LEADERSHIP

MODEL AND POWER TYPES

 LEADERSHIP : MODEL
• A THEORI THAT HAVE BEEN
DEVELOPED INTO MODEL FOR
EFFECTIVE LEADERSHIP.
• WITH THE KNOWLEDGE OF LEADERSHIP
THEORIES, WE CAN SELECT THE MODEL
THAT CAN BE BEST APPLIED TO
SPECIFIC SITUATION, TYPES OF
DECISION – MAKING PROCESS, OR
GROUP OF SUBORDINATES.
 LEADERSHIP : MODEL
• BASIC LEADERSHIP MODEL
• SITUATIONAL LEADERSHIP MODEL
• SOCIAL – CHANGE MODEL
• ALPHA LEADERSHIP MODEL
 LEADERSHIP : MODEL
• BASIC LEADERSHIP MODEL
– AUTOCRATIC
– DEMOCRATIC
– LAISSEZ – FAIRE
• EFFECTIVELY USED IN FIRE SERVICE
BASED ON THE SITUATION.
– GIVING ORDERS FOR FIRE SUPPRESSION
– ASK A HAND TO SOLVE PROBLEM
– LET THE CREW DO WHAT THEY THINK SHOULD
BE DONE
 LEADERSHIP : MODEL
• COMBINATION OF
– AUTOCRATIC
– DEMOCRATIC
– LAISSEZ – FAIRE
CAN BE KNOWN AS CONTINUUM OR
LINE/SCALE FROM EXTREME TO LESS
• TO BE A BALANCED LEADER, WE NEED TO
APPROACH FROM MODERATE OR CENTER
POINT OF LINE.
 LEADERSHIP : MODEL
BALANCED LEADER CONTINUUM

AUTOCRATIC DEMOCRATIC LAISSEZ - FAIRE

CONTROLLING MINIMAL CONTROL NO CONTROL

MAKES ALL DECISION INVOLVES MAKES NO

EMPLOYEES DECISIONS

WORK – ORIENTED BALANCED PEOPLE - ORIENTED

CONCERNS
 LEADERSHIP : MODEL
• BALANCED LEADER, LEADS BY EXAMPLE.
• LEADERS NEVER ASK SUBORDINATES TO DO
ANYTHING THAT THEY THEMSELVE HAVE NOT
DONE OR WOULD NOT DONE.
• THIS LEADERS FOLLOW THE RULES,
REGULATION, POLICIES AND PROCEDURE.
• DECISION BASED ON ACCURATE
INFORMATION AND WITHSTAND THE
APPLICATION AND SCRUTINY OF LOGIC.
 LEADERSHIP : MODEL
• SITUATIONAL LEADERSHIP MODEL
– DEVELOPED BY PAUL HERSEY AND KEN
BLANCHARD.
– BASED ON TWO – DIMENSIONAL AND
SITUATIONAL LEADERSHIP THEORIES.
– DEPENDS ON MATCHING THE LEADER STYLE TO
MATURITY OF THE MEMBERS OF THE UNIT OR
SUBORDINATES.
– MATURITY IS BASED ON COMPETENCE,
COMMITMENT, TECHNICAL ABILITY AND
WILLINGNESS OF SUBORDINATES TO DO THE
TASK.
 LEADERSHIP : MODEL
• SITUATIONAL LEADERSHIP MODEL
– MATURITY OF THE EMPLOYEE IS BASED
ON TWO FOLLOWING ELEMENT:
• ABILITY OF EMPLOYEE TO DO THE TASK
• WILLINGNESS OF EMPLOYEE TO DO THE
TASK. COMMITMENT AND MOTIVATION
DETERMINE THE WILLINGNESS LEVEL.
 Situational Leadership Model
10
Employee Readiness Level
9 Moderate to High High Readiness
8
Readiness
Low Ability High Ability
7
and and
6 High Willingness Very Willing
Willingness

5
R3 R4
4 Low Ability High Ability
3
and and
Unwilling Low Willingness
2 R1 R2
1
Low Readiness Low to Moderate
0 Readiness
0 1 2 3 4 5 6 7 8 9 10

Ability
 LEADERSHIP : MODEL
• SITUATIONAL LEADERSHIP MODEL
– FROM PREVIOUS TWO ELEMENTS, HESKEY AND
BLANCHARD ESTABLISHED FOUR READINESS
LEVEL.
• TELLING – USES AUTOCRATIC APPROACH
• SELLING – USES REFINED AUTOCRATIC APPROACH
THAT INVOLVE CONVINCING MEMBERS THAT THE TASK
IS APPROPRIATE AND JUSTIFIED.
• PARTICIPATING – RELIES ON INPUT FROM MEMBERS IN
DETERMINING HOW THE TASK SHOULD BE DONE.
• DELEGATING – USES LIMITS SET BY LEADER AND
ALLOWS MEMBERS TO DETERMINE HOW THE TASK WILL
BE DONE.
 LEADERSHIP : MODEL
• SITUATIONAL LEADERSHIP MODEL
– ALLOW OFFICER TO BE FLEXIBLE
SELECTING A STYLE THAT SUITS THE
SITUATION AND EMPLOYEE WHO ARE
INVOLVED.
– THE ABILITY AND WILLINGNESS OF
MEMBERS TO COMPLY ARE ALSO
FACTORS THAT INFLUENCE THE CHOICE
OF STYLE.
 LEADERSHIP : MODEL
• Social Change Model
– Developed in 1990 based on principle – centered
leadership.
– Value – based model of leadership for social
change.
– Goals of the social change model :-
• Promote in the individual self-knowledge and
understanding of one’s interest, talents, and
values.
• Increase leadership competence in order to cause
positive cultural change in an instituition,
community, or society.
 LEADERSHIP : MODEL
• Social Change Model
– Corresponding to and interacting with goals are
seven critical value that are subdivisions of the
model’s three areas:
• Individual – Critical values:
– Consciousness of self and others : Awareness of
values, attitudes, emotions, and beliefs that
motivate people to action.
– Congruence : Consistency of thoughts, feelings,
and actions toward others.
– Commitment : Personal investment of time and
energy for the duratin of the project.
 LEADERSHIP : MODEL
• Social Change Model
– Corresponding to and interacting with goals are
seven critical value that are subdivisions of the
model’s three areas:
• Group – Critical values:
– Common purpose : Shared goals and values
defined by the active participation of members of
the group.
– Collaboration : Application of mutual trust as a
means of empowering others and oneself.
– Controversy with civility : Acknowledgement that
group members will inevitably hold different views
and that difference must be addressed in a civil
values – based, respectful manner.
 LEADERSHIP : MODEL
• Social Change Model
– Corresponding to and interacting with
goals are seven critical value that are
subdivisions of the model’s three areas:
• Community/society – Critical values:
– Citizenship : Acknowledgment that the
members of the group have both individual
rights and responsibilities to the community.
 LEADERSHIP : POWER
• Power
– Possession of control, authority, or influence over
others.
– with power can give advice, offer rewards, or
threaten subordinates with a variety of sanctions.
– Exercised of power may be judged to be good or
bad, effective or ineffective.
– Five types of power : reward, coercive,
identification, expert, and legitimate.
 LEADERSHIP : POWER
• Power
– Reward
• Based on one person’s perception of other’s ability to
grant rewards.
• Leader who have this power can use to motivate
subordinates to be more productive.
• Example of organizational rewards that seek by
employee :
– Getting a raise or bonus
– Being promoted to a more responsible job
– Getting an expanded operating budget
– Gaining trust or respect
– Gaining additional authority
 LEADERSHIP : POWER
• Power
– Coercive
• Based on subordinates’ perceptions of the leader’s
authority to punish.
• Example of coercive power :
– Verbal or written reprimand for substandard work
performance.
– Suspension without pay.
– Withholding a promised or expected reward such as a
raise or promotion.
– Termination
 LEADERSHIP : POWER
• Power
– Identification
• Derived from someone’s desire to identify
with and emulate another.
• Followed by example.
• Another form is referent or personal power,
where they have a relationship with
someone who does have power.
 LEADERSHIP : POWER
• Power
– Expert
• Based on one person’s perception that another’s
knowledge and expertise can help in the first
person’s endeavors.
• Knowledge is power, more knowledge more
power, even didn’t have authority.
• Another form of knowledge power is information
power.
 LEADERSHIP : POWER
• Power
– Legitimate
• Derived because of organizational structure
of the department/organization.