency Model
Least Preferred Co-Worker Scale
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Backbiting 1 2 3 4 5 6 7 8 Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate 1 2 3 4 5 6 7 8 Considerate
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Gloomy 1 2 3 4 5 6 7 8 Cheerful
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
High Score
means
relationship-
oriented
leader
Low Score
means
Task – oriented
leader

23. Hersey-Blanchard Situational Leadership Theory
able, willing,
confident
able, unwilling,
not confident
Unable,
willing,
confident
unable,
unwilling,
not confident

24. Classic Leadership Styles
Autocratic
Laissez-faire
Democratic

25. Basic Leadership Styles
Laissez-faire Democratic

26. 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

27. Autocratic Leadership Style
Not all bad
• Sometimes most effective style to use when:
 New, untrained staff do not know which tasks to perform or
which procedures to follow
 Staff do not respond to any other leadership style
 Limited time in which to make decisions
 A manager’s power is challenged by staff
 Work need to be coordinated with other department or
organization

28. Autocratic Leadership Style
• Should not be used when:
Staff become tense, fearful, or
resentful
Staff depend on their manager to
make decisions
Low staff morale, high turnover and
absenteeism and work stoppage

29. Bureaucratic Leadership Style
• Manages “by the book”
• Everything done
according to procedure
or policy

30. Bureaucratic Leadership Style
Most effective when:
Staff performing tasks over and over
Staff need to understand certain standards or
procedures
Safety or security training
conducted
Staff performing tasks that
require handling cash

31. Bureaucratic Leadership
Style
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

32. Democratic Leadership Style
• Also known as participative style
• Encourages staff to be part of the
decision making
• Keeps staff informed about
everything that affects their work
and shares decision making and
problem solving responsibilities

33. Democratic Leadership Style
• Most successful when used with
highly skilled and experienced
staff or when implementing
operational changes or
resolving individual or group
problems

34. Democratic Leadership Style
Should not be used when:
Not enough time to get everyone’s input
Easier and more cost-effective for manager
to make the decision
Can’t afford mistakes
Manager feels threatened by this type of
leadership
Staff safety is a critical concern

35. 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

36. Laissez-Faire Leadership Style
An effective style to use when:
staff highly skilled, experienced and
educated
Staff have pride in their work and the
drive to do it successfully on their own
Staff are trustworthy and experienced

37. Laissez-Faire Leadership
Style
Should not be use when:
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 doesn’t understand his or her
responsibilities and hoping the staff cover for
him or her

38. Behavioral Leadership Theory
Two dimensions of leader behaviors:
Initiating Structure Behavior: The behavior of leaders
who define the leader-subordinate role so that
everyone knows what is expected, establish formal lines
of communication, and determine how tasks will be
performed.
Consideration Behavior: The behavior of leaders who
are concerned for subordinates and attempt to
establish a warm, friendly, and supportive climate.
Ohio State Leadership
Studies

39. Ohio State Leadership
Studies

40. Full Range of Leadership Model
Bernard Bass
and
Bruce Avolio

41. The Six Styles of Leadership

42. What is my leadership style?
What leadership style work best
for me and my organization?

43. Not everything old
was bad and not
everything new
was good.

44. Different styles are
needed for
different situations
and each leader
needs to know
when to exhibit a
particular
approach