CFLM2- LESSON 2

Members:
Agohayon, Amor
Alonzo, Trisha Mae M.
Delig, Princess Kylle
Evangelio, Keiff

THEORIES OF LEADERSHIP

The theories below explain how people become leaders. The first two explain the leadership development for a
small number of people, while the third one is the dominant theory today.

 Trait Theory

 Some personality traits may lead people naturally into leadership roles. Trait theories help us
identify traits and qualities (for example, integrity, empathy, assertiveness, good decision-
making skills, and likability) that are helpful when leading others.

Traits are external behaviors that emerge from the things going on within our minds - and it's
these internal beliefs and processes that are important for effective leadership.

 Great Events Theory

 A crisis or important event may cause a person to rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary person. In the Great Events Theory, it states
that the person can occasionally earn leadership when he/she is put into a serious situation
such as crisis. Making it a subcategory of the Trait Theory. When a person is situated in a
pressured state, the person will have the probability to withstand and overcome the state
showing the true sense of leadership in them.

 Transformational or Process Leadership Theory

 It is the most widely accepted theory today. People can choose to become leaders. People can
learn leadership skills. Related to the idea of transformational leadership that James MacGregor
Burns proposed, process leadership involves a leader putting their personal interests aside for
the interest of the larger group. The goal is to empower and motivate everyone involved, and
that is where the leaders put their focus.

When you work to be a process leader, you take on the responsibility of offering support to
others and building relationships with them. Rather than being born with the qualities of a
leader, this theory states that this process allows you to become a leader over time. By creating
these positive relationships, you build an environment where you and your followers can
succeed.

THE LEADER AND ITS ROLES

 A leader sets a clear vision for the organization, motivates employees, guides employees through
the work process and builds morale. Good leaders are made, not born. If you have the desire and
willpower, you can become an effective leader. Good leaders develop through a never ending
process of self-study, education, training, and experience (Jago, 1982).

To inspire your workers into higher levels of teamwork, there are certain things you must be, know,
and do. These do not often 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 past achievements.

BOSS OR LEADER?

 Although your position as a manager or supervisor gives you the authority to accomplish certain
tasks and objectives in the organization (Assigned Leadership), this power does not make you a
leader, it simply makes you a boss.

Leadership differs in that it makes the followers want to achieve high goals (Emergent Leadership),
rather than simply ordering people around (Rowe, 2007)
 Thus, you get Assigned Leadership by your position and you display Emergent Leadership by
influencing people to do great things.

LEADERSHIP PRINCIPLES

1. Know Yourself and Seek Self-Improvement. Seeking self-improvement means continually strengthening
your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with
others. You are never done growing as a leader.

2. Be Technically and Tactically Proficient. We cannot give what we do not have. We cannot correct the
things we do not know. Respect is the reward of the leader who shows competence. Know your business.

3.Seek Responsibility and Take Responsibility for your Actions. Be accountable.

4. Make Sound and Timely Decisions. Be wise but be decisive.

5. Set the Example. More is caught than taught. "We must become the change we want to see"-Mahatma
Gandhi

6. Know Your People and Look Out for their Welfare. They don't care how much you know, until they know
how much you care.

7. Keep Your Subordinates Informed. No team ever failed because of too much communication. The key to
giving out information is to be sure that the subordinates have enough information to do their job intelligently
and to inspirer initiative, enthusiasm, loyalty, and convictions.

8. Develop a Sense of Responsibility in Your Subordinates. You are responsible for developing your
people.

9.Ensure that tasks are understood, and Accomplished. Set clear expectations and goals, then coach and
hold people accountable. Communication is the key to this responsibility. This principle is necessary in the
exercise of command

10. Train as a Team. Although many so-called leaders call their organization, department section, a team;
they are not really teams. They are just a group of people doing their jobs. Culture is the Leader's job.

11. Employ Your Command In Accordance with Its Capabilities. By developing a team spirit, you will be
able to employ your organization to its fullest capabilities. Successful completion of a task depends upon how
well you know your organization's capabilities. Put your people in a position to succeed.