CFLM2 Reviewer
Essentially it describes self- control.
FORMATION AND IT'S CHARACTERISTICS
LESSON 1. FUNDAMENTALS OF CHARACTER
Character Formation
*Character is such a central, important element
of leadership particularly for the kind of cross-
enterprise leadership that is essential in
complex, global business organizations which it
should not and cannot be ignored.
* Character fundamentally shapes how we
engage the world around us.
CHARACTER - In character, we have traits,
values and virtue
Character - is a psychological notion that refers
to all the habitual ways of feeling and reacting
that distinguish one individual from another.
1) TRAITS - Traits are defined as habitual
patterns of thought, behavior and emotion
that are considered to be relatively stable in
individuals across situations and over time.
Traits are not fixed.
The Big Five traits provide "an OCEAN of
possibility", though we can use a different
acronym if that one doesn't float your CANOE
The "Big-Five traits are :
1. Openness to Experience - determines an
appreciation for variety of experience. A Cloud
Cuckoo Lander is likely to score high on
Openness, whereas lower scorers prefer the
traditional, the obvious and the familiar.
2 Conscientiousness - describes how likely
someone is to act with self-discipline,
responsibility and an interest in achievement.
3. Extraversion - describes a sense of
exuberance and willingness to be involved with
the world around them.
4. Agreeableness - measures whether you're a
Friend to All Living Things or Properly
Paranoid. People who score high on
Agreeableness are pleasant, cooperative and
willing to compromise. People who score low
on Agreeableness are suspicious of others'
motives and place their own interests first.
5. Neuroticism - sometimes called Emotional
Instability, measures how well you deal with
adversity. People who score high on
Neuroticism are easy to knock out of
equilibrium, prone to anxiety, depression, stress
and so forth, and more likely to overreact to
bad news. Low Neuroticism scores indicate
stability.
Note : These five traits feature prominently in
tests or inventories and they have come to be
known as the FFM, or the five-factor model, a
robust model of personality Although the Big
Five dominate the personality literature.
2) VALUES
* Values - basic and fundamental beliefs that
guide or motivate attitudes or actions. They
help us to determine what is important to us.
Values describe the personal qualities we
choose to embody to guide our actions.
* Values - is that which is good, desirable, or
worthwhile. Values are the motive behind
purposeful action.
* Values - are essential to ethics. Ethics
evaluates those actions, and the values that
underlie them.
* Value specifies a relationship between a
person and a goal.
* Values influence behavior
ETHICS is concerned with human actions, and
the choice of those actions .
3) VIRTUES
Virtues - certain clusters of traits, values and
behaviors as "good"- From the time of the
ancient Greeks, philosophers .
Virtues - are like behavioral habits something
that is exhibited fairly consistently.
* Aristotle identified and defined twelve virtues
- Courage. Temperance. Generosity,
Magnificence, Magnanimity. Right lambition,
Good temper, Friendliness, Truthfulness, Wit,
and Justice The twelfth virtue is Practical
Wisdom, which is necessary to live the "good
life" and thus achieve happiness or well-being.
CHARACTER DEVELOPMENT - Individuals can
develop their own character strengths, leaders
can help followers develop their character, and
organizations can and should enable character
development to take place
- Some dimensions of character, specifically
some traits, are inherited
* Virtues, values and many other traits are
developed during early childhood.
The early philosophers viewed character as
something that is formed, subconsciously,
through repetitive behavior.
"We need to resist our tendencies to make right
or true that which is merely familiar and wrong
or false that which is only strange." - Robert
Kegan, a developmental psychologist, said.
CHARACTER shapes thoughts, words, actions,
and so on. Yet, HABITS may prevent the
development of character.
• SENIOR LEADERSHIP AND ORGANIZATIONAL
COMMITMENT TO CHARACTER DEVELOPMENT
When organizations develop leadership
profiles and address leadership character in
those profiles, they emphasize the importance
of leadership and promote discussion of it,
especially in the context of developmental
coaching.
• PERSONAL COMMITMENT TO CHARACTER
BUILDING
Warren Bennis said " The leader never lies to
himself, especially about himself, knows his
flaws as well as his assets, and deals with them
directly. You are your own raw material. When
you know what you consist of and what you
want to make of it, then you can invent
yourself."
- It requires a degree of self-awareness.
• WHY CHARACTER REALLY MATTERS?!
- When it comes to leadership, competencies
determine what a person can do. Commitment
determines what they want to do, and
character determines what they will do.
- Character is foundational for effective
decision-making.
LESSON 2 THE CHARACTER LEADERSHIP
A. CONCEPT OF CHARACTER IN LEADERSHIP -
The importance of the character of leadership
is making inroads in the business world.
Johnson & Johnson (J&J), the major
manufacturer of health care products in the
United States, views character as a leadership
essential.
Former Chairman Ralph Larsen believes that
people with character can give a company a
significant competitive advantage.
According to Frances Hesselbein, the author
and chairman of the Drucker Foundation,
leadership that achieves results goes beyond
how to be, and becomes how to do; this type of
leadership is all about character.
Leaders with character achieve results that
transcend everyday organizational imperatives
and outcomes.
B. The three underlying dimensions of
leadership character
1)UNIVERSALISM - is the outward
expression of leadership character and is made
manifest by respectfulness for others, faimess,
cooperativeness, compassion, spiritual respect,
and humility.
a. Respectfulness - is important because it
helps us to feel safe and to express ourselves..
Respect in your relationships builds feelings of
trust, safety, and wellbeing.
b. Fairness - The purpose is to reduce the role
of bias in one's decision making, thus "leveling
the playing field".
c. Cooperation - actions of someone who is
being helpful by doing what is wanted or asked
for common effort. Cooperation is people
working together to achieve results or people
helping each other out to achieve a common
goal. ➤ Cooperation is important because it
allows people and groups to work together to
achieve a common goal or derive mutual
benefits.
d. Compassion - etymology of "compassion" is
Latin, meaning "co-suffering." Compassion
involves "feeling for another" and is a precursor
to empathy, the "feeling as another" capacity
for better person-centered acts of active
compassion. Compassion is often regarded as
having sensitivity, an emotional aspect to
suffering, ►Compassion involves allowing
ourselves to be moved by suffering and
experiencing the motivation to help alleviate
and prevent it.
e. Spiritual respect - is not earned in the sense
of what you know or what you achieve on your
life path journey.
- a God-given right held by all living things that
should be honored, esteemed and regarded by
everyone at all times.
f. Humility - considered a state of being,
highlighted by your behavior and approach to
things. . Humility is often thought to occur in
the absence of pride.
3 signs of a humble person
1. They don't go around saying they're humble
2. They talk less and listen more.
3. They choose being at peace over being right
2)TRANSFORMATION - is how leaders
achieve universal and benevolent outcomes,
and is the second main factor of leadership
character.
a. Courage - having strong convictions about
the strategic objectives of the organization and
being prepared to harness the minds of workers
and organizational resources to achieve those
objectives.
b. Passion - is about energy and deeply
committed enthusiasm to producing the best
one can. Leadership guru Warren Bennis thinks
passion is inherent in effective leadership: "We
are productive when we do what we love to
do."
c. Wisdom- the ability to draw on one's
knowledge and experience to make well-
formed judgments. It also involves the use of
one's power and personal authority to
implement an effective course of action.
> Wisdom underpins major decisions.
d. Competence - they need to be expert in
something to the extent that their expertise
commands the respect of peers and followers.
The first and most important ingredient of
leadership seems to me to be to possess a
rounded and comprehensive knowledge of the
subject matter with which you are dealing and
about which you want others to act in a
particular way.
e. Self-discipline - exercise appropriate
personal control over their thoughts and
actions and are able to manage and express
emotions in constructive ways. They are well
organized and able to persist in the face of
difficulties.
As a means of maintaining a balance between
professional and personal roles, self-discipline is
an important component of effective
leadership.
3. BENEVOLENCE- is associated with
loyalty, selflessness, integrity, and honesty.
a. Loyalty - Leaders who demonstrate
organizational loyalty show a deep
commitment to building organizational
sustainability. Such leaders have been
described as having the resolve to do whatever
it takes to make a company
b. Selflessness - The character attribute of
selflessness requires leaders to put others'
interests ahead of their own.
c. Integrity - integrity comes from the Latin
word 'integritas', meaning wholeness,
coherence, rightness, or purity. Integrity has
been defined as consistency between word and
deed or "the perceived degree of congruence
between the values expressed by words and
those expressed through action."
Integrity is the most often cited element of
corporate mission statements . In most cases,
integrity refers to honest representation of a
company's values and operating protocols.
d. Honesty - absolutely essential to leadership
and character. People value working for leaders
they can trust

C. Future of leadership with character –
There are good leaders and there are bad
leaders.
• Important aspects in future leadership with
character
Character is fundamental to effective
leadership because good character builds trust,
and without trust, people will not follow you.
✓ Leaders of the future are all about
motivating their people to be innovative and
create new ideas.
✓ Future leaders need to learn to listen
respectfully, consult with others, work as part
of a team, and take responsibility for their
actions.
✓ Leaders of the future are extremely likely to
be personable and proactive. with clear ethics
and values
The three underlying dimensions or factors of
leadership character. Universalism represents
an understanding, appreciation, and tolerance
for the welfare of people generally, and is a
macro perspective approach to work.
Transformation is consistent with the concept
of transformational leadership as an activity
that inspires others in the achievement of long-
term, visionary goals
The third dimension, Benevolence, is a micro
approach to work, and focuses on concern for
the welfare of others through one's daily
interactions.
Lesson 3. VIRTUES OF A CROSS-ENTERPRISE
AND ETHICS IN LAW ENFORCEMENT LEADER
A. Cross-Enterprise Leadership and its
Significance in all Organizations
- enterprise leadership encourages leaders to
focus on organizational outcomes and working
on behalf of the whole organization, rather
than only focusing on their own organizations
or team.
B. The ten virtues of a cross-enterprise leader
which can be applicable in different
organizational set-up.
The cross-enterprise leaders who focus on the
long-term performance of their organizations
must demonstrate ten virtues,
1. Humility is essential to learning and
becoming a better leader
2. Integrity is essential to building trust and
encouraging others to collaborate
3. Collaboration enables teamwork
4. Justice yields decisions that are accepted as
legitimate and reasonable by others
5. Courage helps leaders make difficult
decisions and challenge the decisions or actions
of others
6. Temperance ensures that leaders take
reasonable risks
7. Accountability ensures that leaders own and
commit to the decisions they make and
encourages the same in others
8. Humanity builds empathy and
understanding of others
9. Transcendence equips the leader with a
sense of optimism and purpose
10. Judgment allows leaders to balance and
integrate these virtues in ways that serve the
needs of multiple stakeholders in and outside
their organizations
a. Effects when the leaders do not have the
virtues.
1. Without Judgment leaders make flawed
decisions,
2. Without Humanity leaders are unable to
relate to others, Without humanity leaders will
not act in socially responsible ways - they will
alienate people.
3. Without a Sense of Justice leaders are unable
to understand the issues of social inequality
and the challenges associated with fairness.
4. Without Courage leaders will not stand up to
poor decisions made by others and will lack
the perseverance and tenacity required to work
through difficult issues.
5. Without Collaboration leaders will fail to
achieve those worthwhile goals that require
more than individual effort and skills.
6. Without Accountability leaders don't commit
to, or own, the decisions they make, and cannot
get others to do so. They blame others for poor
outcomes
7. Without Humility leaders cannot be open-
minded, and solicit and consider the views of
others.
8. Without Integrity leaders cannot build good
relationships with followers, with their
organizational superiors, with allies or partners.
9. Without Temperance leaders take
uncalculated risks, rush to judgment, fail to
gather relevant facts, have no sense of
proportion, and make frequent and damaging
changes or even reverse important decisions.
10. Without Transcendence leaders' goals
become narrow and they fail to elevate
discussions to higher-order goals.
Aristotle was clear in stating that virtues
become vices in their excess or deficiency.
Virtues and Ethics in Law Enforcement
Virtue ethics has its historical background in
ancient Greece and was primarily developed by
Aristotle. For the purposes of law enforcement,
the major foundation in virtue ethics is the idea
that if you are a good person, you will do good
things, and to be good, you must do good
(Pollock, 2007).
Hinman (2013) writes of different types of
virtues that Aristotle proposed:
1. Executive virtues are examples of "strength
of will," such as courage and perseverance.
2. Moral virtues are related to moral goodness.
Examples are compassion, generosity,
truthfulness, and good temper
3. Intellectual virtues are related to the ability
to consider options. Examples are wittiness,
wisdom, and understanding.
◆ Virtues of Law Enforcement Leaders /
Personnel
> In a law enforcement context, society has
expectations of officers who:
1. Are courageous Officers who are willing to
put themselves in harm's way, in order to
enforce the law, to protect people and property
and to prevent crime.
2. Demonstrate perseverance. Officers who are
not easily deterred from doing the right thing
or investigating crimes
3. Exhibit compassion. Officers who are able to
empathize and sympathize with lawbreakers
and victims and who understand that situations
are complex and that everyone deserves
respect.
4. Act with generosity. Officers who offer
themselves off duty by volunteering and who
try to better the lives of others through
community service.
5. Show truthfulness. Officers who are
trustworthy and who can be counted on to
speak the truth, even when the truth is
embarrassing, or results in a not- guilty decision
in a case that is important to the officer.
6. Display good temper. Officers who, when
confronted with difficult situations, stay calm
and who are able to withstand pressure to
react physically or verbally.
→ Law Enforcement Core Virtues
▸ Vichio suggests a list of core virtues that law
enforcement personnel should possess (Fitch,
2014). They include:
1. Prudence. Officers with the ability to decide
the correct action to take when rules and policy
are not present.
2. Trust. Officers with the ability to be relied
upon for truth. This must exist between officers
and civilians, officers themselves, and officers
and the courts.
3. Effacement of self-interests. Officers who do
not abuse their position of authority or gain
favoritisms due to their position
4. Courage. Officers who place themselves in
danger intellectually and physically. Officers
who are not afraid of testifying in court and/or
making arrests in tense and intimidating
lsettings.
5. Intellectual honesty. Officers who act while
weighing what they learned in training and
whose actions reflect their training and their
acadernic abilities
6. Justice. Officers who treat everyone fairly,
regardless of personal biases, and who act
toward individuals as if looking through a veil of
neutrality.
7. Responsibility. Officers who understand what
is right and that there are other courses of
actions, but have the intent to do right.
Officers who can be counted upon to keep
oaths, and to be accountable.

D. Six Pillars of Character in Law Enforcement
The Center for American and International Law
identifies what they term the Six Pillars of
Character. They created these pillars with the
assistance of 30 national leaders and ethicists.
The six pillars that they identified as being the
most important characteristics of an ethical
police officer are:
1. Trustworthiness. Includes integrity, promise-
keeping, and loyalty.
2. Respect. Treating everyone with respect,
regardless of any biases or provocations
3. Responsibility. Includes accountability,
pursuit of excellence, and self- restraint.
4. Justice and fairness Includes equity and
demonstrating due process.
5. Caring. Showing concern for others. Showing
consideration for decisions that affect others.
6. Civic virtue and citizenship concern for one's
community. Being socially conscious
* How can virtue ethics assist law enforcement
in moral dilemmas?
- One way to ensure a strong likelihood of good
behaviour is to hire those who have moral
character that reflect the values of the agency.
In clearly identifying these characteristics,
agencies are likely to attract those who also
identify with these characteristics.
1. Virtue ethics, at its core, is also simplistic,
having two tenets that are important for law
enforcement. There is no need to measure
consequences or the morality of the action.
Simply, the task is to be good and do good acts.
If officers are good, they will act in a virtuous
manner.
2. There is a need to practice virtue. By
practicing being virtuous, you will become
virtuous in difficult situations automatically.
Lesson 4. FUNDAMENTALS OF LEADERSHIP
A. The General Concept Leadership
Effective leadership isn't about doing big things;
it is about doing small things that have a huge
impact on organizational performance.
Artides from the Harvard Business Review to
understand the recurring messages from
academics and practitioners about what leaders
should do.
1. uniting people around an exciting,
aspirational vision;
2. building a strategy for achieving the vision
by making choices about what to do and what
not to do:
3. attracting and developing the best possible
talent to implement the strategy
4. relentlessly focusing on results in the
context of the strategy,
5. creating ongoing innovation that will help
reinvent the vision and strategy, and
6. "leading yourself": knowing and growing
yourself so that you can most effectively lead
others and carry out these practices.
B. The Four Fundamentals of Good Leadership
1. HUMILITY - When you're at the top and
everyone is looking up to you for guidance it
can be easy to think that leadership is about
you. But that's a deceptive and destructive way
of thinking.
2. COMMUNICATION - is central to every
human relationship, and so to every business
relationship.
3. TRUST - is vital to leadership and it isn't
something that just happens. You have to earn
people's trust, and to practice the skills that
will help you to do this communicating clearly,
listening to others, setting and living up to clear
expectations.
4. INNOVATION → Practice trying new things
and developing new ideas. Apply skills from
outside of your field. Develop new thinking
habits. Train your brain to innovate.
C. Four Ways that Good Leaders Achieve
Success
More specifically, leaders share similar goals
and standards to abide by. Here are four ways
that good leaders achieve success;
1. Leaders better their environment - Leaders
do not exist to order their workers around.
While they oversee their team, a true leader
takes initiative and trusts their employees to
perform efficiently and independently.
"Leaders are coaches with a passion for
developing people, not players." said Randy
Stocklin, co-founder and CEO of One Click
Ventures "They get satisfaction from achieving
objects through others. Leaders inspire people
through a shared vision and create an
environment where people feel valued and
fulfilled."
2. They know their team and themselves well
‣ Good leaders want their entire company to
succeed, induding everyone involved. They take
the time to understand every worker so they
can help them achieve their personal goals in
line with the company's.
"A leader places the people around him or her
in a position that sets them up for success," said
Andor Kovacs. "This is a difficult task, because a
leader must have an in-depth understanding of
each individual, such as understanding their
career goals and knowing what motivates them.
By being committed to helping each person
achieve their own personal goals, the leader
sets the organization up for greatness."
This translates to providing tools that workers
need to succeed, offering praise when things go
right and taking responsibility when things go
wrong, said Jordan French,
3. Leaders maintain a positive attitude
Businesses face ups and downs. Without
someone to take the reins and push forward in
optimism, the company will likely be
unsuccessful.
"A good leader can hold his or her emotions in
check, especially in tough situations," said
David Moore, Regardless, it's important for
leaders to guide a team through challenging
times, encouraging them and remaining positive
along the way. Team morale is heavily
contingent upon a leader's attitude,"
▸ According to Darcy Eikenberg, a leader
should be confident enough to know when
they're wrong so they can move past a mistake
"Leadership is the ability to see a problem and
be the solution," said Andrea Walker-Leidy,
owner of Walker Publicity Consulting
4. They build the next generation of leaders -
Leaders can't, and shouldn't, stand alone. A
company doesn't need just one influential
individual. Leaders should want to develop
more leaders from the get-go.
"Great leaders also hire and inspire other great
leaders, whom they trust to carry out the
company mission and instill a sense of purpose
that touches each and every staff member,"
added Tom Villante,
> According to J. Kelly Hoey, author, Build Your
Dream Network (TarcherPerigree, 2017), a
leader builds their employees so they can be as
successful as, if not more than, the person in
charge. "A leader is someone who builds their
team, mentors them and then advocates for
them," she said. They are not in competition -
they are part of a team.
D. Common Style of Leadership
▸ Whether you are leading a small group or a
large organization, the leadership style you
implement can greatly impact the
effectiveness of your efforts.
▸ solution principal at Consulting, described
some common traits of an effective leader.
"Effective leaders demonstrate the political
will to make tough decisions and are
accountable enough to follow through on
promises." Lindor told Business News Daily.
"Transparent communication styles also make
leaders effective."
Leadership Style
1. Autocratic leadership - one of the
strictest types. Autocratic leaders tend to
have complete control over the decision-
making process. This leadership style can
be effective when decision-making is
urgent or workmanship is routine.
2. Bureaucratic leadership - not as strict as
autocratic leaders, bureaucratic leaders also
tend to strictly enforce regulations and
statuses in the hierarchy. This leadership
style can be effective in healthcare and
safety environments.
3. Charismatic leadership- have an
infectious presence that motivates their
team to follow their lead. Their likability
helps them and their teams achieve success
in business. This leadership style can be
effective in high-energy work
environments that need a lot of positive
morale.
4. Democratic leadership - often welcomes
subordinate participation in decision-
making. This leadership style is often
admired and can be effective in creative
work environments that don't require
quick decisions.
5. Laissez-faire leadership - have a hands-
off approach and let their employees
assume responsibility in the decision-
making process, although they must still set
employee expectations and monitor
performance. This leadership style can be
effective when working with highly
experienced and confident employees.
6. Servant leadership - share power and
decision-making with their subordinates
and often direct the organization based on
the interests of the team. This leadership
style can be effective for humanitarian
organizations, nonprofits, and teams that
need to create diversity, inclusion, and
morale.
7. Situational leadership - can implement a
range of leadership types and modify their
style based on the needs of their
employees and the environment. Because
of its versatility, this type of leadership can
be effective in most organizations.
8. Transactional leadership - uses a
reward/consequence system to motivate
employees to achieve success and
discourage them from failure. This
leadership style can be effective for teams
who are motivated by rewards.
9. Transformational leadership - Similar to
charismatic leaders transformational
leaders use their inspiring energy and
personality to create an infectious
workplace. This type is often more effective
than charismatic leadership, as it also
motivates teams to build confidence and
accountability. It can be effective in
organizations that have intellectual team
members who thrive in interactive
environments.
• Why it is important to understand your
leadership style?
According to Lindor, self-awareness is the
foundation of a good leader. When you
understand what leadership style works
best for you and your team, it's much easier
to be an effective leader.
"It's important to know what type of
leader you are (or are not) in order to
show up effectively in an organization,"
Lindor said. "Knowing your leadership style
also helps you decide which organizations
might be a better cultural fit."
Lesson 5 : ADVANCE LEADERSHIP STYLES
OF A GOOD AND ETHICAL LEADERS
A. 10 Ways to Become a Better Leader
To be an effective leader, you must
understand your own motivations,
strengths and weaknesses.
▸ Great leaders connect with their team by
facilitating open communication,
encouraging employee growth and
development, and giving and receiving
feedback.
1. Engage in honest, open communication -
Sanjay Patoliya, the founder and director of
Teclogiq, said that your own honesty and
transparency should serve as an example
for your team members.
"When you are responsible for a team of
people, it is important to be
straightforward," he said. "Your company
and its employees are a reflection of
yourself, and if you make honest and
ethical behavior as a key value, your team
will follow.
2. Connect with your team members -
Leading a group of people requires a
mutual sense of trust and understanding
between the leader and their team
members. To achieve this, leaders should
learn to connect.
3. Encourage personal and professional
growth. - Acting as your team's cheerleader
is an important part of being an effective
leader. You should be invested in their
success and growth.
4. Keep a positive attitude
Robert Mann, author of The Measure of a
Leader (¡Universe, 2013). recommended
"Look at three positive things about a
problem before you identify what makes it
dissatisfying. The more you look at the
positives in a problem, the more positively
people react with one another."
5. Teach employees instead of giving
orders. ▸ An effective leader knows how to
show others what is required, rather than
simply telling them.
6. Set clear employee goals and
expectations. - Setting clear goals and
employee expectations for your team is
key to employee success.
7. Give direct feedback about performance.
> Taso Du Val, CEO and founder of the
Toptal freelance talent network, said direct,
honest feedback - even if it's criticism is
the best way to guide your team in the
right direction.
8. Ask for feedback on your leadership.- . A
true self-assessment of your leadership can
be difficult, so mentors, fellow professionals
and even your own staff are invaluable in
evaluating your effectiveness.
9. Be open to new ideas. - Good leaders
have the emotional intelligence to
understand and accept that change is
inevitable.
10. Understand your own motivation. - To
be an effective leader, you need the right
motivation.
B. The four types of leadership styles - The
four styles of leadership are: direct, coach,
support and delegate.
These four styles of leadership determine
the level of decision-making authority you,
as the leader, give to individuals in your
team.
1. Directing - The 'directing style is useful
when one is working with freelancers or
contractors . The 'directing style would not
be useful when managing a direct team, as leadership qualities to help positively
it would hinder growth and prevent the interact with their employees, team
development of an inspiring team culture. members, and clients.

2. Coaching → Leaders are visionaries; they Behavioral theories suggest that leadership
build a vision, and direct their team to skills aren't ingrained and can be taught -
achieve the vision. First need to sell their people can obtain leadership qualities
idea and vision to all those involved in through teaching and learning these skills
bringing it to fruition. This is not only done over time.
to effectively communicate the objectives,
"Management is about persuading people
but to also excite, motivate and get team
to do things they do not want to do. while
members believing wholeheartedly in the
leadership is about inspiring people to do
endeavour.
things they never thought they could." -
3. Supporting - Collaboration is about Steve Jobs
working together. sharing ideas,
suggestions and solutions within a group;
but having the final say, as the leader. Here are the most important leadership
qualities and skills to look for in a great
This is a rather inspiring leadership
leader.
approach,
1. Communication - good communication
The collaborative' style is useful when: a
skills are absolutely crucial. Using language
task needs to be carried out but does not
to perform one-to-one communication is
need the initial involvement of the leader
really all that we have as human beings.
until a decision needs to be made.
2. Integrity - C.S. Lewis said "Integrity is
4. Delegating - 'Delegating is yet another
doing the right thing, even when no one is
leadership style best used when leading a
watching." Without integrity, no real
team of senior leaders, directors or
success if possible.
managers.
Integrity is the cornerstone of all other
The 'delegating' leadership style is useful
leadership qualities. There are many things
when: you fully trust the decision- making
to look for in people with integrity,
abilities of the individual or group.
including:

Apologizing for mistakes

C. 11 Leadership Qualities:
Highlighting the work of their employees
A List of Skills to Make a Good Leader - the and downplaying their own contributions
best leaders require a strong set of
Giving the benefit of the doubt when
circumstances are unclear
Being appreciative of people's time
3. Accountability - an effective leader needs
to follow the advice of Arnold Glasow when
he said, "A good leader takes little more
than his share of the blame and little less
than his share of the credit."
4. Empathy - A true leader has enough
open-mindedness to understand their
followers' motivations, hopes, dreams, and
problems so that they can forge a deep
personal connection with them.
Empathy is understanding. Empathy isn't
just being a nice person. It's a mindset that
enables leaders to:
⚫ Make better prediction
⚫ Improve work strategies
⚫ Inspire loyalty among their teams
⚫ Better their negotiation tactics Increase
creativity
5. Humility - great leadership styles focus on
problem-solving and team dynamics much
more than self-promotion. A great leader
will never be effective if they're more
concerned with themselves than with the
well-being of their team. As Thomas
Merton said, "Pride makes us artificial and
humility makes us real."
6. Resilience - The true grit of a leader is not
how they perform during good times, but
how they roll up their sleeves and produce
when times get difficult.
7. Vision - Jack Welch said, "Good business
leaders create a vision, articulate the
vision, passionately own the vision, and
relentlessly drive it to completion."
Additionally. John C. Maxweli stated,
"people buy into the leader before they
buy into the vision."
8. Influence - Leadership and influence are
not interchangeable and respect has to be
earned, not given.
Here are some things that leaders can do
to increase their influence:
Clearly state what they want
Connect with people emotionally
Make others feel important
Be vulnerable and charismatic
Work toward commonly shared goals
Ask for suggestions and input
Build real, lasting relationships
Act professionally on sodal media sites like
Facebook and LinkedIn
Have self-awareness
9. Positivity - Leaders inspire their team not
based on their own goals or outcomes, but
on their exhibited behavior, life outlook,
and attitude in any given situation.
10. Delegation - a difficult transition for
many leaders is shifting from doing to
leading. Great leaders must elevate their
team they must be more essential and less
involved. This requires leaders to shape
others' thoughts and ideas toward a
common goal.
11. Confidence - To be an effective leader,
you need to roll up your sleeves and take
charge. This includes being confident
enough to lead, knowing that your plans
and vision are not only viable for the team
but the absolute best decision possible.
D. Trait Theory of Leadership and Its Key
Characteristics
The trait theory of leadership is an early
assumption that leaders are born and due
to this belief, those that possess the
correct qualities and traits are better
suited to leadership.
Some of the most common leadership
traits identified, are:
1. Knowledge of the business
2. Initiative
3. Tenacity
4. Energy
5. Good cognitive skills and capable of using
good judgement and decisions
6. Flexibility
7. Creativity
8. Charisma
9. Emotional intelligence
10. Drive and motivation to succeed
11.Confidence
12. Honesty and integrity
E. Ethical Leadership - is knowing your
core values and having the courage to live
them in all parts of your life in service of the
common good.
Ethical leadership requires ethical leaders.
If leaders are ethical, they can ensure that
ethical practices are carried out throughout
the organization.
Ethical leadership is a form of leadership in
which individuals demonstrate conduct for
the common good that is acceptable and
appropriate in every area of their life.
It is composed of the following three major
elements
1. Be the Example
A noble quality of a leader is leading by
example. As an ethical leader. it's important
to remember that actions often speak
louder than words. People are more likely
to judge someone based on how they act,
rather than what they say..
2. Champion the Importance of Ethics - One
role of an ethical leader is focusing on the
overall importance of ethics, including
ethical standards and other ethical issues,
and how these factors can influence society.
As an ethical leader, it's important to teach
peers about ethics, especially in cases
where they are faced with an ethical issue
in the workplace.
3. Communicate - Successful ethical leaders
tend to be good communicators. People
communicate in different ways.
Impacts of Ethical Leadership
Ethical leaders can help establish a positive
environment with productive relationships
over three levels: the individual, the team
and the overall organization.
Nurturing the relationships at each of these
levels can lead to the following outcomes
and benefits:
1. The Well-Being of the Individual
▸ Maintaining a positive working
atmosphere is an important responsibility
of a strong ethical leader.
2. The Energy of the Team
- Ethical leadership can also involve the
management of conduct and collaboration
within a team. Typically, morale is higher in
the workplace when people are getting
along with each other.
3. The Health of the Organization
- The importance of maintaining a positive
attitude in the workplace has a lot to do
with improving the overall health of the
organization. When people can show
respect for one another, and can value
other's opinions, it may help create a
productive working environment.
⚫THE 4-V MODEL OF ETHICAL LEADERSHIP -
it helps align the internal beliefs and values
with the external behaviors and actions for
the purpose of the common good.
The model was created and based on
research by Center founder Dr. Bill Grace.
A quick overview of the 4-V Model is as
follows:
1. VALUES- begins with an understanding
of and commitment to a leader's core
values. By discovering the values which
make up the core of our identities and
motivators, we begin the process of
integrating our unique values with our
choices in our personal, professional and
civic lives.
2. VISION - requires the ability to frame
our actions within a picture of "what ought
to be particularly in the area of service to
others.
3. VOICE - must be able to articulate their
vision to others in an authentic way that
enlivens them into action.
4. VIRTUE - strive to do what is right and
good. They practice virtuous behavior by
asking "How are my values, vision and voice
in alignment with and supporting the
common good?"