National Service Training Program 2(CWTS)

Module 1: Self Awareness Dare to Dream, Dare to Be!

The following are examples of great

individuals who dared to dream and
dare to be:

 Beethoven was totally deaf, yet he

created musical masterpieces.

 Milton was blind, poor, and sick, yet

Objectives he wrote Paradise Lost and

 To understand and to give awareness to Paradise Regained.

one’s behavior.
 Abraham Lincoln failed several
 To deeply understand self-worth of oneself. times in his political career, before
What is SELF-AWARENESS? he was elected to presidency. He
even became one of the greatest
- Self-awareness is defined as an
US Presidents.
awareness of one’s own personality or
individuality. The term “SELF” often  Burt Reynolds washed dishes for a
refers to yourself, myself, living before he came a well-
himself/herself, oneself, and your respected actor.
ownself.  Helen Keller struggled to overcome
- This refers to a person in a prime her handicap to become an
condition, as entire person or inspiration to both the blind and
individual. Awareness is defined as the seeing.
having or showing realization, You as You
participation, commitment, and
 NOSCE TE IPSUM is Latin for “Know
knowledge of one’s values
Thyself”
development.
SELF- AWARENESS

Pay attention to your: SELF-CONCEPT

 Characteristics - what we know and believe about

ourselves
 Feelings
- Self-reference effect
 Reactions
E.g.
 Habits
 Athlete? You will remember sports-
 Behaviours
related experiences faster (Kihlstrom
 Strength & Cantor, 1984)
 Weaknessess  Friend’s birthday close to yours? You’ll
remember it quicker (Kesebir &
Oishi, 2010)
Be aware of your Strength and
Weakness  You welcome information related to
your schema.
 Weakness- Traits you lack and
Areas you can improve on

E. g. Unskilled, Unorganised, Evaluating Yourself

Indecisive, Shy, Not punctual, - to know who you really in your eyes
Proscratinate and other eyes
 Strengths

E.g. People Skills, Problem Solving,

Creative thinking, Hardworking and
Dedicated
You as You D. You are you and you are what you
think. You are unique in you own
 Let’s begin to know yourself, since the
way. Only you can control your
essential formula for achievement
destiny.
is self-analysis.
E. “ You are the one but you can still
1. Know the difference between your
the one, you can do everything but
biological or inherited traits and
can still do something because
your environmental or acquired
you can do everything you will not
traits.
refuse the something you can do.”
2. Self-awareness is an awareness of
You as a Filipino
one’s own personality or
individuality.  Being aware of and remaining
constantly on guard against
A. SELF-
the Filipino tendency towards
oneself/himself/herself/myself
negativism, you can eventually
 belonging to oneself
propel yourself into positivism.
 a person in prime condition
 Use your “lakas at tibay ng
 entire person as an individual. loob” (courage and strength) to
move away from the fatalistic
B. AWARENESS- having or showing
“gulong ng palad” (wheel of
realization, perception or
fortune) and “bahala na” (come
knowledge
what may) attitude.
C. Be your own best friend and
A. Begin by- Begin by getting invovled
believe in yourself, so that you can
with your own life. Makialam ka sa
become the person you want to
buhay mo! Cooperate, makisama ka,
by first initiating a change in
yourself.
You as a Filipino

B. Begin- Begin without expecting

instant miracles. You have got only
one real friend and one worst
Degree of Openness
enemy and that is yourself.
Quadrant 1. The area of openness
C. Believe in- Believe in your abilities
refers to behaviors which are known to
and work unyieldingly to reach you
self and known to others. “People see
objective.
me the way I see myself.” E.g. name,
You and Your Faith gender and affiliation

 Filipino worship is directed Quadrant 2. The blind area is where we

towards God as father-figure can see things in ourselves of which
who takes care of all- “Bahala na we are unaware of. This is the “bad
ang Diyos” signifying that divine breath” area. “People have certain
providence is responsible for our beliefs about me but they don’t tell
destinies. Thus, whenever a me.”
problems confront us, we tend to
Quadrant 3. Repressed or hidden area.
turn against God and blame Him
These are things we do not reveal to
for all the misfortunes.
others of that which are sensitive, like
JOHARI WINDOW embarrassing experiences.

- Taken from Joseph Luft & Harrington Quadrant 4. This is the area of the
Ingham unknown where neither the individual
nor others are aware of certain
behavior that could influence
interpersonal relationships.
Bibliography

Del Rosario, Ed. D. (2012). Resurreccion et. al. National Service Training Program 1. Bulacan: St. Andrew
Publishing House.

Lee, Sergio J. (2007). National Service Training Program: 2nd Edition. Quezon City: C & E Publishing, Inc.
There are many ways to develop self-
awareness and practice it, but below
are some of the most powerful ways:

1. Beware of what upsets you about

others.

2. Practice Meditation

3. Draw your own timeline

4. Find time to write out your beliefs

5. Ask for Feedbacks

…. jia you..
Module 2: Leading and Meaning of LEADERHIP

Leadership  Leadership is the managerial

Objectives activity that maximizes

productivity, stimulates creative
 To be enhance the leadership skill of the
students
problem, and promotes morale
and satisfaction (Blake and
 To figure out what are the duties and
Mouton)
responsibilities of a leader.

Overview LEADERS

- This session focuses on the function of a leader  Good leaders are made not born. If
and how important a leader on an organization. you have the desire and
willpower, you can become an
Meaning of LEADERSHIP
effective leader.
 Leadership is the process of
 To inspire your workers into
influencing others to behave in
higher levels of teamwork, there
preferred ways to accomplish
are certain things you must be,
organizational objectives.
know and do.
 Leadership possesses as many
 These do not come naturally, but
definitions as the term motivation.
are acquired through continual
Is an elusive, yet very real
work and study.
concept that daily influences
every person in every  Good leaders are continually
organization in the world. working and studying to improve
their leadership skills; they are
NOT resting on their laurels.
 Leadership is the relation in which
one person (the leader)
influences others to work
together willingly on related task
 to attain goals desired by the - The role of a leader is to inspire
leader and/or group. and create followers who are also self-
leaders.
 Art of influencing people to get
necessary support and cooperation - The task of a leader is to bring
in community affairs to maintain about constructive and necessary change.
solidarity among people.

 It is the ability influenced others

towards desired goals. Leaders
are needed to make decisions, to
direct community activities, and
speak for the community both in
relation to its internal
organization and its outside
relationships.

How to be an EFFECTIVE LEADER

 Give direction, set an example,

and share risks or hardship on an
equal footing

 Win respect without courting

popularity

 Do not overboss; do not dictate or

rule by the book

 Support and help; back your

people up; be on their side;
remember their problems
FOUR FACTORS OF LEADERSHIP 3. Communication

1. Leader - You lead through two-way

communication. Much of it is
- You must have an honest
nonverbal. What and how you
understanding of who you are,
communicate either builds or harms
what you know, and what you can
relationship between you and your
do. To be successful you have to
employees.
convince your followers, not
yourself or your superiors, that 4. Situation
you are worthy of being followed.
- All situations are different.
2. Follower What you do in one situation will not
always work in another. You must
- Different people require
use your judgment to decide the
different styles of leadership. A
best course of action and the
person who lacks motivation
leadership style needed for each
requires a different approach than
situation.
one with a high degree of
motivation. You must know your Principles of Leadership
people! The fundamental starting
 Know yourself and seek self-
point is having a good
improvement – In order to know
understanding of human nature,
yourself, you have to understand
such as needs, emotions, and
your be, know and do attributes.
motivation. You must come to
Seeking self-improvement means
know your employees’ be, know,
continually strengthening your
and do attributes.
attributes. This can be
accomplished through self-study,
formal classes, reflection, and
interacting with others.
Principles of Leadership (continue,,)  Keep you workers informed- know
how to communicate with not only
 Be technically proficient – As a
them, but also seniors and other
leader, you must know your job
key people.
and have a solid familiarity with
your employees’ task.  Develop a sense of responsibility in
your workers- help to develop
 Seek responsibility and take
good character traits that will help
responsibility for your actions –
them carry out their professional
Search for ways to guide your
responsibilities.
organization to new heights. And
when things go wrong, they always  Ensure that tasks are understood,
do sooner or later – do not blame supervised, accomplished-
others. Analyze the situation, take communication is the key to this
corrective action, and move on to responsibility.
the next challenge.
 Train as a team- although may so
 Make sound and timely decisions – called leaders call their
use good problem solving, organization, department, section,
decision making and planning etc. A team; they are not really
tools. teams.. they are just a group of
people doing their jobs.
 Set the example – Be a good role
model for your employees. They
 Use the full capabilities of your
must not only hear what they are
expected to do, but also see. We participation- by developing a
must become the change we want to
team spirit, you will be able to
see – Mahatma Gandhi
employ organization, department,
 Know your people and look out for
their well-being – Know human section, etc. To its fullest
nature and the importance of
capabilities.
sincerely caring for your workers.
Attributes of Leadership

 BE a professional.  DO provide direction.

Example: Be loyal to the Examples: Goal setting, problem

organization, perform selfless solving, decision making, planning.
service, take personal responsibility  DO implement.
 BE a professional who possess Examples: Communicating,
good character traits. coordination, supervising, evaluating.
Example: Honesty  DO motivate.
competence, candor, commitment,
Examples: Develop morale and
integrity,courage, straightforwardness,
esprit de corps in the organization,
imagination.
train, coach, counsel.
 KNOW the four factors of
leadership
THE FOUR PILLARS OF
– follower, leader, communication,
and situation. LEADERSHIP

 KNOW yourself. The four pillars of an organization are

Leadership, Management, Command
Examples: Human needs,
emotions, and how people respond to and Control. They are important for
stress. every leader and manager to
understand because they directly
 KNOW your job. drive the organization.
Examples: Be proficient and be able
to train others in their tasks. 1. Leadership drives the
interpersonal aspects of the

 KNOW your organization. organization, such as moral and

- Examples: Where to go for help, team spirit.

its climate and culture, who the
unofficial leader are.
THE FOUR PILLARS OF THREE TYPES OF LEADERSHIP
LEADERHIP…. - There are three types of Leadership

2. Management deals with the 1. Authoritative type of leadership

conceptual issues of the through fear;
organization, such as planning and
2. Persuasive or democratic type
organizing.
of leadership- the one that
3. Command guides the organization practices the philosophy of
with well thought-out visions that management; and
makes it effective.
3. Free-rein type, wherein the leader
4. Control provides structure to the just allows his followers to do
organization in order to make it what they want.
more efficient.
TRAITS WHICH A LEADER SHOULD
FUNCTIONS OF LEADERSHIP HAVE:

- Villamargo as cited by Coloma &  Adaptability- adjustable to changing

Herrera (2004) give three function of situation
Leadership, such as;  Consideration- thoughtful and kind
1. Providing Vision  Dedication- devotion, especially to
2. Achieving Goals duty

3. Initiating camaraderie and smooth  Dignity- quality of being honorable or

relationship. excellent

 Faith- belief without evidence;

confidence or dependence on a
person

 Experience- something undergone

TRAITS WHICH A LEADER SHOULD LEADERSHIP STYLE
HAVE:
- Leadership style is the manner and
 Honesty- trustworthiness approach of providing direction,
 Initiative- first move, does not wait to implementing plans, and motivating
be told people.

 Integrity- uprightness of character 1. AUTHORITARIAN (AUTOCRATIC)

 Justice- impartiality, righteous I want both of you to…

 Knowledge- knowledgeable - This style is used when

leaders tell their employees what they
 Judgement- decision reached
want done and how they want it
Kindness- gentleness of heart,
accomplished, without getting the


humanness
advice of their followers. Some of the
 Loyalty appropriate conditions to use it is when
you have all the information to solve
 Persuasiveness
the problem, you are short on time, and
Poise
your employees are well motivated.


 Resourcefulness

 Tact

 Thoughtfulness

 Unselfishness
LEADERSHIP STYLE

2. PARTICIPATIVE (DEMOCRATIC) 3. DELEGATIVE (FREE REIGN)

Let’s work together to solve this… You two take care of the problem while
I go…
- This style involves the leader
including one or more employees in In this style, the leader allows the
the decision making process employees to make decisions. However,
(determining what to do and how to the leader is still responsible for the
do it). However, the leader maintains decisions that are made. This is used
the final decision making authority. when employees are able to analyze the
Using this style is not a sign of situation and determine what needs to
weakness; rather it is a sign of be done and how to do it. You cannot
strength that your employees will do everything! You must set priorities
respect. and delegate certain tasks.

This is normally used when you have This is not a style to use so that you
part of the information, and your can blame others when things go
employees have other parts. Note that a wrong, rather this is a style to be
leader is not expected to know used when you fully trust and
everything – this is why you employ confident in the people below you. Do
knowledgeable and skillful not be afraid to use it, however, use it
employees. Using this style is of wisely!
mutual benefit – it allows them to
become part of the team, and allows
you to make better decisions.
 THE FOUR FRAMEWORK APPROACH
(still part of leadership model)
LEADERSHIP MODEL
1. Structural Framework
Leadership models help us to
understand what makes leaders act the - In an effective leadership
way they do. The ideal is not to lock situation, the leader is a social
your self in to a type of behavior architect whose leadership style is
discussed in the model, but to realize analysis and design. While in an
that every situation calls for a different ineffective situation, the leader is a
approach or behavior to be taken. petty tyrant whose leadership style is
details. Structural leaders focus on
The Four Framework Approach
structure, strategy, environment,
In the Four Framework Approach, leaders
implementation, experimentation, and
display leadership behaviors in one of four
adaptation.
types of frameworks: structural, human
2. Human Resource Framework
resource, political or symbolic.
- In an effective leadership
This model suggests that leaders can
situation, the leader is a catalyst and
be put into one of these four categories
servant whose leadership style is
and there are times when one approach is
support, advocating, and
appropriate and times when it would not
empowerment. While in an ineffective
be. That is, any style can be effective or
leadership situation, the leader is a
ineffective, depending upon the
pushover, whose leadership style is
situation.
abdication and fraud.

Human Resource leaders believe in

people and communicate that belief;
they are visible and accessible; they
 empower, increase participation,
support, share information, and move
decision making down into the
organization.

3. Political Framework Servant Leadership

- In an effective leadership - Servant Leadership is both a
situation, the leader is an advocate, leadership philosophy and set of
whose leadership style is coalition leadership practices.
and building. While in an ineffective
Traditional leadership generally
leadership situation, the leader is a
involves the accumulation and exercise
hustler, whose leadership style is
of power by one at the “top of the
manipulation.
pyramid.” By comparison, the servant-
Political leaders clarify what they leader shares power, puts the needs of
want and what they can get; they others first and helps people develop
assess the distribution of power and and perform as highly as possible.
interests; they build linkages to other
stake holders, use persuasion first,
and then use negotiation and  Robert K. Greenleaf and the modern

coercion only if necessary. servant leadership movement

4. Symbolic Framework - While servant leadership is a

timeless concept, the phrase “servant
- In an effective leadership
leadership” was coined by Robert K.
situation, the leader is a prophet,
Greenleaf in The Servant as Leader, an
whose leadership style is inspiration.
essay that he first published in 1970. In
While in an ineffective leadership
that essay, Greenleaf said:
situation, the leader is a fanatic or
fool, whose leadership style is smoke
 and mirrors. - “The servant-leader is servant
first… It begins with the natural feeling
Symbolic leaders view
that one wants to serve, to serve first.
organizations as a stage or theater to
Then conscious choice brings one to
plat certain roles and give
aspire to lead. That person is sharply
impressions; these leaders use
different from one who is leader first,
symbols to capture attention; they try
perhaps because of the need to
to frame experience by providing
assuage an unusual power drive or to
plausible interpretations of
acquire material possessions…The
experiences; they discover and
leader-first and the servant-first are two
communicate a vision.
extreme types.

Robert K. Greenleaf and the modern

servant leadership movement
 “This is my thesis: caring for
(continuation)
persons, the more able and the
 Between them there are shadings and less able serving each other, is the
blends that are part of the infinite rock upon which a good society is
variety of human nature.” “The built. Whereas, until recently,
difference manifests itself in the caring was largely person to
care taken by the servant-first to person, now most of it is mediated
make sure that other people’s through institutions – often large,
highest priority needs are being complex, powerful, impersonal;
served. The best test, and difficult not always competent; sometimes
to administer, is: Do those served corrupt. If a better society is to be
grow as persons? Do they, while built, one that is more just and
being served, become healthier, more loving, one that provides
wiser, freer, more autonomous, greater creative opportunity for its
 more likely themselves to become
servants? And, what is the effect
on the least privileged in society?
Will they benefit or at least not be
further deprived?”
 Robert Greenleaf recognized that
organizations as well
individuals could be servant-
leaders. Indeed, he had great faith
that servant-leader organizations
could change the world. In his
second major essay, The Institution
as Servant, Greenleaf articulated
people, then the most open course
is to raise both the capacity to
serve and the very performance as
servant of existing major
institutions by new regenerative
forces operating within them.
as Bibliography
Dela Cruz, Sonia G. (2005). National Development via
National Service Training Program. Mandaluyong City:
Books Atbp. Publishing Corp.
Del Rosario, Ed. D. (2012). Resurreccion et. al. National
Service Training Program 1. Bulacan: St. Andrew
Publishing House.
NSTP Updates: Powerpoint. OSS CHED. November 29,
2012
Servant Leadership.
http://en.wikipedia.org/wiki/Servant_leadership.

what is often called the “credo.”

There he said:

YOUTH LEADERSHIP TRAINING AND 2. CONSULTATIVE/ PARTICIPATIVE

ORGANIZATION (DEMOCRATIC) LEADERSHIP

LEADERSHIP - A leader presents a tentative

decision subject to change.
 Art of influencing people to get
necessary support and - A leader presents a situation,
cooperation in community affairs gets input, makes a decision.
to maintain solidarity among
- A leader calls on members to
people.
make a decision, but holds the veto
 It is the ability to influence others power.
towards desired goals. Leaders
are needed to make decisions, to
 direct community activities, and 3. ENABLING / FREE REIGN
speak for the community both in LEADERSHIP
relation to its internal organization
- A leader defines, limits, and calls
and its outside relationships.
on members to make a decision.
THREE TYPES OF LEADERSHIP
- A leader maintains a facilitating
STYLES
role by allowing members to
1. AUTHORITARIAN LEADERSHIP identify a situation or problem.

- A leader makes a decision and

announces it. 7(6) TEAM WELL-BEING SECRETS

- A leader presents a decision but 1. PURPOSE

“sells it to the members”
2. ROLE
- A leader presents a decision
3. STRATEGY
and invites questions for
4. PROCESSES
clarification.
5. PEOPLE

6. FEEDBACK
MAKING TEAMS ORGANIZING YOUR TEAM
OPERATIONS
EFFECTIVE
 Allow plenty of time for group
 Be willing to COOPERATE and
effort--getting started with a group
PARTICIPATE
is more time consuming than doing
 Don’t just complain about problems; it alone.
see what can be done about them.
 Withhold judgement about ideas
Discuss as a group about how to
until all information is available
solve the problems that will arise.
 Be flexible
 Remember that a team can become
“FAMILY” working together for the  Let the team leader for each

common good. project lead

 Be specific and fair -- try to use

individual strengths and
RULES FOR OPERATION OF THE
backgrounds
TEAM
 Be specific about deadline for
 WHEN problems arise,
planning, operations and report
developed a set of rules to live
preparation -- consider a written
by. It will be helpful to decide this
schedule.
as a group. Some questions to
answer include--- How will you
handle:

- Members not being on time?

- People who don’t show up?

- Conflict-- without hurting feelings?

 - Bossy people?

- Shy people?

- People to talk too much?

- People who never talk?

- People who don’t carry out

assignments on time

- What role do you want to play?

DECISION-MAKING 3. THE HANDCLASP

Decision-making skills and techniques - One person makes a

underpin most aspects of management. suggestion, another says, “What a
The art of good decision-making is marvelous idea”, and without
complex, encompassing a wide range further discussion, the matter is
of personal and interpersonal skills decided.
such as fact-finding, logical thinking,
4. THE CLIQUE
analytical ability, sensitivity to others,
- This decision is made by a
creativity, and assertiveness.
small group who plans beforehand
to get their way. Because they are
TYPES OF DECISIONS MADE BASED
better organized than those who
ON HOW MANY PEOPLE GET
disagree, they are often successful on
INVOLVED IN THE PROCESS OF
the immediate issue, but they bring a
DECISION-MAKING:
spirit of rivalry rather than
1. THE PLOP cooperation into the group.

- The group makes a decision by 5. THE MINORITY

not making a decision. This means
- These decisions are not
‘not to decide’ is to decide. Someone
makes a suggestion, but it is consciously organized as those of
dropped like a stone into a pond, the clique, but a few powerful
and no one pays any attention to it personalities dominate the group,
all. often unconsciously, and then later
they wonder why others are
2. THE ONE-PERSON DECISION
apathetic.
- This is quickly made, but later
6. THE MAJORITY VOTE
when the decision-maker depends
on free or voluntary support from - In big groups, this is often the
other to implement it, he/she might most effective way to make a
find himself/herself carrying it out decision. However, one may lose the
alone. interest or the loyalty of the
minority who voted against a
decision, especially if they feel their
point of view has not been heard.

7. THE SILENT CONSENSUS 8. THE CONSENSUS

- Some groups aim at unanimous - This is an agreement, often

decisions. This is good, if genuine, involving compromise or the
but they are rarely achieved combination of various possibilities
completely on important issues. after all opinions have been heard.
Unanimous agreement is sometimes Disagreements and minority
assumed, when some members viewpoints are discussed fully. It
have not felt free to disagree and takes time and care to build a climate
have kept silent. in which all feel free to express
themselves. This method does build
unity, cooperation, and
 commitment.

APPLICATION

Module 3: NSTP Community Immersion “Ako ang Simula”

as Foundation of National
Development.

Objectives:
 Actively involve in all the community Function of the Philippine Constitution
based projects to address the
In the Implementation of NSTP
program problems basseting the
adopted barangays and take pride
 Article 2 Section 13 which state
in making significant contribution
towards nation building. that, “ The state recognize the
Overview: vital role of the youth in nation
building and shall promote and
 This session focuses on the
protect their physical, moral,
relevance of NSTP through
spiritual, intellectual and social
community immersion project.
well being. It shall inculcate in
Appreciate the value of conducting
the youth patriotism and
an immersion program in barangay
nationalism, and encourage their
and institute.
involvement in public and civic
New Context in Philippine Society
affairs.”
Today
 The manifest function that is the
significant role of the youth
sector has to play in building
nation is recognized.
  The GOAL of the NSTP
community immersion is to help
people in the community find the
methods to organized self-help
programs and furnish them
applicable techniques for
cooperative action to improve
local environment.

Youth in Basic Issues of Community

Development
Function of the Philippine Constitution
In the Implementation of NSTP  The penultimate end of
community service learning
 Students are provide with
programs is to create an
opportunities to develop skills
environment of learning-by-
and to contribute in meaningful
doing and to begin the process
ways.
of helping youth assume roles of
 Community service projects also
social responsibility.
can increase local leaders’
 Well designed community service
appreciation of youth’s
programs are reported to
contribution to community
increase teamwork among
affairs.
teachers and students.
 Another benefit of such projects is
 Most community service
that school may benefit from
programs enhance students’
increase public support.
self-concept and self image.
Building the community-school
partnership through involvement  Community development involves
in community service programs a process of increasing the
 can enhance school image. capacity of local citizens to solve
local problems.

COMMUNITY SERVICE

Bibliography
Del Rosario, Resurrection A. et al. NSTP: Call to
Serve. Bulacan: TCS- Publishing House, 2010.
LEADERSHIP (additional)
HOW TO BE AN EFFECTIVE LEADER
• Give direction, set an example, and To Develop By: Warren Bennis
share risks or hardship on an equal
footing
• Win respect without courting
popularity.
• Lead by example; practice what
you preach
• Listen with understanding; be
willing to discuss and solve
problems; be open to ideas; give
time to listen.
• Do not overboss; do not dictate or
rule by the book.
• Support and help; back your
people up; be on their side;
remember their problems
• Use team approach; help group
reach better decisions; facilitate
cooperation.
• Avoid close supervision; do not
over boss; do not dictate or rule by
the book.
• Delegate authority; trust group; rely
on their judgment; permit group
decision; have faith in the creativity
of others.
• COMMUNICATE OPENLY AND
HONESTLY; TELL YOUR PEOPLE
WHAT YOU THINK; WIN TRUST
OF YOUR PEOPLE.
• BRING OUT BEST IN YOUR MEN;
HAVE COMMON TOUCH WITH
THE WORKERS.
Four Competencies that Leaders Need
1. Forming a vision which provides
people with a bridge to the future.
2. Giving meaning to that vision
through communication.
3. Building trust, "the lubrication that
makes it possible for organization to
work“.
4. Searching for self-knowledge and
self-regard.
CHARACTERISTICS OF A
LEADERS
• Good leaders are made not born. If
you have the desire and willpower,
you can become an effective leader.
• To inspire your workers into higher
levels of teamwork, there are certain
things you must be know and do
• These do not come naturally, but
are acquired through continual work
and study.
• Good leaders are continually
working and studying to improve
their leadership skills; they are NOT
resting on their laurels.
 THREE TYPES OF LEADERSHIP
1. AUTHORITATIVE type of
leadership through fear;
2. PERSUASIVE OR
DEMOCRATIC type of leadership-
the one that practices the philosophy
of management; and
3. FREE-REIN TYPE, wherein the
leader just allows his followers to do
what they want.

FAILURE IN LEADERSHIP 12 MAJOR

CAUSES
1. Inability to organize detail
2. Unwillingness to do what they
would ask another to do
3. Expectation of pay for what they
know instead of what they do
4. Fear of competition from others
5. Lack of creative thinking in setting
goals and creating plans
6. The "I" syndrome
7. Over-indulgence, destroying
endurance and vitality
8. Disloyalty to colleagues
9. Leading by instilling fear instead
of encouraging
10. Emphasis of title instead of
knowledge and expertise
11. Failure to face the negative
reality
12. Being ultra-positive