MODULE 4: DIRECTING

Directing involves motivating, directing, and “People join because of great vision. People leave
influencing people to work hard to achieve the desired because of poor leadership.”
organizational goals.
“Research shows that companies which maintain
Leading includes: traditional leadership approaches have poor
• Guiding and motivating others employee experience and engagement scores.”
• Arousing enthusiasm — Robert Ordever
• Inspiring efforts
“Employees who work under great leaders tend to be
There’s a need for the leader to channel the energy of happier, more productive and more connected to
the members and to energize them to act on what their organization— and this has a ripple effect that
needs to be done. Remember that good leaders are reaches your business’s bottom line.”
brave, understand risks, and know that moving forward — Skye Schooley
is important not only their life, but also the lives of the
people following them. How do you describe and effective leader?
1. Creates an inspiring vision of the future.
Leaders help themselves and others to do the right 2. Motivates and inspires people to engage with that
thing. They set direction, build an inspiring vision, and vision.
create something new. Leadership is the art of getting 3. Manages delivery of the vision.
others to want to do something you are convinced 4. Coaches and builds a team, so that it is more
should be done. This is also the ability to get men to do effective at achieving the vision.
what they don’t want to do and like it.
Leadership brings together the skills needed to do
● Empower people ● Lead change these things.
● Inspire people ● Shared vision
According to Prof. Warren G. Bennis, leaders are
“People don’t leave bad jobs; they leave because of people who do the right thing, managers are people
bad leaders, poor management and a lack of who do things right. Good leaders need management
appreciation for their work. skills to be effective while good managers should strive
to be good leaders.

Manager Leader

Creates a vision – he paints a picture of what he sees is

Creates goals – he focuses on setting, measuring, and
possible and inspire and engage his people to put that
achieving goals. He controls situations to reach or
vision into reality. He thinks beyond what individuals do,
exceed their objectives.
activate people to be part of something bigger.

Is an agent of change – he is a proud disrupter and

Maintains the status quo – he sticks with what he works,
innovation is his mantra. He embraces change and
refines the system, structure, and processes to make
know that if even things are working there could be a
them better.
way forward.

Copies – mimics the competencies and behaviors from

Unique – willing to be himself. He is self-aware and
others. He adapts his leadership style rather than
actively builds his unique and differentiated personality.
defining it.

Takes risks – willing to try new things even if he may fail

Controls risks – works to minimize risk and seeks to avoid
miserably. Believes that failure is often a step towards
problems rather than embracing them.
the path to success.

Is in it for the long haul – has intentionality. He does

Thinks short-term – works on shorter term goals and seeks
what he says he is going to do and stays motivated
more regular acknowledgement.
towards a big, often very distant goal.
 Relies on existing, proven skills – often doubles down on Grows personally – knows he is not learning something
what made him successful. Perfecting existing skills and new every day but remains to be curious and seeks to
adapting proven behavior. remain relevant in an ever-changing world of work.

Builds systems and processes – focuses on the analytical Builds relationships – focuses on people. Influences
side of things. He ensures that the systems are in place stakeholders to realize his vision. Builds loyalty and trust
to attain the desired outcomes. by consistently delivering his promise.

Coaches – knows the people who works for him have

Directs – assigns tasks and provides guidance on how to
the answers or are able to find them. He sees his people
accomplish them.
as competent and is optimistic about their potential.

Create fans – has people who go beyond following

Has employees – has staff who follows directions and
them. His followers become his fans and become
seek to please the boss.
fervent promoters.

Core Leadership Theories Power of the Person – based on how managers are
viewed by others.
• Power and influence theories – what is the source
of the leader’s power? • Expertise – It is based on a person’s high level of
• Trait theories – what type of person makes a good skills and knowledge as a source of special
leader? knowledge and information.
• Behavioral theories – what does a good leader • Reference – It is based on the person’s perceived
do? attractiveness, worthiness, and right to other’s
• Contingency theories – how does the situation respect. As a person with whom others like to
influence good leadership. identify.

Power and Influence Theories Trait Theories

Power is the capacity to influence other people, and These theories are cue that effective leaders share a
the strength and courage to accomplish something number of common personality characteristics or traits.
good for the group/organization. Early trait theories said that leadership is innate and
leaders are born.
Influence is the effect of a person’s actions have on the
attitudes, values, beliefs, or actions of others. Traits and Qualities:
• Integrity – refers to being honest, trustworthy, and
Power is the vital energy to make choices and reliable. Leaders with integrity acts in accordance
decisions. When applied appropriately, power is with their words and own up to their mistakes.
needed to promote action and is needed to make • Empathy – through understanding an employee’s
positive change happen. Without power, a leader struggles and offering help, appreciating a
would find it very difficult to manage the work of his person’s point of view and engaging in a healthy
subordinates and this may lead to negative impact in debate that builds to a better solution.
the organization’s productivity. • Assertiveness – active, direct, specific, and honest.
• Good decision-making skills – ability to assess a
French and Raven’s Five Forms of Power: situation and determine how the organization may
Power of the Position – based on the thing’s managers proceed. Crucial qualities that great leaders have
can offer to others. as great decision makers include emotional
intelligence, the ability to handle uncertainties,
• Legitimate – Formal rights to make demands and and the ability to weigh evidence with intuition.
expect others to be compliant and obedient. • Likability – likeable leaders are positive in words
“Because I am the boss, you must do as I ask.” and actions. They are empathetic, honest, and
• Reward – It is one’s ability to compensate another good at listening to others.
for compliance. “If you do what I ask, I’ll give you
a reward.” But these traits will not guarantee success as a leader.
• Coercive – The person can be punished for non-
compliance. “If you don’t do what I ask, I’ll punish
you.”
 Behavioral Theories situation is the one that aligns with the situation at
hand.
Focuses on how leaders behave and assures that these
traits can be copied by other leaders. Behavioral Leadership Style:
theories are sometimes called style theory because it • Task-oriented – skilled at organizing projects and
suggests that leaders are not born successful but can teams to accomplish tasks efficiently and
be created using learnable behavior. Focus heavily on effectively. Low LPC.
the actions of a leader and suggests that the best • Relationship-oriented – great at building
predictor of leadership is viewing how a leader act. relationships, facilitating team synergy, and
managing interpersonal conflict. High LPC.
Types of Leaders (by Kurt Lewin) Situational favorableness:
• Autocratic – They make decisions without • Leader-member relations – it depends on the
consulting their teams. It is appropriate when leader-member relations. It’s all about how the
decisions are needed to be made quickly, when team trusts their leader.
there’s no need to input, and when team • Task structure – it focuses on the clarity of the task
management is not necessary for a successful required to complete a project.
outcome. • Position power – it is the power to reward or punish.
• Democratic – The leader allows the time provide It refers to the authority you have over your leader.
input before making a decision. Although the
degree of input can vary from leader to leader. It
is important when team agreement matters but it
can be difficult to manage when there are lots of
different perspectives and ideas.
• Laissez-faire – Do not interfere. They allow people
in the team to make any decisions. This type of
leadership works well when the team is highly
capable, motivated, and does not net close
supervision. However, this behavior may arise
because the leader is lazy or distracted.

HISTORICAL CURRENT

Behavioral Contingency In some cases, the leadership style is not feat for the
Trait Theories
Theories Theories situation. You can consider delegating the task to the
right leader or you can try changing the situation.
Leaders match
Leaders are Leaders can style to needs of
born be trained HERSHEY AND BLANCHARD’S SITUATIONAL LEADERSHIP
others
THEORY
Contingency Theories One size does not fit all. Employees need different levels
of direction and support depending on their level of
Contingency theories are sometimes called situational competence and commitment. The problem is, most
theories which focuses on the context of the leaders. leaders have only one leadership style that they apply
These theories argue that the best leadership style to everyone, in every solution.
depends on the situation. These theories look at the
situational effects of the success or failure of a leader. Leadership style:
● Telling ● Participating
According to these theories, the personality of a leader ● Selling ● Delegating
is just a small factor in their success. The most important
factor is the context and situation of the leader. Good Maturity of those being led:
leaders can adjust their leadership style situationally or • Incompetent or competent
on a case-to-case basis. • Unwilling or willing to perform the task

FIEDLER’S CONTINGENCY THEORY A successful leader will adapt leadership techniques to

For a leader to be effective, his leadership style must fit feat the maturity level of the group in question on a
the situation. There is not one best style of leadership situational basis. Situational leaders give their people
rather, the most effective leadership style for any given exactly what they need when they need it.
 S3 – Participating or Supporting
Three Skills of a Situational Leader: Suitable style for D3 and is low task focus and high
• Goal setting – you must figure out how to work with relationship focus. In this style, the leader passes a day-
people on an individual basis. This is to help them to-day decision such as task allocation and processes
set goals specific, motivating, attainable, relevant, to the employee. The leader facilitates and takes part
and trackable. in decisions but control is given to the employee. In this
• Diagnosing – when an employee is assigned for a case, D3 employees may need directions because of
specific role, it is imperative that you check his their skills but support is necessary to bolster their
competency and commitment level. confidence and motivation.
• Matching – adjusting leadership technique to suit
what the employee needs at that time. S4 – Delegating
Suitable for D4 employees and is low task focus and low
Situational leaders alter how they lead depending on relationship focus. In this style, the leader is still involved
competence and commitment. in decision making and problem solving but control is
with the employee. It is similar with Laissez-faire. The
employees decide where or when the leader will get
involved. This style works on people with who have both
competence and commitment and who are able and
willing to work on a project by themselves with little
supervision or support.

PATH-GOAL THEORY

It combines goal-setting and expectancy. Effective

leaders help those in their directions to attain their
goals. The leaders have the responsibility of ensuring
their subordinates have the support and information
required to achieve results. Essentially, this theory holds
that effective leaders create paths to help their
subordinates achieve goals and that they work to
S1 – Telling or Directing remove obstacles that stand in the way.
Fit for a D1 employee. It is a high task focus and low
relationship focus. The leader defines the roles and VROOM-YETTON-JAGO DECISION-MAKING MODEL OF
tasks of the employee. He also supervises the employee LEADERSHIP
closely. The decisions are made by the leader and Effective leaders size up situations, assess them and
announced so the communications are one-way. then determine how much support the group will give
toward the effort, adjusting their preferred leadership
S2 – Selling or Coaching style to fit.
Suitable style for a D2 employee. This is high task focus
and high relationship focus. In this type of leadership Sometimes you have to take charge and decide what
style, the leader still defines the roles and tasks but he to do on your own but you don’t want to appear
seeks the ideas and suggestions from the employee autocratic to your team. It is better to make a decision
therefore, the communication is two-way. D2 based on the group’s consensus but it takes precious
employees may also need support and praise to build time and resources. In this decision-making theory, you
their self-esteem and involvement in decision-making decide how to decide.
to restore their commitment.
 Personal Leadership Development Plan includes having a clear picture of your strength
and weaknesses.
• Self-awareness • Genuine values • Self-Regulation – defines the ability to maintain self-
• Self-management or • Highly respected control under duress, to manage personal
regulation • Creates a positive
behavior and responsibilities, and the capacity to
• High motivation or ethical climate in
persistence the organization adapt when faced with adverse circumstances.
• Socially-aware or emphatic Covers your flexibility and commitment to personal
• Good relationship accountability.
management • Motivation – self-motivated leaders work
consistently toward their goals and they have high
Emotional Authentic
Intelligence Leadership standards on the quality of their work.
• Empathy – denotes the ability to read other
people’s moods, engage their needs, and
concerns.
Moral • Social Skills – this stick to your potential to lead,
Leadership inspire, and influence others. It also means
successful building of relationships and manage
• High ethical conflicts and change in life or business.
standards of behavior
• Integrity
• Trustworthiness MORAL LEADERSHIP
It’s the leader’s behavior that demonstrates superior
virtues, self-discipline, and unselfishness. It emphasizes
EMOTIONAL INTELLIGENCE moral virtues such as integrity, selflessness, altruism, and
Also called as emotional quotient. It is the capacity to accountability. Affects the team’s identification and
understand and express your feelings as well as to trust for you as their leader which in turn, may influence
comprehend what motivates others and how to their behavior.
successfully collaborate with them. EQ can help you
build a better team and be a more effective leader. AUTHENTIC LEADERSHIP
It is characterized by self-awareness, relational
• Self-Awareness – it is the foundation of emotional transparency, balanced processing, and strong moral
quotient. It focuses on your ability to understand code. This begins with building trust and vulnerability
your emotions as well as the potential impact they between yourself and your team members. It is critical
have on your professional relationships. Also that you are truthful and honest.