Veritas et Misericordia III
Lesson 1: Mission, Vision & Core Values
VISION
To improve man as man by developing individuals
through a legacy of excellent education and
compassionate value formation
MISSION
The noble dictum "improving man as man" embodies
the existence of the Our Lady of Fatima University as
an educational institution dedicated to the holistic
formation of men and women imbued with the
necessary skills, virtues, and academic development.
VISION (2)
A premiere inclusive university of choice aspiring to
improve man as man by developing individuals
through a legacy of excellent education and
compassionate value formation
MISSION (2)
The Our Lady of Fatima University, together with
Fatima Medical Science Foundation Inc. is dedicated
to the improvement of man as man through the holistic
formation of individuals imbued with knowledge,
skills, and virtues.
INSTITUTIONAL CORE VALUES
Through innovative learning strategies focused on
strong and updated academic foundation with
enhanced industry skills experience, a graduate of Our
Lady of Fatima University is expected to be an
ACHIEVER. In the community and in the work place,
an OLFU graduate will be known as a person who is:
A.C.H.I.E.V.E.R
A ASPIRES to do his best
C CREDIBLE and COMPASSIONATE
H HARD-WORKING and HONORABLE
I INSPIRATION to others
E EFFICIENTLY ENTREPRENEURIAL and
EMPLOYABLE
V is a VISIONARY
ETHICAL and has EXCELLENT WORK
E HABITS
R RESPONSIBLE
A.C.H.I.E.V.E.R (2)
A ASPIRES to do his best
C CREDIBLE and COMPASSIONATE
H HARD-WORKING and HONORABLE
I INSPIRATION to others
E EFFICIENT, EFFECTIVE, ETHICAL
V is a VISIONARY
Entrepreneurial, Employable and has Excellent
E
Work Habits
R RESPONSIBLE
Preliminary Term
 Orientation
 Developing Leadership: Can I be a leader?
 Developing Leadership: The Leader within Me
 Developing Ethics: Moral Stages
 Developing Ethics: The Way to Virtue
Mid-Term
 Critical Thinking: My Different Thinking Types
 Critical Thinking: The Art of Questioning
 Critical Thinking: Critical Reflection and
 Developing Thinking
 Developing Managerial Skills and Organization
1: Three Necessary Managerial Skills That I
Have to Learn
 Developing Managerial Skills and Organization
2: Motivating the Team
Final Term
 Developing Peaceful Co-Existence: Religious
Tolerance and Sensitivity
 Developing Peaceful Co-Existence: Gender
Tolerance and Sensitivity
 Developing Peaceful Co-Existence: Cultural
Tolerance and Sensitivity
 Developing Empathy: The Practice of Empathy
 Developing Empathy: Act of Random Kindness
Veritas et Misericordia III PERFORMANCE
Lesson 2: Discovering Leadership: Can I Be a Leader?
 It is almost a cliché, but also a truism that great leaders
must not only “talk the talk,” but also “walk the walk”
THE FOUR MINDSETS FOR EFFECTIVE LEADERSHIP when it comes to their job responsibilities.
 If you want your team to perform at its highest level,
you must first do so.
 The reality is that good is no longer good enough in
the global and connected business world.
 Economic instability and competition from around the
world makes it so that what was once sufficient to
succeed now will only guarantee failure.
 The most successful leaders and companies know that
nothing, but the best is good enough to survive in the
current business climate.
 As a leader, you must talk about and demonstrate that
“I’m constantly look to take my performance to the
next level.”

VISION

 As a student, it’s easy to get caught up in the daily

challenges of doing good academically.
 The problem is that if you get so busy in the day-to-
day requirements of a student, you forget to look ahead
to see what might be coming up.
COMMITMENT  What lies ahead may be a great opportunity waiting to
 The foundation of leadership is a determined and be embraced or a multi-car crash that you need to
unwavering commitment to lead, perform, and succeed. avoid.
 The amount of commitment that you bring to your role  In either case, if you’re not looking toward the
sends a powerful message of commitment to those with horizon, the future will become the present without
whom you work with. your being ready for it.
 Being motivated, for example, saying, “I do my task the  That’s where, as former US President George H.W.
best that I can.”, isn’t enough. Bush put it so well, the “vision thing” comes into play.
 That will only lead to the basics of success getting done.  A great leader can’t just be paying attention to the
 As a leader, you must be passionate, meaning you are present—“I focus on accomplishing my most
truly driven to lead and excel. immediate goals to the best of my ability.”
 You know that the “devil is in the detail” and you are  Because true success of a student isn’t judged by time,
committed to doing everything as well as possible and your vision of the group’s future is paramount—“Our
going above and beyond what is expected. success depends on always looking for what is next for
our group.”
ACCOUNTABILITY
 The first mindset involves the degree of accountability
you are willing to assume in your role in your group.
 Most members of your group are mostly in the role of
contributor in which they might say, “I know my role
and I do what I need to do to fulfill those
responsibilities.”
 Such a mindset clearly won’t enable you to assert your
leadership.
 You must take on the role of owner in which you say,
“I never assume that others are responsible. I am
responsible for everything.
 A failure by others is a failure by me.” As an owner,
you take the lead in all aspects of your group’s
functioning and performance.
Veritas et Misericordia III
Lesson 3: Discovering Leadership: Leader within Me
LEADERSHIP STYLE
One way to define a leadership style is the way we handle
a few categories:
How you deal with your teammates:
How you address your team, from directing their tasks to
dealing with problems and conflicts will shape your
leadership style..
How you manage the workflow:
How you manage what gets done, and how much oversight
they will be.
Do you expect people to get it done, or do you make
sure it’s happening yourself?
How you view your role:
Do you see yourself as a caretaker of the environment, or
the ultimate decision maker and director of traffic?
MICRO-MANAGER
Will supervise and approve every detail, keeping a heavy
hand in the overall progress of the project.
MACRO-MANAGER
Keeps track of goals and big-picture timelines while relying
on his team to make all the smaller decisions.
FLOW OF IDEAS
 The handling of the flow of ideas also distinguishes
leaders. Some serve to enable the decision-making skills
of their teams. Others bring in a predefined philosophy
and seek compliance and consent from the group.
 You may hear one style and think to yourself “that sounds
perfect.” It probably is for your skill or environment. But
that’s not to say there is a perfect leadership style; only
the ones that might fit best.
TWO BROAD CATEGORIES OF LEADERSHIP STYLES
MORE OR LESS
Task-oriented Leaders
- Excellent at managing the nuts and bolts in their area of
expertise. Their ability to get things done translates into
valuable resources for the team
- Provided they leverage those resources with good
communication and interaction.
People-oriented Leaders
- Charmers and visionaries. They get keep the human and
emotional side of the team going strong.
- There real value comes in making the group produce
better results than would come from the sum of its parts
alone.
EXAMPLE LEADERSHIP STYLES:
These are some broad sketches of leadership style. You
may find sometimes people follow a combination of these,
or even cross styles.
That’s OK –as long as their methods fit the work
environment, personalities and goals of everyone involved.
Task-oriented Leaders
The Hands-Off Leader doesn’t see the need to provide
feedback, continuous input, or scrutiny to their team.
Usually there is a good reason for this: they tend to work
with highly-experienced and functional groups. If the group
doesn’t fit this mold, there will be problems.
The Bureaucrat knows the rules of the institution and has
the team abide by them. When there are rigid policies and
guidelines in place, the Bureaucrat makes sure that they are
maintained and used to the best of their ability. This style
can be effective when there is little margin for error but
stifling in a changing or evolving environment.
The Autocrat manages the direction of all goals and work,
with little to no input from the team. They have all the
power to make decisions, and they use it. They don’t worry
about input, and do not leave room for subordinates to sub-
manage. This is a style most often used when a great deal
of scrutiny is necessary to have a successful end product but
can be untenable in less clear-cut situations.
People-oriented Leaders
The Trainer works to develop the team members to make
them more efficient and stronger at their jobs. This leader
focuses on the increasing skills and success of his team to
make success more likely.They can foster a strong
community feeling.
The Cheerleader/Coach takes an indirect approach,
motivating and encouraging the team toward success. They
have magnetic personalities and boatloads of charisma. The
Cheerleader/Coach tries to make people comfortable in
their roles, but if they leave, the team might end up in
shambles.
The Democratic Leader is a facilitator who encourages
discussion and the free-flow of ideas. The team expresses
their ideas on the best course of action, the leader studies
the options and then chooses based on the input. This style
offers the group a strong sense of place and carefully
measure decisions but can be slow to respond.