NATIONAL SERVICE TRAINING PROGRAM
2 - W2B
WEEK 2: LEADING AND LEADERSHIP
LEADERSHIP
Leadership is the process of influencing others
to behave in preferred ways to accomplish
organizational objectives.
Leadership possesses as many definitions as
the
term motivation. Is an elusive, yet very real
concept that daily influences every person in
every organization in the world.
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 leader and/or group.
Leadership is the managerial activity that
maximizes productivity, stimulates creative
problem, and promotes morale and satisfaction
(Blake and Mouton) Art of influencing people to
get necessary support and cooperation in
community affairs to maintain solidarity among
people. It is the ability to influence 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.
Leadership is the process of influencing others
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 leader and/or group.
The ROLE of a leader is to inspire and
create
followers who are also self-leaders.
The TASK of a leader is to bring about
constructive and necessary change.
The RESPONSIBILITY OF A LEADER is to
bring about
the change.
The GREATEST SOURCE OF POWER
available to a leader is the trust that derives
from faithfully serving followers.
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
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.
• 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 To Develop By: Warren Bennis
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.
FOUR FACTORS OF LEADERSHIP
1. LEADER
You must have an honest understanding
of who you are, what you know, and
what you can do. To be successful you
have to convince your followers, not
yourself or your superiors, that you are
worthy of being followed.
2. FOLLOWERS
Different people require different styles
of leadership. A person who lacks
motivation requires a different approach
than one with a high degree of
motivation. You must know your people!
The fundamental starting point is having
a good understanding of human nature,
such as needs, emotions, and
motivation. You must come to know
your employees be, know, and do
attributes.
3. COMMUNICATION
You lead through two-way
communication. Much of it is nonverbal.
What and how you communicate either
builds or harms the relationship between
you and your employees.
4. SITUATION
All situations are different. What you do
in one situation will not always work in
another. You must use your judgment to
decide the best course of action and the
leadership style needed for each
situation.
PRINCIPLES OF LEADERSHIP
• SET THE EXAMPLE - Be a good role
model for your employees. They must
not only hear what they are expected to
do, but also see. We must become the
change we want to see - Mahatma
Gandhi
• KNOW YOUR PEOPLE AND LOOK
OUT FOR THEIR WELL-BEING Know
 human nature and the importance of • DO motivate. Examples: Develop
sincerely caring for your workers. morale and esprit de corps in the
organization, train, coach, counsel.
• KEEP YOUR WORKERS INFORMED
- know how To communicate with not THE FOUR PILLARS OF
only them, but also seniors and other LEADERSHIP
key people.
The four pillars of an organization are
• DEVELOP A SENSE OF Leadership, Management, Command
RESPONSIBILITY IN YOUR and Control. They are important for
WORKERS-help to develop good every leader and manager to
character traits that will help them carry understand because they directly drive
out their professional responsibilities. the organization.
ATTRIBUTES OF LEADERSHIP 1. LEADERSHIP drives the
interpersonal aspects of the
• BE a professional. Example: Be loyal
organization, such as moral and team
to the organization, perform selfless
spirit.
service, take personal responsibility.
2. MANAGEMENT deals with the
• BE a professional who possess good
conceptual issues of the organization,
character traits. Example: Honesty,
such as planning and organizing.
competence, candor, commitment,
integrity, courage, straightforwardness, 3. COMMAND guides the organization
imagination. with well thought-out visions that makes
it effective.
• KNOW the four factors of leadership -
follower, leader, communication, and 4. CONTROL provides structure to the
situation. organization in order to make it more
efficient.
• KNOW yourself. Examples: Human
needs, emotions, and how people
respond to stress.
• KNOW your job. Examples: Be
proficient and be able to train others in
their tasks.
• KNOW your organization. Examples:
Where to
FUNCTIONS OF LEADERSHIP
go for help, its climate and culture, who the
unofficial leader are. Villamargo as cited by Coloma &
Herrera (2004) give three function of
• DO provide direction. Examples: Goal Leadership, such as;
setting, problem solving, decision
making, planning. 1. Providing Vision

• DO implement. Examples: 2. Achieving Goals

Communicating, coordination, 3. Initiating camaraderie and smooth
supervising, evaluating. relationship.
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.
LEADERSHIP STYLE
Leadership style is the manner and
approach of providing direction,
implementing plans, and motivating
people.
AUTHORITARIAN (AUTOCRATIC)
I want both of you to... This style is used
when leaders tell their employees
what they want done and how they want
it accomplished, without getting the
advice of their followers. Some of the
appropriate conditions to use it is when
you have all the information to solve the
problem, you are short on time, and
your employees are well motivated.
• A leader makes a decision and
announces it.
• A leader presents a decision but “sells
it to the members”
• A leader presents a decision and
invites questions for clarification.
CONSULTATIVE/ PARTICIPATIVE
(DEMOCRATIC)
Let's work together to solve this...
This style involves the leader including
one or more employees in the decision
making process (determining what to do
and how to do it). However, the leader
maintains the final decision making
authority. Using this tyle is not a sign of
weakness; rather it is a sign of strength
that your employees will respect. This is
normally used when you have part of
the information, and your employees
have other parts. Note that a leader is
not expected to know everything - this is
why you employ knowledgeable and
skillful employees. Using this style is of
mutual benefit it allows them to become
part of the tea, and allows you to make
better decisions.
• A leader presents a tentative decision
subject to change.
• A leader presents a situation, gets
input, makes a decision.
• A leader calls on members to make a
decision, but holds the veto power.
ENABLING / DELEGATIVE (FREE
REIGN)
You two take care of the problem while I
go....
In this style, the leader allows the
employees to make decisions. However,
the leader is still responsible for
the decisions that are made. This is
used when employees are able to
analyze the situation and determine
what needs to be done and how to do it.
You cannot do everything! You must set
priorities and delegate certain tasks.
This is not a style to use so that you can
blame others when things go wrong,
rather this is a style to be used when
you fully trust and confident in the
people below you. Do not be afraid to
use it, however, use it wisely!
• A leader defines, limits, and calls on
members to make a decision.
• A leader maintains a facilitating role by
allowing members to identify a situation
or problem.
7 TEAM WELL-BEING SECRETS
• PURPOSE LEADERSHIP MODEL
• ROLE Leadership models help us to
understand what makes leaders act the
• STRATEGY
way they do. The ideal is not to lock
• PROCESSES your self in to a type of behavior
discussed in the model, but to realize
• PEOPLE that every situation calls for a different
• FEEDBACK approach or behavior to be taken.

TRAITS WHICH A LEADER SHOULD

HAVE.
• Adaptability- adjustable to changing
situation
• Consideration-thoughtful and kind
• Dedication devotion, especially to
duty THE FOUR FRAMEWORK
APPROACH
• Dignity-quality of being honorable or
excellent In the Four Framework Approach,
leaders display leadership behaviors in
• Faith- a belief without evidence; one of four types of frameworks:
confidence or dependence on a person structural, human resource, political or
• Experience-something undergone symbolic. This model suggests that
leaders can be put into one of these four
• Honesty-trustworthiness categories and there are times when
• Initiative- first move, does not wait to one approach is appropriate and times
be told when it would not be. That is, any style
can be effective or ineffective,
• Integrity uprightness of character depending upon the situation.
• Judgment- decision reached 1. STRUCTURAL FRAMEWORK
• Justice-impartiality; righteousness In an effective leadership situation, the
• Kindness-gentleness of heart, leader is a social architect whose
humanness leadership style is analysis and design.
While in an effective situation, the leader
• Knowledge knowledgeable is a petty tyrant whose leadership style
• Loyalty is details. Structural leaders focus on
structure, strategy, environment,
• Persuasiveness implementation, experimentation, and
adaptation.
• Poise
2. HUMAN RESOURCE
• Resourcefulness
FRAMEWORK
• Tact
In an effective leadership situation, the
• Thoughtfulness leader is a catalyst and servant whose
leadership style is support, advocating,
• Unselfishness
and empowerment. While in an
ineffective leadership situation, the
leader is a pushover, whose leadership
style is abdication and fraud. Human
Resource leaders’ 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
In an effective leadership situation, the
leader is an advocate, whose leadership
style is coalition and building. While in
an ineffective leadership situation, the
leader is a hustler, whose leadership
style is manipulation. Political leaders
clarify what they want and what they can
get; they assess the distribution of
power and interests; they build linkages
to other stake holders, use persuasion
first, and then use negotiation and
coercion only if necessary.
4. SYMBOLIC FRAMEWORK
In an effective leadership situation, the
leader is a prophet, whose leadership
style is inspiration. While in an
ineffective leadership situation, the
leader is a fanatic or fool, whose
leadership style is smoke and mirrors.
Symbolic leaders view organizations as
a stage or theater to plat certain roles
and give impressions; these leaders use
symbols to capture attention; they try to
frame experience by providing plausible
interpretations of experiences; they
discover and communicate a vision.
SERVANT LEADERSHIP
Servant Leadership is both a leadership
philosophy and set of leadership
practices. Traditional leadership
generally involves the accumulation and
exercise of power by one at the "top of
the pyramid." By comparison, the
servant-leader shares power, puts the
needs of others first and helps people
develop and perform as highly as
possible. (SUGGESTED)
Robert K. Greenleaf and the modern
servant leadership movement
"The servant-leader is servant first... It
begins with the natural feeling that one
wants to serve, to serve first. Then
conscious choice brings one to aspire to
lead. That person is sharply different
from one who is leader first, perhaps
because of the need to assuage an
unusual power drive or to acquire
material possessions...The leader-first
and the servant-first are two extreme
types.
ADDITIONAL
DECISION-MAKING
Decision-making skills and techniques
underpin most aspects of management.
The art of good decision-making is
complex, encompassing a wide range of
personal and interpersonal skills such
as fact-finding, logical thinking,
analytical ability, sensitivity to others,
creativity, and assertiveness.
TYPES OF DECISIONS MADE BASED
ON HOW MANY PEOPLE GET
INVOLVED IN THE PROCESS OF
DECISION-MAKING:
1. THE PLOP
The group makes a decision by not
making a decision. This means ‘not to
decide’ is to decide. Someone makes a
suggestion, but it is dropped like a stone
into a pond, and no one pays any
attention to it all.
2. THE ONE-PERSON DECISION
This is quickly made, but later when the
decision-maker depends on free or
voluntary support from other to
implement it, he/she might find
himself/herself carrying it out alone.
3. THE HANDCLASP
One person makes a suggestion,
another says, “What a marvelous idea”,
and without further discussion, the
matter is decided.
4. THE CLIQUE
This decision is made by a small group
who plans beforehand to get their way.
Because they are better organized than
those who disagree, they are often
successful on the immediate issue, but
they bring a spirit of rivalry rather than
cooperation into the group.
5. THE MINORITY
These decisions are not consciously
organized as those of the clique, but a
few powerful personalities dominate the
group, often unconsciously, and then
later they wonder why others are
apathetic.
6. THE MAJORITY VOTE
In big groups, this is often the most
effective way to make a decision.
However, one may lose the 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
Some groups aim at unanimous
decisions. This is good, if genuine, but
they are rarely achieved completely on
important issues. Unanimous agreement
is sometimes
assumed, when some members have
not felt free to disagree and have kept
silent.
8. THE CONSENSUS
This is an agreement, often involving
compromise or the combination of
various possibilities after all opinions
have been heard. Disagreements and
minority viewpoints are discussed fully.
It takes time and care to build a climate
in which all feel free to express
themselves. This method does build
unity, cooperation, and commitment.
Rules for Operation of the Team
WHEN problems arise, develop a set of
rules to live by. It will be helpful to
decide this 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?
RULES FOR OPERATION OF THE
TEAM
• 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?
ORGANIZING YOU TEAM
OPERATIONS
• Allow plenty of time for group effort -- • Write down your weaknesses
getting
• Traits you lack
started with a group is more time
• Areas you can improve on
consuming than
Examples
doing it alone.
• Unskilled
• Withhold judgment about ideas until all
information is available • Unorganized
• Be flexible • Indecisive
• Let the team leader for each project • Shy
lead
• Not punctual
• Be specific and fair -- try to use
individual strengths and backgrounds • Procrastinate

• Be specific about deadlines for STRENGTHS

planning, operations and report Know are what you good at
preparation consider a written schedule
• People skills
WHAT IS SELF-AWARENESS?
• Problem solving
An awareness of one's own personality
or individuality. The term “self” often • Creative thinking
refers to yourself, myself, himself/herself, • Hard working
oneself, and your own self. This refers
to a person in a prime condition, as • Dedicated
entire person or individual. Awareness is SELF-CONCEPT
defined as having or showing realization,
participation, commitment, and • Self image

knowledge of one’s values development. • what we know and believe about

ourselves
SELF-AWARENESS
• limited to friends and family
PAY ATTENTION TO YOUR:
SELF REFERENCE EFFECT
• characteristics
• Athlete? You'll remember sports-
• feelings related
• reactions experiences faster. (Kihlstrom & Cantor,
• habits 1984).

• behaviors • Friend's birthday close to yours? You'll

remember
• strengths
it quicker (Kesebir & Oishi, 2010)
• weaknesses
• You welcome information related to
WEAKNESSES your schema.
Be aware of your strengths and JOHARI WINDOW MODEL
weaknesses
 The Johari Window model is a tool for
increasing self awareness and team
awareness. This exercise uncovers
blind spots and promotes self discovery
and
personal growth.
DEGREE OF OPENNESS
QUADRANT 1. The area of openness
refers to behaviorswhich are known to
self and known to others. "People see
me the way I see myself." Eg. name,
gender and affiliation
QUADRANT 2. The blind area is where
we can see things in ourselves of which
we are unaware of. This is the "bad
breath" area. "People have certain
beliefs about me but they don't tell me."
QUADRANT 3. Repressed or hidden
area. These are things we do not reveal
to others of that which are sensitive, like
embarrassing experiences.
QUADRANT 4. This is the area of the
unknown where neither the individual
nor others are aware of certain behavior
that could influence interpersonal
relationships.
SELF
• oneself/himself/herself/myself
• belonging to oneself
• a person in prime condition
• entire person as an individual.
AWARENESS
• having or showing realization, perception or
knowledge.
• Be your own best friend and believe in
yourself, so that you can become the person
you want to be.
• You are you and you are what you think. You
are unique in your own way. Only you can
control your destiny
COMMUNITY
According to ARLIEN JOHNSON,
“community refers to a group of people
gathered together in any geographic area,
large or small, who have common interest,
actual or potentially recognized in the social
welfare field.”
ELEMENTS OF A COMMUNITY
• DEMOGRAPHICs (characteristics of
populations)tell a lot about the movement of a
population in the community that will serve.
• HISTORY allows you to identify certain
patterns of change and people’s way of
adapting to these change that can be useful
in plotting your activities.
• CULTURE
• ECONOMY AND STRUCTURES.
FORMS OF INTEGRATION IN COMMUNITY
IMMERSION
• Home visits
• Living with selected families preferably with
individuals or groups.
• Sharing in household and community
activities
(cooking with the community host clean-up
drive)
GAIN OF NSTP-CWTS STUDENT FROM
COMMUNITY IMMERSION
1. Opportunity for the trainees to comprehend
peoples lives because of the change given to
them to see real life situation, live, identify and
associate with the people therein;
2. Gain social acceptance derived from
community relations coupled with the right to
offer services;
3. Enhance experiences in conducting asset
mapping such as identifying geographic
coverage, point out resource and the use; and
the relationships of people with the existing
resources;
4. Established rapport and relation with
different people who may be of help to them at
some future time.
5. Develop their conscientization ability.
6. Acquire first-hand experience in dealing with
community works; and
7. Chance to learn life skills that will enrich and
better their persons.