Leadership Training

LEADERSHIP TRAINING
“LEADERSHIP is about making

others BETTER as a result of your
presence and making SURE that the
impact lasts in your ABSENCE.”
-Sheryl Sandberg, COO, Facebook

COURSE OUTLINE
LEADERSHIP CONFLICT MANAGEMENT
1 Importance of Leadership
5 Resolving a Con ict
Qualities of a Good Leader Maintaining Harmony within the Team
COMMITMENT COACHING, COUNSELING, & MENTORING

2 Personal and Organizational Commitment 6 Its importance to a Good Leader
Key Behaviors of Commitment Differences Between Coaching, Counseling & Mentoring
INTEGRITY TIME MANAGEMENT

3 The Person of Integrity 7 How to Manage Time
Key Behaviors of Integrity Consequences for Poort Time Management
ACCOUNTABILITY WORKSHOP
Responsibility versus Accountability Application of the Training to Actual Tasks
4 Key Behaviors of Accountability 8
LEADERSHIP TRAINING
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LEADERSHIP
“Leader is the one who

knows the way, goes the
way, and leads the way.”
-John Maxwell
LEADERSHIP TRAINING
Communication Honesty
Con dence Commitment
QUALITIES OF A
GOOD LEADER
Positivity Inspiring
Fairness Integrity
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Why is
LEADERSHIP
important to
ME?
LEADERSHIP TRAINING
IMPORTANCE OF LEADERSHIP TO ME
REASONS HINDRANCES POSIBLE ACTIONS
LEADERSHIP TRAINING
COMMITMENT
“Most people fail not

because of lack o desire, but
because of lack of
COMMITMENT”
-Vince Lombardi
LEADERSHIP TRAINING
WHAT IS COMMITMENT?
Commitment means to pledge

to something or someone
LEADERSHIP TRAINING
PERSONAL COMMITMENT
Personal Commitment is the act or quality of voluntarily taking on or
ful illing obligations.
What makes personal commitment "personal" is the voluntary aspect.
It is not necessary that a personal commitment relate to personal

interests.
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ORGANIZATIONAL COMMITMENT
Organizational Commitment is, in a general sense, the

employee's psychological attachment to the
organization.
LEADERSHIP TRAINING

5 KEY BEHAVIORS OF COMMITMENT
Updated, complete, and correct reports or records.

Reports to work punctually & attends to meeting on time except on
scheduled leave
Speaks well of the organization defend it when necessary
Prioritizes organizational requirements.
Shows enthusiasm & enjoyment in working with sta and colleagues.
LEADERSHIP TRAINING

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SELF-RATING SCALE FOR COMMITMENT

Consequences / Action
Key Behavior Self-Rating Hindrances
Impact Step/s
Updated, complete, and correct reports /

record
Reports to work punctually & attends meetings

on time except on scheduled leave
Speaks well of the organization defend it when

necessary
Shows enthusiasm & enjoyment in working

with sta or colleagues
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RATING SCALE
Score Adjectival Definition
Did not have the opportunity or has not yet

0 Not observed been in a situation to demonstrate or observe
the key behavior
1 Not demonstrated Does not demonstrate the key behavior
Area for Rarely demonstrates the key behavior or

2
Development inconsistent in demonstrating the behavior
Demonstrates the key behavior repeatedly ,
3 Adequate
with isolated lapses
4 Exemplary Demonstrates the key behavior consistently
LEADERSHIP TRAINING
SELF-RATING SCALE FOR COMMITMENT
Consequences / Action
Impact Step/s
Too many other A ects the overall
Updated, complete, and correct reports /
3 pending jobs to accomplishment of the Prioritize tasks
record
inish department
Reports to work punctually & attends meetings

on time except on scheduled leave
Speaks well of the organization defend it when

necessary
Shows enthusiasm & enjoyment in working

with sta or colleagues
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“Commitment is what transforms

promise into reality.”
- Abraham Lincoln
LEADERSHIP TRAINING

INTEGRITY
“Integrity is not something

you show to others. It’s
something you behave
behind their back.”
-Anonymous
LEADERSHIP TRAINING
INTEGRITY…
Came from the Latin word, “integer” which means “whole”.
LEADERSHIP TRAINING
WALK THE
HONESTY
TALK
LEADERSHIP TRAINING
Integrity is…
FIRM ADHERENCE TO
A CODE OF MORAL CONDUCT
LEADERSHIP TRAINING
Having Integrity is…
DOING
THE RIGHT THING
EVEN IF NOBODY
IS WATCHING &
NOBODY WILL EVER KNOW.

LEADERSHIP TRAINING
Famous People of Integrity
LEADERSHIPMahatma
TRAINING Gandhi St. Teresa of Calcutta
Famous People of Integrity
LEADERSHIP TRAINING
Nelson Mandela Paul Walker
Who is the Person of Integrity?
LEADERSHIP TRAINING
List down all the characters of a person with integrity
Each word will correspond a score unless you have the same word
from other groups
You are given 10 minutes to inish this activity
Write your answer on the paper and post it on the wall assigned to your
group.
LEADERSHIP TRAINING

5 KEY BEHAVIORS OF INTEGRITY
Adheres consistently to Hospital Policies, even under pressure

Does what s/he says that s/he will
Is sincere and honest
Does not give and accept specials gifts before doing a certain favor.
Does not misrepresent her/himself or use hospital resources for personal
gains.
LEADERSHIP TRAINING

SELF-RATING SCALE FOR INTEGRITY

Consequences /
Key Behavior Self-Rating Hindrances Action Step/s
impact
Adheres consistently to PSMMC’s

core values, even under pressure.
Does what s/he says that s/he will.
Is sincere and honest
Does not give and accept specials

gifts in return for certain favors
Does not misrepresent her/himself or

use company resources for personal
gain.
LEADERSHIP TRAINING
Great people do have, in common,
an immense belief in themselves and in their mission.
They also have great determination
as well as an ability to work hard.
At crucial moments of decision, they draw
on their accumulated wisdom.
Above all, great people have INTEGRITY.
-Yousuf Karsh
LEADERSHIP TRAINING
ACCOUNTABILITY
Leaders inspire accountability
through their ability to accept
responsibility before they
place blame.”
-Courtney Lynch
LEADERSHIP TRAINING
WHAT DOES
ACCOUNTABILITY
MEAN TO YOU?
LEADERSHIP TRAINING
Accountability
Quality or state of being

accountable
An obligation or willingness to
accept responsibility or to
account for one’s action
LEADERSHIP TRAINING

Responsibility versus Accountability

THE DUTY TO COMPLETE THE
THE DUTY TO GIVE AN ACCOUNT OF
TASK. INACTION MEANS FAILURE DUTY TAKS AFTER THEY RE COMPLETED.
OF RESPONSIBILITY
HAPPENS AFTER A SITUATION

ONGOING WHILE FINAL GOAL IS
BEING WORKED TOWARDS TIMING OCCURS (OR IN THE FORM OF
STATUS UPDATE)
TASK-FOCUESD
FOCUS RESULTS-FOCUSED
IS ASSIGNED IDEALY TO ONE

CAN BE ASSIGNED TO SOMEONE DELEGATION PERSON
OBLIGATION TO PERFORM THE ANSWERABLE TO THE SUPERIOR

ASSIGNED DUTY CONCEPT FOR THE WORK PERFORMED
LEADERSHIP TRAINING
What are you accountable for?
LEADERSHIP TRAINING
Accountability Web
LEADERSHIP TRAINING
An activity to identify the extent of one’s accountability in terms of to (1)
whom they are accountable and (2) what they are accountable for.
Plot in the web to whom you are accountable.
Identify what are you accountable for
The length of the lines indicates the degree of accountability.
The shorter the line, the more accountable you are.
Each participant will be given an accountability web form for them

to accomplish in 10 minutes.
You will be at the center of the web.
LEADERSHIP TRAINING
Accountability Web
I. Stroke Registry
• Data Management & Analysis
• Coordination with CAPADEX and
ICHOM relative to Stroke Unit
data collection
• Conduct of VBHC Training
II. Stroke Unit Coordinator
• Facilitation of dx procedures of 4B HN
4b patients
• Coordination with MDTs
IV. Other ED-Related Tasks

• Data Analysis
• Other tasks assigned
III. Other Tasks
• Preparation of MOM
• Attendance / Facilitation of
4B HN
PDCA ARMI
• Preparation of Investigation
Report
CDON
• Preparation of Nursing Action
Plan
LEADERSHIP TRAINING
Questions for Group Discussion
1. What did you feel during the activity?
2. How did you choose to whom and what are you accountable for and to
what degree?
3. Was it hard or easy to identify to whom/what you are accountable for?
LEADERSHIP TRAINING
Our accountability need not be only to those who give a
command. We may be required to give account for our
actions to others.
LEADERSHIP TRAINING
In the end, we are accountable:
For the results or outcomes of our actions
For the professional standards of our work
For the e ective use of our resources including nancial resources
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5 KEY BEHAVIORS OF ACCOUNTABILITY
1. Is fully aware of what one’s duties and responsibilities in the area.
2. Maximizes the use of resources (physical, nancial, time) in the delivery

of service or reports compliances.
3. Carefully documents of information on time with completeness and

accuracy
4. Admits mistakes and accepts consequences of one’s actions without

blaming others.
5. Takes appropriate actions to rectify one’s mistakes.
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Self-Rating for Accountability
Consequences /
Key Behavior Self-Rating Hindrances Action Step/s
impact
Is fully aware of what one’s duties

and responsibilities in the area.
Maximizes the use of resources (physical,

inancial, time) in the delivery of service
or reports compliancesto patient.
Carefully documents of information

on time with completeness and
accuracy
Admits mistakes and accepts
consequences of one’s actions without
blaming others.
Takes appropriate actions to rectify
one’s mistakes.
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“We are accountable for our decisions in our

personal life so why shouldn’t we be just as
accountable in our work life.”
-- Catherine Pulsifer
LEADERSHIP TRAINING
CONFLICT
MANAGEMENT
“10% of con ict is due to
di erences in opinion. 90%
is due to delivery of tone and
voice.”
-Anonymous
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What is CONFLICT?
CONFLICT is a clash between individuals di ering in values,
opinions, needs, interests and are unable to nd a middle way.
? # !!!
! !? @#?
=
People with di erent ideals and opinions
People with di erent ideals and opinions.
results to con ict
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What is Conflict Management?
Con ict Management is the process of resolving disputes, where negative
results are minimized, and positive results are prioritized. This process
involves using di erent tactics depending on the situation, negotiation, and
creative thinking.
Di erent ideas lead to con ict. Analyzing con ict Con ict resolution.
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Importance of Conflict Management
It helps maintain healthy
1 relationship.
It helps nd an alternative for

2 problems.
It helps to implement ideas and

strategies successfully.
3
It helps to to prevent negative

consequences.
4
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How to Avoid Conflict
1 2 3 4 5
Never
E
Use
Have
Motivate
ective
ofaleave
planners
peaceful
and
oneself
problem
transparent
mind.
and unattended.
yourcommunication.
team.
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How to Resolve Conflict
Be a good
1 listener.
Be patient. 2
Have a positive
3 attitude.
Never criticize. 4
5 Ignore others.
LEADERSHIP TRAINING
COACHING, COUNSELING,
AND MENTORING
“A coach has some great

questions for your answers,
mentor has some great
answers for your questions.”
-Anonymous
LEADERSHIP TRAINING
COACHING COUNSELING
MENTORING
LEADERSHIP TRAINING
What are the differences between
Coaching, Counseling, and Mentoring?
COACHING COUNSELING MENTORING
Formal Non-formal Formal
Encourages and teaches skills to the Provides support to people to overcome Process in which an experienced
sta to develop and to work towards mental stress, depression, anxiety and professional regularly o ers wisdom and
company goal. grief. advice to junior employees.
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What are the differences between
Coaching, Counseling, and Mentoring?
COACHING MENTORING COUNSELING
Formal Formal or Non-formal Non-formal

Encourages and teaches skills Process in which experienced Provides support to people to
to the sta to develop and to professional regularly o ers overcome mental stress,
work towards organizational wisdom and advise to junior depression, anxiety and grief.
goal. employees.
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Key Differences Between CCM
COACHING COUNSELING MENTORING
To help individual to endure

Speci c focus in reaching Professional development of an
Focus and regulate their emotions
particular goals. individual.
such as sadness and anger
To improve the capabilities of an Enable professional to form

Relates more to mental being
Purpose employee and to motivate them positive relationships and ful ll
and health than performance.
achieve their goals. their job responsibilities.
Counselors should be skilled

Coaches should be friendly and Mentors should be experienced
in maintaining con dentiality.
Skills expert in their elds with public Ini their eld with interpersonal
Must be expert in staying
speaking skills and education. and people skills.
calm.
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TIME MANAGEMENT
“You will never have time for

anything. If you want time,
you must make it.”
-Charles Buxton
LEADERSHIP TRAINING
Definition of Time Management
The process of of planning and
exercising conscious control of time
spent on speci c activities, especially to
increase e ectiveness, e ciency and
productivity.
It is the process of organizing and

planning how to divide your time
between speci c activities.
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Advantages of Time Management
Reduces stress Stays motivated Boosts con dence
Gains more time

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Prevents procrastination
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How to Manage Time Effectively
Set goals correctly
Prioritize wisely
Set a time to complete a task
Take a break between tasks
Organize yourself
Remove non-essential tasks / activities
LEADERSHIP TRAINING
SET GOALS
CORRECTLY
PRIORITIZE WISELY
SET TIME TO COMPLETE TASK
TAKE A BREAK BETWEEN TASK
ORGANIZE YOURSELF
REMOVE NON-ESSENTIAL TASK
LEADERSHIP TRAINING
SET GOALS
CORRECTLY
PRIORITIZE WISELY
SET TIME TO COMPLETE TASK
TAKE A BREAK BETWEEN TASK
ORGANIZE YOURSELF
REMOVE NON-ESSENTIAL TASK
LEADERSHIP TRAINING
Implication of Poor Time Management
POOR WORKFLOW
WASTED TIME
LOST OF CONTROL
POOR QUALITY OF WORK
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Roadblock to Effective Time Management
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Roadblock to Effective Time Management
Procrastination is
the habit of putting
tasks o to the last
possible minute.
“ I will do it later.”
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Levels of Procrastination
NON-PROCRASTINATOR MASTER PROCRASTINATOR
SUNDAY-NIGHT SLACKER SUPER SLACKER
DOES WORK WEEKLY 2-MONTH PROJECT: STILL PROCRASTINATING

SLACK ALL WEEKEND AFTER DEADLINE
ALL IN ONE NIGHT
LEADERSHIP TRAINING
Time Management Techniques
PRIORITIZATION SCHEDULING EXECUTION
LEADERSHIP TRAINING
Rank task according to its importance
TASK RANK
PRIORITIZATION
Completion of OT Documents 4
Conduct of Daily Rounds 1
Sta Counseling 5
Answering Incident Report 3
Attending to Patient’s Requests 6
ROTA 2
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May use the following to prevent overlapping of tasks:
SCHEDULING Planner
Gantt chart
Schedule Network Analysis
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Planner
MARCH
SCHEDULING
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
Legend:
Sta Meeting Submission of Overtime
LEADERSHIP TRAINING
Annual Leave Scheduling Sta Evaluation
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Planner
SCHEDULING TIME ACTIVITY
07:00 to 08:00 Daily Rounds
08:00 to 10:00 Sta Evaluation
10:00 to 11:00 Counseling of Sta
11:00 to 12:00 Answering of IR
13:00 to 14:00 Attending to patient’s request when

needed
14:00 15:00 Other paper works
15:00 to 16:00 Meeting with CDON
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Gantt chart
INTERNATIONAL CHILDREN’S DAY PROJECT (NOVEMBER 20, 2023)
SCHEDULING
OCTOBER TO NOVEMBER 2023
PERSON
TASK 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
ASSIGNED
T W T F S S M T W T F S S M T W T F S S M T W T F S S M
Meeting the Committee HN

Coordination with Dept. A STAFF A
Coordination with Dept. B STAFF B
Settingup of Venue STAFF C, D, E
Invitation Letters STAFF F
Tokens STAFF G, H
Inventory STAFF I, J
LEADERSHIP TRAINING
Schedule Network Analysis
SCHEDULING
A
D
START FINISH
B
C E F
LEADERSHIP TRAINING
Schedule Network Analysis: Investigation
SCHEDULING
Statement
IR Records Finalize Submit

Received Review Report
Report
Policy Draft
Review Report
LEADERSHIP TRAINING
EXECUTION
Implementation fo the task.
LEADERSHIP TRAINING
Tips on Time Management
Use tool to know the progress to each task and meet deadlines. 1 Assign deadline
Break project into smaller tasks and assign decline for each. 2 Break projects
Work in line section until completed. 1 23 3 Work each section
Reward yourself to prevent burnout. 4 Reward yourself

Delegating tasks to your next in line will empower them and will
declog you from stress 5 Delegate
Organizing your things will give you peace and will let you see
pending jobs.
6 Organize
LEADERSHIP TRAINING
Delegation
Delegation is a vital
management skill. But for
some, it’s the hardest to
put into practice.
Delegation refers to the

transfer of responsibility
for speci c tasks from one
person to another.
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Reasons Why Managers
Do Not Delegate:
LEADERSHIP TRAINING
They think it would take longer to explain
the task than actually completing it
themselves
LEADERSHIP TRAINING
They want to feel indispensable
to their team by being the keeper
of speci c knowledge
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They enjoy completing certain
projects so prefer not to reassign
them
LEADERSHIP TRAINING
They feel guilty about adding more
work onto another employee’s to-do
list
LEADERSHIP TRAINING
They lack con dence or trust in who
they need to transfer the project to
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They believe that they’re the only
ones who can do the job right
LEADERSHIP TRAINING
How to Delegate Tasks
1. Know What to Delegate
2. Play to Your Employees’ Strengths and Goals
3. De ne the Desired Outcome
4. Provide the Right Resources and Level of Authority
5. Establish a Clear Communication Channel
6. Allow for Failure
7. Be Patient
8. Deliver (and Ask For) Feedback
9. Give Credit Where It’s Due
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Schedule Interruptions
Allocate time for Prevent

Be exible with your
possible interruption.
schedule.
interruption.
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What to Do
Rate your tasks.
Remove low-scored tasks from “to-do-list” and FOCUS on

high-scored ones.
LEADERSHIP TRAINING
Organize
• Designate a place for important documents
• Learn about your resources
• Make a list of things to do with deadlines attached
• Use a daily planner
• Learn to make outline
• Keep les of outgoing and incoming
• Keep a contact list
• Learn to say no to people
• Delete all unwanted emails
• Learn to utilize your free time
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Organize
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Organize
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Organize
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Organize
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Organize
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Organize
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Organize
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Organize
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Organize
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Organize
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Additional Tips
Keep your Limit cell phone

Get a good night sleep
surroundings clean and Internet us
LEADERSHIP TRAINING
WORKSHOP
“If you want to be

productive, be the master of
your own minute.”
-Crystal Paine
LEADERSHIP TRAINING
LEADERSHIP
YOUR QUALITIES AS A HOW OFTEN DO YOU
REASONS ACTION PLAN
LEADER / MANAGER PRACTICE IT?
LEADERSHIP TRAINING
COMMITMENT
TO WHOM ARE YOU COMMITTED TO?
LEADERSHIP TRAINING
INTEGRITY
YOUR QUALITIES AS A PERSON WITH INTEGRITY HOW OFTEN DO YOU PRACTICE THEM?
LEADERSHIP TRAINING
INTEGRITY
LEADERSHIP TRAINING
INTEGRITY
LEADERSHIP TRAINING
MANAGEMENT
REGULAR TASKS RANKING
LEADERSHIP TRAINING
DELEGATION
From the list of your regular task, write down the task that your can delegate to
your sta .
List your sta who will be responsible for these tasks.
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MANAGEMENT: Use of Daily Planner
Using the table shown below, list down your daily tasks and indicate the time
frame for each task
TIME TASKS
LEADERSHIP TRAINING
MANAGEMENT: Use of Monthly Planner
Using the calendar shown MARCH
below, list down your
weekly tasks and indicate Sun Mon Tue Wed Thu Fri Sat
the time frame for each
task. 1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
LEADERSHIP TRAINING
MANAGEMENT: Use of Gantt Chart
Create a project.
Indicate the decline of the project.
Create a committee for the project.
Indicate their responsibilities and their deadlines.
Show your work using Gantt Chart.
LEADERSHIP TRAINING
MANAGEMENT: Use of Board
Assume that you have a White Board / Cork Board.
That will be seen on your board?
Use the paper provided to you.
LEADERSHIP TRAINING
DELEGATION
From the list of your regular task, write down the task that your can delegate to
your sta .
List your sta who will be responsible for these tasks.
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KEY FOR COMMITMENT
e i t
t h nd
o f fe
e ll de
w n d r y
k s a s a
a n, es
Updated, complete, and

e o c
correct report / record.

p
S za t i e
i n n
n
a wh e Reports to work punctually and attends to &
g s m h
or meetings on time except on scheduled hu s i a
g w i t
en t r k in
leave. o w s w o e s .
Sh ent in lleagu
j o y m r c o
en ta o
s
Prioritizes
organizational
requirements.
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KEY FOR INTEGRITY Adheres consistently to PSMMC’s

core values, even under pressure.
re
oC
C r Does what s/he says that s/he will.
M de
SM n
P n u
t o ve .
’s e
, su re Is sincere and honest
re
e ue es s
h l pr
Is sincere and
d
A V a
Does not give and accept specials
honest
gifts in return for certain favors
Does not misrepresent her/himself or

use company resources for personal
gain.
Does what s/he says that
s/he will.
Does not give and accept special gifts in

return for certain favors.
Does not misrepresent her/himself or use

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LEADERSHIP TRAINING

“LEADERSHIP is about making

-Sheryl Sandberg, COO, Facebook

COMMITMENT COACHING, COUNSELING, & MENTORING

INTEGRITY TIME MANAGEMENT

“Leader is the one who

Con dence Commitment

“Most people fail not

Commitment means to pledge

What makes personal commitment "personal" is the voluntary aspect.

It is not necessary that a personal commitment relate to personal

Organizational Commitment is, in a general sense, the

5 KEY BEHAVIORS OF COMMITMENT

Updated, complete, and correct reports or records.

SELF-RATING SCALE FOR COMMITMENT

Updated, complete, and correct reports /

Reports to work punctually & attends meetings

Speaks well of the organization defend it when

Prioritizes organizational requirements.

Shows enthusiasm & enjoyment in working

Did not have the opportunity or has not yet

1 Not demonstrated Does not demonstrate the key behavior

Area for Rarely demonstrates the key behavior or

4 Exemplary Demonstrates the key behavior consistently

Reports to work punctually & attends meetings

Speaks well of the organization defend it when

Prioritizes organizational requirements.

Shows enthusiasm & enjoyment in working

“Commitment is what transforms

“Integrity is not something

Came from the Latin word, “integer” which means “whole”.

A CODE OF MORAL CONDUCT

THE RIGHT THING

NOBODY WILL EVER KNOW.

5 KEY BEHAVIORS OF INTEGRITY

Adheres consistently to Hospital Policies, even under pressure

SELF-RATING SCALE FOR INTEGRITY

Adheres consistently to PSMMC’s

Does what s/he says that s/he will.

Is sincere and honest

Does not give and accept specials

Does not misrepresent her/himself or

Above all, great people have INTEGRITY.

-Yousuf Karsh

Quality or state of being

Responsibility versus Accountability

HAPPENS AFTER A SITUATION

IS ASSIGNED IDEALY TO ONE

OBLIGATION TO PERFORM THE ANSWERABLE TO THE SUPERIOR

Plot in the web to whom you are accountable.

Identify what are you accountable for

The length of the lines indicates the degree of accountability.

The shorter the line, the more accountable you are.

Each participant will be given an accountability web form for them

You will be at the center of the web.

IV. Other ED-Related Tasks

Questions for Group Discussion

1. What did you feel during the activity?

3. Was it hard or easy to identify to whom/what you are accountable for?

For the results or outcomes of our actions

For the professional standards of our work

For the e ective use of our resources including nancial resources

2. Maximizes the use of resources (physical, nancial, time) in the delivery