Uploaded by Maria Shiela Ledesma

Educ. 203

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Tomas Claudio Colleges
Morong, Rizal
GRADUATE STUDIES PROGRAM
Name of Presenter: MARIA SHIELA L. LOZADA
Subject:
EDUC 201 – FOUNDATIONS OF EDUCATION
Topic:
NATURE AND ELEMENTS OF LEADERSHIP,
THEORIES OF LEADERSHIP AND PUBLIC
RELATION
Professor:
DR. PAULA CRISTIN JADE C. PEÑARANDA
Date:
July 23, 2022
Effective leaders take a personal interest in the long-term development of their employees, and they use tact and other social
skills to encourage employees to achieve their best. It isn’t about being “nice” or “understanding”—it’s about tapping into
individual motivations in the interest of furthering an organization wide goal. by W.C.H. Prentice
Introduction:
Leadership is the accomplishment of a goal through the direction of human assistants. The man
who successfully marshals his human collaborators to achieve particular ends is a leader. A
great leader is one who can do so day after day, and year after year, in a wide variety of
circumstances.
He may not possess or display power; force or the threat of harm may never enter into his
dealings. He may not be popular; his followers may never do what he wishes out of love or
admiration for him. He may not ever be a colorful person; he may never use memorable devices
to dramatize the purposes of his group or to focus attention on his leadership. As for the important
matter of setting goals, he may actually be a man of little influence, or even of little skill; as a
leader he may merely carry out the plans of others.
NATURE OF LEADERSHIP
LEADERSHIP
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Process of inspiring others to work hard to accomplish important tasks.
Power
Visionary leadership
Servant leadership
Empowerment
Note: Remember the difference between a boss and a leader
ELEMENTS OF LEADERSHIP
1. Ability to use power effectively and in a responsible manner.
Power is a much broader concept than authority. It is the ability of individual to induce or influence
the beliefs or actions of other persons or group of persons, while authority is the right in a position
of the person to exercise discretion in making decisions affecting others.
2. Ability to comprehend that human beings have different motivation forces at different
times and in different situations.
Basically, understanding of people. The leader should know the motivation theory and is able to
relate it into meaningful practice.
3. Ability to inspire.
Inspire followers to apply their full capabilities to an undertaking. They may possess the qualities
of charisma that may give rise to devotion, commitment, and loyalty, and in effect, a strong desire
on the part of subordinates to promote what they want leaders to accomplish for the organization.
4. Ability to act in a manner that will develop a climate conducive to responding to and
arousing motivations.
Has to do with the style of the leader and the climate he develops. The more leaders understand
what motivates their subordinates ang how these motivations operate.
THEORIES OF LEADERSHIP
Mahatma Gandhi
"Great leaders are born, not made“
According to this point of view, great leaders are simply born with the necessary internal
characteristics such as charisma, confidence, intelligence, and social skills that make them
natural-born leaders.
Great man theories assume that the capacity for leadership is inherent—that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic, and destined to
rise to leadership when needed. The term "Great Man" was used because, at the time, leadership
was thought of primarily as a male quality, especially in terms of military leadership.
Similar in some ways to Great Man theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify a
particular personality or behavioral characteristics shared by leaders. For example, traits like
extroversion, self-confidence, and coura ge are all traits that could potentially be linked to great
leaders.
Focus on particular variables related to the environment that might determine which particular
style of leadership is best suited for the situation. According to this theory, no leadership style is
best in all situations.
That truly effective leadership is not just about the qualities of the leader, it is about striking the
right balance between behaviors, needs, and context.
The situational theory of leadership suggests that no single leadership style is best. Instead, it
depends on which type of leadership and strategies are best-suited to the task. According to this
theory, the most effective leaders are those that are able to adapt their style to the situation and
look at cues such as the type of task, the nature of the group, and other factors that might
contribute to getting the job done.
Behavioral theories of leadership are based upon the belief that great leaders are made, not
born. Consider it the flip-side of the Great Man theories.
This leadership theory focuses on the actions of leaders, not on mental qualities or internal
states. According to this theory, people can learn to become leaders through teaching and
observation.
Participative leadership theories suggest that the ideal leadership style is one that takes the input
of others into account. These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed to the decision-making
process.
Management theories, also known as transactional theories, focus on the role of supervision,
organization, and group performance. These theories base leadership on a system of rewards
and punishments. Managerial theories are often used in business; when employees are
successful, they are rewarded and when they fail, they are reprimanded or punished.
Relationship theories, also known as transformational theories, focus upon the connections
formed between leaders and followers. Transformational leaders motivate and inspire people by
helping group members see the importance and higher good of the task.
“LEADERSHIP is ACTION not POSITION.”
PUBLIC RELATION
What is Public Relation?
Public relations (PR) is the practice of managing the flow of information between an individual or
an organization and the public.
The aim of public relations by a company often is to persuade the public, investors, partners,
employees, and other stakeholders to maintain a certain point of view about it, its leadership,
products, or of political decisions.
Public Relation is essentially defensive…
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It is a corporate armour that the company can wear which would protect the company
during adverse times.
Public relations can also be defined simply as the practice of managing communication
between an organization and its publics.
Marston’s four-step “RACE” model describes the Public Relation process:
Research brings out the SWOT ( Strength, Weakness, Opportunity, and Threat).
Research is necessary to do before taking any further step. Insights of PR plannings
are customer needs, target audience, demographics, what customers want, where
they get all the information from ( TV, Newspaper, Magazines, etc.).
This includes what information is needed to communicate and what action we should
take while delivering the information. The information must be newsworthy. It must
be related to what your target audience wants from you.
Involving information and content to deliver. This talks about what information you
are going to deliver in your action plan to the target audience with effective media.
This is the most important step where you find out the effectiveness of content
delivered to the target audience. It shows the result of your PR campaign and the
effectiveness of the content.
Function of Public Relation
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Promoting goodwill
Promoting product, service, corporate image
Corporate communications
Lobbying
Counteracting negative publicity
Advantages of Public Relation Credibility
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Credibility
Cost
Avoidance of Clutter
Lead Generation
Ability to reach specific groups
Image Building
Disadvantages of Public Relation
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Difficult to quantify PR benefits
Lack of control
“Deft” management required
“PR means telling the truth and working
ethically – even when all the media want is
headlines and all the public wants is
scapegoats. Public relations fails when
there is no integrity.” – Viv Segal
REFERENCE:
 https://www.academia.edu/9410798/The_Nature_of_Public_Relation
 https://www.roberthalf.jp/en/managementadvice/leadership/nature#:~:text=A%20leader%20binds%20a%20group,and%20guidelin
es%2C%20and%20enforce%20culture.
 https://egyankosh.ac.in/bitstream/123456789/7614/1/Unit-1.pdf
 https://www.verywellmind.com/leadership-theories-2795323
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