1. MANAGEMENT and
LEADERSHIP BEHAVIOUR

2. LEADER
A person who enables
people to work
together to achieve
common objectives.

3. LEADERSHIP
The art of getting
people to do what you
want them to do and
do willingly the things
that they normally
won’t do without
hesitation.

4. LEADERSHIP STYLES
The characteristic
manner in which a
person makes
decisions that will
affect the
subordinates.

5. 3 TYPES OF LEADERSHIP
AUTOCRATIC
DEMOCRATIC
LAISSEZ FAIRE

6. AUTOCRATIC LEADERSHIP
This the least desirable form
of leadership when it
comes to building trusting
relationships.
One person has control
over all the subordinates.
The leader is in control and
no one is permitted to
make any suggestions.

7. DEMOCRATIC LEADERSHIP
Leadership style that is very
open and is ideal in
running a team.
This style is needed in
dynamic and changing
environments where very
little can be taken as
constant.
The style means facilitating
conversations,
encouraging ideas and
synthesizing all available
information into the best
possible decision.

8. LAISSEZ-FAIRE LEADERSHIP
It tries to give the least
possible guidance to
subordinates and tries to
achieve control through
less obvious means.
The principle is that it is
believed that people excel
when they are left alone to
respond to their
responsibilities and
obligations in their own
ways.

9. PARTICIPATIVE
LEADERSHIP
Participative leadership is
primarily concerned with
power sharing and
empowerment of
followers.
CHARISMATIC and
TRANSFORMATION
LEADERSHIP
Connecting the follower's
sense of identity and self to
the mission and the collective
identity of the organization;
being a role model for
followers that inspires them;
challenging followers to take
greater ownership for their
work, and understanding the
strengths and weaknesses of
followers.

10. MULTI-CULTURAL
LEADERSHIP
The trend nowadays
because of globalization.
Leading an international
flavour of subordinates.
VISIONARY
LEADERSHIP
The ability to create and
articulate a realistic,
attractive vision of the
future for an organization
that grows out and
improves upon the present.

11. MAJOR RESEARCH
APPROACHES

12. TRAIT APPROACH
The idea that people are born with
certain character traits are associated
with proficient leadership, it assumes
that if you could identify people with
the correct traits you will be able to
identify leaders.
DRIVE
MOTIVATION
INTEGRITY
SELF-CONFIDENCE
INTELLIGENCE
KNOWLEDGE

13. BEHAVIOUR APPROACH
The assumption that
leaders can be made and
not born is based on this
theory. Behavioral theories
of leadership do not seek
inborn traits or capabilities.
Rather, they look what
leaders actually do

14. POWER INFLUENCE APPROACH
Leader-Centered (leaders act
and followers react)
Explains leadership effectiveness
in terms of the amount of power
processed by a leader and how
power is exercised. Power is
viewed as important not only for
influencing subordinates but also
for influencing peers, superiors
and people uninvolved in the
organization such as client and
suppliers,

15. SITUATIONAL APPROACH
There is no single "best" style
of leadership.
Effective leadership is task-
relevant, and the most
successful leaders are those
that adapt their leadership
style to the maturity of the
individual or group they are
attempting to lead or
influence.

16. LEADERSHIP THEORIES

17. CONTIGENCY THEORY
Leader-member relations- the degree
of confidence the subordinates have
in the leader.
Task Structure- is a method of building
work decomposition for breaking
bigger task into smaller logically
interrelated pieces (operations) that
are intended to systematize process of
task performance to economize time
and resources of those who perform
work.
Position Power- the power inherent in
the leadership position. It includes
rewards and punishments typically
associated with the position of the
leader’s formal authority and the
support that the leader receives from
supervisors and the organization

18. PATH GOAL THEORY
An approach that draws heavily on
the expectancy theory of motivation.
It proposes that the leader is a key
individual in bringing about improved
subordinate motivation, satisfaction
and performance.
Directive- the leader directs, and
there is no subordinate participation in
the decision making.
Supportive- the leader is supportive
and is interested in the subordinates
as people.
Participative- the leader asks for,
receives and uses suggestions from
subordinates to make decisions.
Achievement Oriented- the leader
sets challenging goals for subordinates
and shows confidence that they can
achieve the goals.

19. LEADER STYLE THEORY
AI- The leader solves the problem
using available information
AII- The leader obtains the information
from followers then decides on the
solution to the problem.
CI- The leader shares the problem with
subordinates individually, getting their
ideas and suggestions without
bringing them together as a group.
CII- The leader shares problems with
subordinates as a group, obtaining
their ideas and suggestions.
GIII- The leader shares a problem with
followers as a group. Together the
group generates and evaluates
alternatives and attempts to reach a
consensus on a solution.

20. FILIPINO STYLE
MANAGEMENT THEORIES

21. MANAGEMENT BY KAYOD ( REALISTIC)
Managers that are rational
thinkers.
They solve problems right away or
they would at least cut down the
problem a manageable size if the
problem cannot be solved right
away.
When it comes to decision
making, they wouldn’t wait for
the information to come in, they
decide based on experiences,
common sense and instinct.
These managers also know very
well on how to make use of the
resources that they have to reach
the goal set by the employer.

22. MANAGEMENT BY LIBRO ( IDEALISTIC)
Managers in this area are very
planning and process
oriented.
They solve problems by
reflecting on them first before
taking any action, then brings
in the analysis of the problem
that they believe in fact.
Since they are process
oriented and want to make
sure that everything in their
plan would work smoothly. In
most cases, they have a
system of their own, believes
in the rules they set and won’t
change them easily.

23. MANAGEMENT BY LUSOT ( OPPORTUNIST)
Managers who are opportunists
have no principles, or they
change their principles according
to the situation.
They have strong faith in money
and power but not in people,
and they lack the sense of
loyalty. Once their padrino is no
longer in power, they would
terminate the relationship with
him and look for another one.
When it comes to decision
making, they tend to avoid
headaches by passing the
pressure to other people

24. MANAGEMENT BY UGNAYAN (RECONCILER)
Managers in this category
are the mixture of both
realistic and idealistic.
They choose the most
appropriate move to solve
a problem, they don’t insist
on certain principles.
They develop the ability of
their staff, and make use of
them when needed. They
are born leaders with good
communication and
behavioral skills.

25. T-ogether E-verybody A-chieves M-ore
T.E.A.M.

26. A Presentation by
CARLO MIGUEL A. NARBONETA