Module 10: Nature of Leadership
Leadership is one of the major aspects in the study of management. It emphasizes directing people in organizations to
become well-motivated employees and encourage them to do their best and perform toward the achievement of company goals and
objectives. Leadership is also very practical and situational and can be applied in the personal daily lives of people in various scenarios
and instances.
Based on the important key words and phrases in the definition of leadership, the following presents its nature and
characteristics:
Leadership implies followership. Effective leadership is also a function of good followership. In every organization, a leader
is usually also a follower.
Leadership involves mutual and collective interest. The objectives of the leader and his followers should be one and at the
same. If the leader’s self-interest is different from his followers, then there is no leadership.
Leadership involves influence. Effective leadership implies being able to exert influence over subordinates or followers
aside from giving them usual instructions or directions. It also implies a degree of mutual respect between the leader and the
followers.
Leadership is a function of motivation and encouragement. Leaders should be able to encourage and motivate people to
perform willingly and strive to achieve company goals and objectives.
Leaders must be exemplary. A leader must be able to set an example before his followers. He must become a model of
behavior so that his followers will be motivated to work hard. To influence followers, he must show the way by his own
example.
Leadership Styles and Theories
There is no formula to leadership. Again, it is not a one-size-fits-all concept. Furthermore, no two leaders are the same. Every
leader is unique in his or her own way. Therefore, persons who are in leadership positions are expected to exhibit different patterns of
behavior. These are called as leadership styles. In studying the concept of leadership, two general types of leadership styles are
prominent: (1) behavioral approach, and (2) contingency or situational approach.
Behavioral Approaches in Leadership
Behavioral approaches in the study of leadership focus on three things: (1) how leaders motivate people, (2) how leaders use
power, and (3) orientation toward tasks and people.
How Leaders Motivate People
A person’s leadership style is sometimes dependent on the way he or she motivates people to work. There are two (2)
leadership styles under this approach: (1) positive leadership, and (2) negative leadership. When a leader’s approach at motivating
employees is focused on giving rewards, this is called positive leadership. When, however, a leader’s approach at motivating
employees is focused on punishment for not doing an assigned task, this is called negative leadership.
How Leaders Use Power
A person’s leadership style is also affected by the way he or she uses power and authority. There are four (4) leadership styles under
this approach:
1. Autocratic Style. These are leaders who use a unilateral and command-and control style. These are leaders who make
decisions without consulting subordinates and uses threats, punishment, intimidation, and fear as forms of negative motivation.
2. Human Relations Style. This leadership style places more importance on people than on tasks. These are leaders who give
their subordinates freedom to participate or share in decision-making, policy-making, and organizational operations.
3. Laissez-faire Style. It focuses on minimum effort to get the work done. These are leaders who set objectives and then allow
employees relative freedom to do whatever it takes to accomplish those objectives without being hands-on or supervisory.
4. Democratic Style. This leadership style puts equal importance and emphasis on both people and tasks to be done. These
leaders are hands-on in the job and at the same time build participation and team support toward a share purpose.
Leadership vs. Management
What is the difference between leadership and management?
A person can be a leader without being a manager. A person can be a manager without leading.
Ex: an informal leader Ex: A manager of financial accounts
Managers Leaders
Managers are concerned about how things get done Leaders are concerned with what things mean to
and they try to get people to perform better. people and they try to get people to agree about the
Managers are people who do things right and managers most important things to be done.
value stability, order and efficiency. Leaders are people who do the right thing and leaders
value flexibility, innovation and adaptation.
Leadership Processes Scope
External event interpretation Work activity organization
Choice of strategies Member skills and confidence development
Motivation of members Member learning and sharing of knowledge
Member trust Support from outsiders
Characteristics of the Leaders
Traits (motives, personality, values) Behavior
Confidence and optimism Integrity and ethics
Skills and expertise Influence
Attributions about followers
Characteristics of the Followers
Traits (motives, values, self-concepts) Trust in the leader
Confidence and optimism Task commitment and effort
Skills and expertise Satisfaction with leader and job
Attributions about the leader
Definition of Motivation
An important task of both a leader and a manager are motivating subordinates. Since the achievement of company goals and
objectives depends on people working to attain it, there is a need therefore to encourage them – give them motivation – to work
and to be productive.
Motivating is an inherent task of a leader or manager which refers to the act of providing employees, subordinates, or
followers reasons, rewards or incentives to work, perform, and achieve company objectives. Motivation, on the other hand, is intrinsic
in any person and refers to the channeling of a person’s “inner drives” to accomplish that which needs to be accomplished. It is also a
process by which a need or desire is awakened and a psychological force within our minds tells us to fulfill that need or desire.
Theories of Motivation
According to Kreitner and Kinicki (2013), early Theories of Motivation revolved around the idea that motivation is brought
about by the employee’s desire to fulfill their need, their work habits, and their job satisfaction. Among these are:
1. Hierarchy of Needs Theory. Developed by Abraham Maslow, this theory suggests that human beings have five basic needs which
can be categorized into two: lower order needs (physiological, safety and social needs) and higher order needs (esteem and self-
actualization needs). According to him, physiological needs must be satisfied first. Once a need is satisfied, it activates the next higher
need in the hierarchy. The process continues until the need for self-actualization is activated.
2. Theory X and Theory Y. Proposed by Douglas Mcgregor, this theory suggests that different styles of management have a different
bearing on the motivation of workers in an organization.
Theory X is a negative view of workers which assumes that workers have little ambition, dislike work, and avoid
responsibilities; they need to be closely monitored or controlled in order for them to work effectively. Theory Y is a positive view of
workers which assumes that employees enjoy work, seek out and accept responsibility, and are self-directed.
McGregor proposed that managers must give their employees a chance to participate in decision-making, assign them
challenging jobs to exercise their responsibility in handling complex situations, and allow them to have good work relations with others,
which would enhance their motivation.
3. ERG Theory. A theory developed by Clayton Alderfer. According to him, a set of core needs explains behavior. E stands for
existence needs, R refers to relatedness needs, and G pertains to growth needs. The needs or desire for physiological and materialistic
well-being, to have meaningful relationships with others, and to grow as a human being are like the needs presented in Maslow’s
Theory.
4. Two-Factor Theory. This theory is also known as the Motivation-Hygiene Theory proposed by Frederick Herzberg. It states that
intrinsic factors (achievement, recognition, growth and responsibility) are associated with job satisfaction, while extrinsic factors
(company policy, salary, security, and supervision) are associated with job dissatisfaction. Intrinsic factors are the motivators while the
intrinsic factors are called hygiene factors. Managers were advised to emphasize motivators to motivate their subordinates. Employees
who showed job satisfaction are more motivated and productive.
5. Three Needs Theory. Proposed by David McClelland and states that individuals have three needs that serve as motivators at work.
The three needs McClelland referred to are: the need for achievement, the need for power, and the need for affiliation. Managers are
advised to be observant of these needs among their subordinates so that they could be given job assignments that would satisfy their
needs. In doing so, they may be more motivated to work well.
