4. Leadership Traits:
• Honest — Display sincerity, integrity, and candor in all your actions.
Deceptive behavior will not inspire trust.
• Competent — Base your actions on reason and moral principles. Do not
make decisions based on childlike emotional desires or feelings.
• Forward-looking — Set goals and have a vision of the future. The vision
must be owned throughout the organization. Effective leaders envision
what they want and how to get it. They habitually pick priorities stemming
from their basic values.
• Inspiring — Display confidence in all that you do. By showing endurance in
mental, physical, and spiritual stamina, you will inspire others to reach for
new heights. Take charge when necessary.
• Intelligent — Read, study, and seek challenging assignments.
5. Leadership Traits:
• Fair-minded — Show fair treatment to all people. Prejudice is the enemy
of justice. Display empathy by being sensitive to the feelings, values,
interests, and well-being of others.
• Broad-minded — Seek out diversity.
• Courageous — Have the perseverance to accomplish a goal, regardless of
the seemingly insurmountable obstacles. Display a confident calmness
when under stress.
• Straightforward — Use sound judgment to make a good decisions at the
right time.
• Imaginative — Make timely and appropriate changes in your thinking,
plans, and methods. Show creativity by thinking of new and better goals,
ideas, and solutions to problems. Be innovative!
6. Leadership Skills:
Technical Skill: Human Skill:
refers to a person’s knowledge and is the ability to work
ability in any type of process or effectively with people and
technique. build teamwork.
Conceptual Skill:
is the ability to think in terms of
models, frameworks and broad
relationships such as long range
plans. Deals with ideas.
7. Leadership Styles:
Autocratic leadership
Democratic leadership
make decisions without consulting their
teams. the team to provideappropriate
allow This is considered input before
Laissez-faire leadership be
when decisions genuinely need to
making a decision, although the degree
taken quickly, whenfrom leaderneed for
don't interfere; they allow no to leader.
of input can vary there's people within
input, and when team agreement isn't
the type ofto make important when
This team style is many of the
necessary forThis works well when the
decisions. a successful outcome.can be
team agreement matters, but it
team difficult to manage capable
quite is highly when thereand
are
motivated, and perspectives and ideas.
lots of different when it doesn't need
close monitoring or supervision.
However, this style can arise because
the leader is lazy or
distracted, and, here, this approach can
fail.
9. POWER
Power: Authority:
is the ability of one person
(the agent) to influence the is the power vested in a
behavior and/or attitudes position and therefore, is
of others (the target). Thus, exclusive to that position.
power is not exclusive to
leaders and managers.
Influence:
is understood as the effect of one party (the
agent) on another (the target).
10. POWER
• Influence:
The success of an influence attempt can be distinguished among
qualitatively distinct outcomes: commitment, compliance, and
resistance.
Commitment: This is a result in which the target agrees with a request
or decision from the agent and strives carryout the request or
implement the decision effectively.
Compliance: This is an outcome in which the target is willing to do what
the agent asks, but is apathetic rather than enthusiastic about it.
Resistance: The target is opposed to carrying out the agent’s requests
and decisions.
11. POWER
SOURCES OF INDIVIDUAL POWER
• Legitimate power: From holding a formal position. Others comply because
they accept the legitimacy of the position of the power holder.
• Reward power: Target complies in order to obtain rewards controlled by
the agent.
• Coercive Power: Compliance is to avoid punishments controlled by the
agent.
• Expert Power: Based on a person’s expertise, competence, and
information in a certain area.
• Referent Power: The target person comply because they respect and like
the power holder (agent).
12. POWER
SOURCES AND CONSEQUENCES OF
POWER
• The first three sources of power –
legitimate,reward and coercive- are position
powers. Managers and executives generally
hold all these three sources of power.
• The expert and referent sources of power are
personal.
13. POWER
Another conceptualization of power sources is
as follows:
• Position Power: Formal authority, control over rewards, control
over punishments, control over information and ecological control.
• Personal Power: Expertise, friendship or loyalty and charisma.
• Political Power: Control over decision processes, coalitions, co-
optation and institutionalization.
14. POWER
POTENTIAL REACTIONS TO INDIVIDUAL
SOURCES OF POWER
Coercive Power
Resistance
Reward Power
Legitimate Power Compliance
Expert Power
Commitment
Referent Power
15. POWER
INFLUENCE TACTICS
• Rational persuasion (Expert, info)
• Inspirational appeal (Referent)
• Consultation (All)
• Ingratiation (Referent)
• Personal appeal (Referent)
• Exchange (Reward and info.)
• Coalition building (All)
• Legitimate tactics (Legitimate)
• Pressure (Coercive)
16. ORGANIZATIONAL SOURCES OF POWER
• Coping with uncertainty
• Centrality
• Dependency
• Substitutability
POWER SOURCES FOR TOP EXECUTIVES
•Legitimate power and position
•Access to resources
•Control of decision criteria
•Centrality in organizational structure
17. LEADERSHIP & POWER
• The essence of leadership is influence over
others. But, influence is not unidirectional.
• Power is the engine that drives the ability to
Influence.
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ya!
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20. Welcome guid na
ya!
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lang react!
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