LEADERSHIP

EFFECTIVENESS
Vanessa L. de Guzman
Joeven Macasiab
Rosaleen Agojo
Objectives:

• Explain the importance of having a good

vision, purpose and mission statement;
• Learn and develop formulation of vision,
purpose and mission statement; and,
• Improve your own organization’s Vision,
Purpose and Mission Statement.
What would you rather be?
THE PARADIGM SHIFT

The dominant principle of organization has shifted from

management in order to control enterprise to leadership
in order to bring out the best in people and respond
quickly to change.

It is a democratic yet demanding

leadership that respects people and
encourages self-management, autonomous
teams, and entrepreneurial units.
(John Naisbitt and Aburdene in
Megatrends 2000)
According to Warren Bennis
(1993)

MANAGERS VS. LEADERS

Administer Innovate
Maintain Develop
Control Inspire
Short-term view Long-term view
“How?” and “When?” “What?” and “Why?”
Imitate Originate
Accept the status quo Challenge it
According to Warren Bennis and Burt
Nanus in Leaders: The Strategies for
Taking Charge

• By focusing attention on a vision, the leader

operates on the emotional and spiritual
resources; on its values, commitment, and
aspirations.
• The manager, by contrast, operates on the
physical resources of the organization, on its
capital, human skills, raw materials, and
technology.
According to Warren Bennis and Burt
Nanus in Leaders: The Strategies for
Taking Charge

It is an emotional appeal to some of the

most fundamental of human needs- the
need to be important, to make a difference,
to feel useful, to be a part of successful and
worthwhile enterprise.
Leaders: The Strategies for Taking
Charge

People don’t want to be managed.

They want to be led. Whoever
heard of a world manager? World
leader, yes. Educational leader;
Political leader; Religious leader;
Scout leader; Community leader;
Labor leader; Business leader;
They lead. They don’t manage.

Published by United Technologies

Corporation
 MANAGE YOURSELF.
“Do it well and you’ll be ready to stop managing
and start leading.”
LEADERSHIP VS. MANAGEMENT

EFFICIENCY
VISION
PLANNING
CREATIVITY
PROCEDURES
DYNAMISM
CONTROL
CHANGE
CONSISTENCY
RISK-TAKING
AUTONOMY OF A LEADER

MANAGEMENT LEADERSHIP
RATIONAL
• Concerned with VISIONARY • Look to the future
the present

• Make sure • Set broad

CONSULTING details are taken PASSIONATE purposes and
of direction

• Exercise control • Create

PERSISTENT
to make sure CREATIVE
commitment that
that things work things may work
well better
 • Solve today’s problems • Create a better future
PROBLEM- by addressing
FLEXIBLE by seizing opportunities
SOLVING difficulties caused by stimulated by changing
changing events events.

TOUGH- INSPIRING • Focus on the product

MINDED
• Focus on the process

• Focus on the problem • Focus on what is right

ANALYTICAL INNOVATIVE
behavior and praise it

• Make sure people • Inspire people

put in an honest
STRUCTURAL
day’s work for their
COURAGEOUS to do their
pay best
DELIBERATIVE • Organize and plan IMAGINATIVE • Create a vision.

• Create efficient • Go beyond the need for

standard procedures and
AUTHORITATIVE policies and standard EXPERIMENTAL
create a more efficient
operating procedures system

STABILIZING • Focus on efficiency INDEPENDENT • Focus on effectiveness

Seven Habits of Highly Effective
People by Stephen Covey (1992)

• Management is a bottom-line focus: How

can I best accomplish certain things?

• Leadership deals with the top line: What

are the things I want to accomplish?
Stephen Covey (1992) in his Seven
Habits of Highly Effective People

• Management is
efficiency in
climbing the ladder
of success;

• Leadership
determines whether
the ladder is leaning
against the wall.
 A Force for Change (1993)

TEAM APPROACH BETWEEN MANAGEMENT AND

LEADERSHIP

John Kotter does a reputable job of showing

the importance of an organization needing the
perspective strengths of management (doing
things right) and leadership (doing right
things).
MANAGEMENT LEADERSHIP
1.Planning and Budgeting – 1.Establishing Direction –
establishing detailed steps and developing a vision of the future,
timetables for achieving needed often the distant future, and
results, and then allocation the strategies for producing the
resources necessary to make that changes needed to achieve that
happen. vision.

1.Aligning People –
1.Organizing and Staffing – communicating the direction by
establishing some structure for
accomplishing plan requirements, words and deeds to all those
staffing that structure with individuals, whose cooperation may be
delegating responsibility and authority needed so as to influence the
for carrying out the plan, providing creation of teams and coalitions
policies and procedures to help guide that understand the vision and
people, and creating methods or
systems to monitor implementation. strategies, and accept their
validity.
MANAGEMENT LEADERSHIP
1.Controlling Problem 1.Motivating and Inspiring –
energizing people to overcome
Solving – monitoring results major political bureaucratic
versus plan is some detail, and resource barriers to change
identifying deviations, and by satisfying very basic, but
organizing to solve these then often unfulfilled, human
problems. needs.

1.Produces a Degree of
1.Produce Change, often
Predictability and Order,
to a dramatic degree,
and has the potential of
and has the potential of
consistently producing
producing extremely
key results expected by
useful change.
various parties.
 Mind of a Manager; Soul of a
Leader
by Craig Hickman

Managers should not be required to become more like

leaders, nor should leaders be required to become more
like managers. Rather, both should come to value and
emphasize the unique strengths of each other in order to
top the natural tension between them to produce a “one
plus one equals three” outcome. This requires blending
strong management and strong leadership into one
integrated whole where the strengths of leaders combine
with, rather than clash with, the strengths of managers,
therebt minimizing the weakness of both.
 SUMMARY
• Leaders gain power through
their actions and personal • Managers have positional
relations. power on which to rely.
• Leaders are found throughout • Managers are found in the
an organization. organization’s higher
• Leaders have followers who
echelons.
desire to be on the team. • Managers have subordinates
• Leaders depend on people for who have been assigned to
success. them.
• Leaders provide vision in terms • Managers use the “this is
of “the real benefit to you..” your job..” approach.
• Leaders have self-conceived • Managers attempt to meet
goals to better the the goals provided by the
organization. organization.
• Leaders strive to change • Managers work to
the organization to best maintain the
meet needs as they organization’s status quo
perceive them. • Managers view rules and
• Leaders often view rules procedures as necessary
and procedure as controls to provide order.
bureaucratic red tape. • Managers follow
• Leaders work for results. directives.
• Leaders work through • Managers work with
their people. charts and computer
print-out.