DM 241

Managerial Leadership
DM 241

Atty. Damcelle Torres-Cortes

Institute for Governance and Rural Development
College of Public Affairs & Development
University of the Philippines Los Banos
1st Semester AY 2019-20
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Today, Oct 12
 Return Midterm Exam – next week
 Reminders
o Meet with team before activity
o Submit Field Trip Forms – team should have copy signed by GS
o Book integration report 1/2 Round 2 due on Oct 9
 Potential Problem Analysis
 Discuss
II. Leadership Theories and Styles
G. Emerging Theories
III. Leadership Roles
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LEADERSHIP
ROLES
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LEADERSHIP
ROLES
• Visionary
• Change Agent
• Teacher/Counselor
• Rallyer/Motivator
• Value Shaper
• Culture Bearer
• Others?
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John Foster Wendy Thomson

Leigh Lewis
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Visioning Guide
 What needs to be CHANGED?
Questions
• What are the major issues and
problems?

 Why should ISSUES be addressed?

• What are their costs to the parties
involved?

 What is your DREAM END STATE?

• In a perfect world, what would this look
like?
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Vision Criteria of a good

Audit vision statement
1. Do I believe that it can be: Is it feasible?
2. Is my vision clear: Do the people in the
organization understand it?
3. Is it challenging: Does it move my people to
action?
4. Is it future oriented: Does it present a picture of
the organization’s future?
5. Am I convinced that it must be: Am I passionate
about it?
6. Does it create a picture: Can they see it in their
head?
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CHANGE
AGENT
RATIONALE: Changing environment – threats and
opportunities, crisis
REALITY: Resistance
• Violation of personal compact
• Self interest
• Uncertainty that causes fear
• Different assessments and goals
LEADER: Ushers and institutes the change
KEY: Planned change
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Lewin’s Model of
Change

Refreeze Unfreeze

Change
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8-Stage Model of Planned
Change
Kotter, 1995
1. Establish a sense of urgency
• crisis
2. Form a powerful guiding coalition
• Credible, with a sense of teamwork
3. Develop a compelling vision and strategy
• Provide a picture of the future
4. Communicate the vision widely
• Power of repetition
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8-Stage Model of Planned
5. Empower employees to act on a vision
Change
• Knowledge, structures
6. Generate short-term wins
• Divide goals into short achievable parts
7. Consolidate gains/created greater
change
• Put together short-term gains, show
impact
8. Institutionalize changes in organizational
structure
• Making the changes stick, policies
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TEACHER/COUNSEL
OR
• Limitation: interaction in large formal
organizations
• In a “learning organization”
• LEARNING
o Change in behavior or performance that
occurs as a result of experience
o Requires engagement in identifying and
solving problems
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TEACHER/COUNSEL
OR
• Vertical and horizontal structures
• Empowering people
• Setting examples
• Learning systems, capacity-building,
mentoring systems
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Peter Senge, The Fifth Discipline (1990) System

Thinking

Team Personal
Learning Mastery
Learning
EACHER/COUNSEL Organization

OR
Building
Mental
a shared
Models
vision
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MOTIVATOR/
RALLYER
 MOTIVATION: internal or external
forces that arouse enthusiasm and
persistence to pursue a certain course
of action
 REWARDS: Intrinsic or extrinsic (carrot
and stick); individual or system-wide
 Positive reinforcement, negative
reinforcement, punishment
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What motivates
people?
 file://localhost/Users/damcelle/Document
s/DM 241/DanielPink_2009G.mp4

 Also available at
http://www.ted.com/talks/dan_pink_on_m
otivation?language=en
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What
motivate
Autonom s
y Purpose
people?
Mastery
Pink, 2009
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AUTONOM
Y
• When they do it (time)
• ROWE (results-only work environment)
• How they do it (technique)
• Whom they do it with (team)
• What they do (task)
Pink, 2009
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MASTERY
 Provide “Goldilocks tasks” - tasks which are
neither overly difficult nor overly simple – these
tasks allow employees to extend themselves and
develop their skills further, and not to induce
boredom or anxiety
 Create an environment where mastery is
possible – autonomy, clear goals, immediate
feedback and Goldilocks tasks. Pink, 2009
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PURPOSE

 Communicate the purpose - understand the

purpose and vision of their organization and how
their individual roles contribute to this purpose
 Place equal emphasis on purpose maximization
as profit maximization
 Use purpose-oriented words – “us” and “we”
Pink, 2009
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Shaping Values and Culture

• Ceremonies
• Stories
• Symbols
• Specialized language (slogan)
• Selection and socialization of
new employees – orientation,
mentoring
• Code of ethics, ethical structure,
disclosure systems
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Mc Kinley’s 7S
Model
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FLEXIBILITY
CLAN CULTURE ADAPTABILITY
Values: Cooperation CULTURE
Values: Creativity
Consideration
INTERN Agreement Experimentation EXTERN
AL Fairness Risk-taking AL
FOCUS Social Autonomy
equality
FOCUS
Responsiveness
BUREAUCRATIC ACHIEVEMENT
CULTURE CULTURE
Values: Economy Values:
Formality Competitiveness
Rationality Perfectionism
Order
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Negotiator
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Best Alternative to a
Negotiated Agreement
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BATNA - Best Alternative to a Negotiated Agreement

https://corporatefinanceinstitute.com/resources/knowledge/deals/what-is-batna/ ZOPA – Zone of Possible Agreement
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BAD
LEADERS
&
BAD
FOLLOWERS
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• Ineffective
o Means and
ends

and/or

• Unethical
o L/F needs
o Private virtues
o Common good
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INEFFECTIVE UNETHICAL

Incompet Rigid Intemper Callous Corrupt Insular Evil

ent ate
Mary Al Dunlap, William Bill Radovan
Juan Meeker, Marion CEO Aramony, Clinton, Karadzic,
Antonio Financial Barry, Jr., Sunbeam United US Bosnian-
Samaranc Analyst Mayor of Way Chief President Serb
h, Olympic Washingto President
Committe n DC
e