The Leadership Relationship by Jolito Ortizo Padilla

Whatever the perceived approach to leadership, the most important point is the nature of the leadership and the manner in which the leader influences the behavior and actions of other people.

Leadership is a dynamic form of behavior and there are a number of variables that affect the leadership relationship. Four major variables are identified by McGregor as:

• the characteristics of the leader
• the attitude, needs and other personal characteristics of the followers
• the nature of the organization, such as its purpose, its structure, the tasks to be performed;and
• the social, economic and political environment

McGregor concludes that "leadership is not a property of the individual, but a complex relationship among these variables".

According to Kouzes and Postner, credibility is the foundation of leadership. From extensive research in over 30 countries and response to the question of what people " look for and admire in a leader, in a person whose direction they would willingly follow", people have consistently replied that they want;

" leaders who exemplify four qualities: they want them to be honest , forward -looking, inspiring and competent. In our research our respondents strongly agree that they want leaders with integrity and trustworthiness, with vision and a sense of direction , with enthusiasm and passion, and with expertise and a track record for getting things done".

Fullen refers to the importance of relationship building as a basic component of the change process and effective leadership: "Leaders must consummate relationship builders with diverse people and group-especially with people different from themselves.Effective leaders constantly foster purposeful interaction and problem solving, and are wary of easy consensus".

Within an organization, leadership influence will be dependent upon their type of power that the leader can exercise over the followers. The exercise of power is a social process which helps to explain how different people can influence the behavior/actions of others. Five main sources of power upon which the influence of the leaders is based have been identified by French and Raven as reward power, coercive, legitimate power and expert power. We shall consider these in terms of the manger and subordinate relationship.

• Reward Power is based on the subordinates perception that the leader has the ability and resources to obtain rewards for those who comply with directives, for example, pay promotion , praise, recognition , increased responsibilities , allocation and arrangement of work, granting of privilege.
• Coercive power is based on fear and the subordinates perception that the leader has the ability to punish or to bring about undesirable duties or outcomes for those who do not comply with directives; for example, withholding pay rises, promotion or privileges; allocation of undesirable duties and responsibilities; withdrawal of friendship or support; formal reprimand or possibly dismissal. This is in effect the opposite of reward power.
• Legitimate power is based on the subordinates perception that the leader has the right to exercise influence because of the leader's role or position in the organization. Legitimate power is based on authority , for example that of the managers and supervisors within the hierarchical structure of an organization. Legitimate power is therefore power because it is based on the role of the leader organization and not in the nature of the personal relationships with others.
• Referent power is based on subordinates identification with the leader. The leader exercises influence because of the perceived attractiveness, personal characteristics, reputation or what is called "charisma" . For example , a particular manager may not be in a position to reward or punish certain subordinates because the manager commands their respect or esteem.
• Expert power is based on the subordinates perception of the leader as someone who is competent and who has some special knowledge or expertise in a given area. Expert power is based on credibility and clear evidence of knowledge or expertise; for example, the expert knowledge of "functional" specialists such as the personnel manager, management accountant or systems analyst. The expert power is usually limited to narrow , well defined areas or specialisms.

Finlay suggests that in addition to the five sources of power identified by French and Raven can be added:

• personal power, supported and trusted by their colleagues and subordinates; and
• connection power,which results from personal and professional access to key people and information.

It is important to note that these sources of power are based on the subordinates perception of the influence of the leader, whether it is real or not. For example,if a leader has the ability to control rewards and punishments but subordinates do not believe this, then in effect the leader has no reward or coercive power. Similarly, if subordinates in a line department believe a manager, in a different staff department has executive authority over them then even if, de facto , that manager has no such authority there is still a perceived legitimate power.

French and Raven point out that the five sources of power are interrelated and the use of one type of power, for example, coercive may affect the ability to use another type of power for example. referent.Furthermore ,the same person may exercise different types of power, in particular circumstances and at different times.

" You have to look at leadership through the eyes of the followers and you have to live the message.What I have learned is that people become motivated when you guide them to the source of their own power and when you make out of employees who personify what you want to see in the organization".

                                                         Jolito Ortizo Padilla

                                        "Copyright infringement is punishable by law"

Organization and Judgement by Jolito Ortizo Padilla

The way in which we organize and make judgements about what we have perceived is to a large extent based on our previous experience and learning. It is also important at this point to be aware of the inferences and assumptions we make which go beyond the information given. We may not always be aware of our pre-set assumption but they will guide the way in which we interpret the behavior of others. There has been much research into the impact of implicit personality theory. In the same way that we make assumptions about the world of objects and go beyond the information provided, we also make critical inferences about people's characteristics and possible likely behaviors.

A manager might well know more the "type of person" A- a member of staff who has become or was already a good friend, who is seen in a variety of social situations and with whom there is a close relationship - than about B-another member of staff , in the same section as A and undertaking similar duties, but with whom there is only a formal work relationship and a limited social acquaintance. These differences in relationship, information and interaction might well influence the manager's perception if asked, fro example, to evaluate the work performance of A and B.

Judgement of other people can also be influenced by perceptions of such stimuli as:

• role or status
• occupation
• physical factors and appearance: and
• non-verbal communication and body language

In a discussion on managing people and management style, Padilla raises a question of how managers make judgements on those they are responsible including positive and negative messages.

   In my personal research people have admitted , under pressure that certain physical characteristics tend to convey a positive or negative message. For example, some people find red hair, earrings for men, certain scents and odors, someone too tall or too short; a disability; a member of a particular ethnic group and countless other items as negative .... Similarly there will be positive factors such as appropriate or dress for the occasion.... which may influence in a positive way.

A person may tend to organise perception of another person in terms of the whole mental picture of that person. Perceptual judgement is influenced by reference to related characteristics associated with the person and the attempt to place that person in a complete environment. In one example, an unknown visitor was introduced by the course director to 110 Singaporean students, divided into five equal groups. The visitor was described differently to each group as:

1. Ms. Alicando, a student from Harvard;
2. Ms. Alicando, demonstrator in psychology from Harvard;
3. Ms. Alicando, lecturer in psychology from Harvard;
4. Dr. Alicando, senior lecturer from Harvard;
5. Professor Alicando from Harvard.

Several popular surveys and newspaper articles appear to support the suggestion that tall men are more likely to be successful professionally and earn higher salaries than short men

Non-verbal communications and body language includes inferences drawn from posture, gestures, touch, invasions of personal space, extent of eye contact , tone, voice or facial expression. People are the only animals that speak, laugh and weep. Actions are more cogent than speech and human rely heavily on body language to convey their true feeling and meanings. It is interesting to note how emotions are woven creatively into email messages. Using keyboard signs in new combinations has led to a new e-language- to signal pleasure:), or unhappiness :-c, or send a rose @>---> encapsulate feelings as well as words. The growth of this practice has led to an upsurge of web replete with examples.

According to Mehrabian, in our face to face communication with other people the messages about our feelings and attitudes come only 7 percent from the words we use, 38 percent from our voice and 55 percent from body language, including facial expressions, Significantly, when body language such as gestures and tone of voice conflicts with the words, greater emphasis is likely to be placed on the non-verbal messages.

Padilla suggests that in the a sense, we are all experts on body language already and this part of the survival instinct:

Even in a "safe" environment like an office or meeting room you will feel a pull on your gaze each time someone new enters the room. And whether you want to or not, you will start to from opinions about a person in as little as three seconds. You can try to be fair and objective in your evaluation, but you will have little choice. This is an area where the subconscious mind bullies the conscious into submission. Like dislike, trust, love or lust can all be promoted in as long as it takes to clear your throat. In fact most of these responses will be based on your perception of how the person looks.

In our perceptions and judgment of others it is important therefore to watch and take careful note of their non-verbal communication. However, although body language may be a guide to personally, errors can easily arise if too much is inferred from a single message rather than related cluster of actions.According to Fletcher ,"You won't learn to interpret people's body language accurately , and use your own to maximum effect, without working at it. If you consciously spend half an hour a day analysing people's subconscious movements , you'll soon learn how to do it-almost unconsciously. However, as Mann points out, with a little knowledge about the subject is all too easy to become body conscious. Posture and gesture can unmask deceivers, but it would be dangerous to assume that everyone who avoids eye contact or rubs their nose is a fibber. Nevertheless an understanding of non-verbal communication is essential for managers and other professions where good communications skills are essential.