CFLM2-CFLDMMA

MODULE 1 TYPES OF CHARACTERS

CHARACTER FORMATION - Defined as the process
by which the individual, through interaction of
biologically transmitted predispositions with the
environment, develops stable pattern of functioning,
thinking and feeling.
ETHIC – Philosophy of morals or the standard
character set up by any race or nation.
1. Self-realized Character – A type of person with
this type of character is ever enthusiastic for he
knows his limitations and potentialities.
2. Covetous Character – refers to a jealous or
acquisitive character. (arrogant, repulsive, slanderer)
3. Superstitious Character

Ethics – study and philosophy of human conduct, 4. Egoistic – type of person hard to please, thinks
emphasizing the determination of right and wrong or that world run due to him.
to the basic principles of right action.
5. Anti-social Character – sinner and criminal
Ethical – Condition in accordance with right (offensive character)
principles, as defined by given system of ethics or
professional conduct. 6. Insincere Character – expresses sincere thanks
and go extra mile.

CHARACTER - The combination of qualities 7. Complacent Character – confidence

distinguishing any person or class of persons; any
distinctive trait or mark, or such marks or traits
collectively belonging to any person, class or race.
CONTRIBUTING FATORS FOR CHARACTER
FORMATION
Parental Influence – is the most important of all the
factors responsible for personality development.
Home Environment – cradle of human character and
personality largely contribute to the character
formation of a child. (parents is the first educators of
children)
DEVELOPMENT OF SELF LEADERSHIP
1. Clarity of Purpose – this means that each
entity must have a vision.
2. Aim at Success and take Reasonable Risk – a
necessary part of life.
3. Spend Time to Reflect on Your Life –
objective evaluation of you.
4. Don’t Tolerate Just Anything – learn to be
intolerant / not toleration negative factors.

School Environment – plays a major role in shaping

child’s personality. SIMPLE WAYS TO LEAD YOURSELF
1. Know your Values and Stick to Them
Culture – different character and values because of
different cultures where everyone is exposed. 2. Move Towards Purpose

GENERAL TYPES OF CHARACTERS 3. Keep Improving Yourself

Positive Character – good behavior and habits.
4. Make Mistakes But Never Make The Same
Negative Character – commit evil acts. Mistake Twice

Neutral Character – person who doesn’t pick sides 5. Lead by Example

 MODULE 2 MODULE 3
FOUR PRMARY FACTORS OF LEADERSHIP Most Important Keys to Effective
Leader - (need to inspire subordinates) Leadership
1. Trust and Confidence - When leaders have
Follower - (need more supervision and motivate gained trust, their teams are confident that
subordinates / understanding of human nature) they are with the right team and headed in
the right direction;
Communication - (to lead bidirectional
communication) 2. Effective Communication - Helping
employees understand the overall business
Situation - (to use discretion to determine the best strategy of the organization.
course of action)
THE 11 LEADERSHIP PRINCIPLES OF THE UNITED
THEORIES OF LEADERSHIP
STATES MARINES CORPS (KBSMSKKDETE)
1. Trait Theory – Some personality traits may
lead people naturally into leadership roles.
-Know yourself and seek self-improvement
2. Great Events Theory – A crisis or important
-Be technically and tactically proficient
event can cause a person to rise to the
occasion, putting forth extraordinary qualities
-Seek responsibility and take responsibility for your
of leadership in an ordinary person.
actions.
3. Transformational or Process Leadership
-Make sound and timely decision
Theory - Today, it is the widely accepted
theory. People can opt for leadership. People
-Set the example
can learn the ability to take leadership.
-Know your employees and look out for their
Total Leadership - People want feedback from those
welfare
leaders they respect and who have a good sense of
direction. They must be ethical, in order to gain
-Keep your employees informed
respect. This provides a sense of direction by
conveying a clear vision of the future. When people
-Develop a sense of responsibility among your
decide to value you as a leader, they don’t think of
subordinates
your qualities, but rather watch what you’re doing so
they can assess who you really are.
-Ensure assigned tasks are understood, supervised,
and accomplished
BOSS LEADER
-Commands -Ask
-Train your employees as a team
-Micromanages -Earns respect
-Generates fear -Depends on goodwill
-Employ your command in accordance with its
-Demands respect -Inspire enthusiasm
capabilities
-Depends on authority -Leads employees
-Drives employees -Develops employees
-Uses employees -Makes employees feel
-Make employees feel valued
inferior -Trust employees will
perform their job well
 MODULE 4 Conditions of Learning
Supervision for Leaders - Supervision maintains an
understanding of the situation, and ensures proper leader must familiarize himself with these learning
implementations of the situations and policies (U.S. conditions and strictly follow them while training his
Army Handbook, 1973). This involves giving guidance people;
and reviewing the performance of a job.
Over-supervision - creates resentment and
decreases morale and motivation.
Under-supervision - leads to miscommunication,
lack of coordination and the subordinates’
impressions the leader is not concerned with.
Evaluation - evaluating the value, quality or
significance of people, ideas or things. This involves
looking at the ways people understanding the
feedback on how well everything is being done.
Inspiring Subordinates
Easier to get people to do something If they
have the drive to do so. Inspire means to “breathe
life in.”
Three Main actions will aid you in accomplishing
this:
Be Passionate - impact can arise in the organizations
where there is a leader with great enthusiasm about
a project. You have to devote yourself to do the job
that you do.
Involve Subordinates in the Decision Making
Process – People involved in the decision-making
process are much more involved, inform them that
you value their opinions.
Know what your organization is about. – Your
people my come from various of backgrounds, but
they all have goals they want to achieve. Create a
“people setting” in which they can really be
everything they can be.
Training – is a structured lesson designed to give
people the knowledge and skills to perform a task.
Coaching – is a process designed to help the
employee develop more expertise and resolve
obstacles to improving to performance
To be successful in guiding subordinates, the
A. The Person Must be motivated to Learn-
You cannot teach certain people who are not
inspired to learn knowledge or skills. They’ve
got to feel the need to learn what you say.
Many workers are inspired to do good work.
They want to be able to carry out their duties
properly. Their motivation is to be able to
carry out their work in return for a salary,
rewards, challenges, job, satisfaction, etc.
B. Involve Your Subordinates In the Process -
Keep their attention in the learning process
by deliberately engaging their minds and
emotions. Participate in them through active
capability practice, or through conversation,
with a lengthy lecture you can’t keep their
attention.
The Six Points of Leadership Power
1. Coercive Power – Power that is based on fear.
2. Reward Power – Compliance achieved on the
basis of the ability to distribute rewards which other
finds important.
3. Legitimate power – The power a person receives
in an organization’s formal hierarchy as a
consequence of his or her role.
4. Expert Power – influence base on special skills of
knowledge.
5. Referent Power – influence based on individual or
desirable possession of wealth or personal traits.
6. Informational Power – Providing information to
others which leads to thinking or acting in a new
way.
 MODULE 5
Important qualities of leadership
Honesty and Integrity - are two key ingredients that
make a good leader. Leaders flourish when they hold
to their core values and beliefs and this won’t be
possible without ethics.
Inspire Others - hardest things a leader back to do is
to persuade others to comply.
Commitment and Passion - The team looks up to
you and you’ll have to be enthusiastic about that too
if you want them to give their all. If your team sees
you’re getting your hand dirty, they’ll give their best
too. It will also help your subordinates “confidence
and instill new energy in your team members, which
will make them perform better.
Good Communicator - As a leader you have to
communicate your vision clearly to your team and
tell them to plan for achieving the goal.
Decision Making Capabilities - A leader should have
the ability to take the right decision at the right time,
in addition to having a futuristic vision. A leader
should think long and hard before taking a decision
but stand by it once the decision is made.
Accountability - Make sure each of the subordinates accomplish certain tasks too. “My way or the
is responsible for what they do.
Delegation and Empowerment - Focusing on key
responsibilities is vital to a leader, while leaving the
rest to others. Delegate the subordinate’s duties and
see how they do. Provide them with all the
resources and support they need to attain the target
and give them an opportunity to bear responsibility.
Creativity and Innovation - Think about coming up
with unique ideas out of the box and transforming
those ideas and goals into reality.
Empathy - As Leaders, empathy with your followers
will grow. Don’t adopt a dictatorial style, and utterly
lack empathy.
DIFFERENT TYPES OF LEADERSHIP
Transactional Leadership – this strategy is strongly
disciplinary, and is often called a leadership style of
“telling.” The leader gives instructions to the
members of his team and then uses various
incentives and punishments to either appreciate or
punish what they do in response.
Transformational Leader – by empowering their
workers to change, leaders are trying to enhance or
transform the individual or group into which they
lead. Such leaders are working at making changes
and finding new ways to get things done.
Servant Leadership – Servant leaders work with this
traditional motto: “Serve first and lead.” They
channel most of their energies in seeking ways to
help others.
Democratic Leadership – this style of leadership
referred to as “participatory leadership.” Democratic
leaders respect other people’s ideas and feedback,
and encourage discussion of those inputs.
Autocratic Leadership – Autocratic leaders see
themselves as having absolute power in making
decision on their subordinates’ behalf. They decide
not just what needs to be done, but how to
highway.”
Bureaucratic Leadership – bureaucratic leadership
goes “by the book”. With this style of leadership a
specified collection of boxes to check to be a true
leader.
Laissez-Faire Leadership – French word that
translates to ‘leave it be” let their team members
make decisions, solve problems and get their work
done without having to worry about their every
move being obsessively watched by the leaders.
Charismatic Leadership – Charismatic leaders have
charismatic personalities and a great deal of
determination to achieve their goals. You could be a
charismatic leader if you’re known to give
outstanding styles of presentations of “rally the
troop
 MODULE 6
Ethics is about the types of values and morals that a
person or a community finds acceptable or
necessary.
Ethically leading leaders are role models, promoting
the values of ethical standards, keeping their people
accountable for those principles, and crucially
designing environments in which others work and
live.
Ethical leadership is a leadership motivated by
respect for ethical beliefs and values, and other
people integrity and rights.
How to Become an ethical Leader?
 Define and align your values.
 Champion the Importance of Ethics
 Hire People with Similar Values
 Promote Open communication
 Beware of Bias
 Lead by Example
 Find Your Role Models
 Care for Yourself so you are able to Care for
Others
Impacts on Ethical Leadership
1. The Well- Being of the Individual
2. The Energy of the Team
4V Model of Ethical Leadership
 Values
 Virtue
 Vision
 Voice
Values Formation in Leadership
Values is not a subject that has been talked
about so often but one that plays an important role
in acts and performance.
Reasons Why Values Matter to Leaders
 Values Guide Your Decisions
 Values Strengthen Your Ability to Influence
 Values Create Clarity
 Values Reduce Stress
 Values Guide Your Actions
MODULE 7
Management as a Group - In general administrative
function are not performed by one person alone.
Management as a Science – Science for example,
establishes the relation of cause and effect between
variables.
Management as a Profession – Profession may be
defined as an occupation that requires special
knowledge and intensive academic preparation to
which entry is regulated by a representative body.
Special Knowledge – Must have a systematic body
knowledge that can be used for development of
professionals.
The Manager - is a person in the organization who
directs activities to of others.
1. The first line managers – They are usually
called supervisors or in a manufacturing they
be called foremen.
2. The middle level managers – These comprise
all management levels between the
organization’s supervisory level and top level.
3. The top managers – They are the ones
responsible for making organizational
decisions and setting policies and strategies
which effect all aspects of the organization.
LEVELS OF MANAGEMENT
Lower level management - Implement plans
Middle level management - Interpret plan, set action
Upper level management - long term goal

MANAGERIAL FUNCTIONS (POSDC)
 Planning
 Organization
 Staffing
 Directing
 Controlling
Managerial Skills - Managing position requires
proper skills to perform various jobs.
Technical Skills –Managers must be able to work
with the resources, equipment, strategies,
procedures or technical skills.
Human Skills – Managers must have the ability to
work well with other people both individually and in
a group.
Conceptual Skills – Managers need to be able to
integrate and organize the different activities.
Managers must be able to think of abstract ideas
and to contextualize them.
Qualities of a Manager (EILTTMPSF)
 Educational Incompetence
 Intellectual Quality
 Leadership Ability
 Training
 Technical Knowledge and Skills
 Mental Maturity
 Positive Attitude
 Self-confidence
 Foresight
MODULE 8&9
Henry Mintzberg-discovered the prevalent view was that
managers were critical thinkers who evaluated information
carefully and systematically before making decisions.
Interpersonal Roles
- Function as a chief when he is needed to carry out
subordinates activities
- Building trust, empathy and emotional intelligence
- Not only to inspire the workforce but also to recruit,
fire and discipline employees.
Informational Roles
- To collect information outside of one’s own
organization and institutions.
- Perform the disseminators position as they deliver
information to the organization’s subordinates.
Decisional Roles
- He initiates and supervises new projects to improve
the performance of the organization.
- As a conflict controller, administrator take corrective
actions to fix previously unknown issues.
- Acts as resource allocation when allocating and
controlling human, physical, and monetary resource
allocations.
- When debating and bargaining with other parties,
he works as a negotiator.
Mission Statement
- Is a short statement of why an organization exist,
what its overall goal, identifying the goal of its
operations.
- “action-oriented” than statements of dream.
VISION STATEMENT
- Describes the long-run objective of your company,
usually for a time frame of five to ten years or even
longer.
General Guidelines in Creating Mission Statements
D. Concise – while not as brief as statements of vision,
mission statements in one sentence also usually get
their point across.
E. Outcome-oriented- statements on task describe the
basic results to which the organization is operating.
 C. Inclusive- although declarations of mission make MODULE 10
statements about the key goals of your community, it is
Behavioral management - is a behavioral intervention
very important that they do so very broadly. Good
approach that is oriented towards keeping order.
mission statements are not restrictive in the community’s
policies or industries that may get involved in the project.
Behavior Management Techniques:
List of questions You Might use to Focus Your Discussions With
Antecede Strategies – which are used in an attempt to
Community Members
These questions may be used for individual interviews, discourage or provoke a behavior a before occurs.
focus groups, public forums, or in any other way you choose to Consequent Strategies – which are used when a
gather information behavior happens in an attempt to discourage a behavior
A. What is your vision/ dream for our community? from continuing and repeating, or to reinforce behavior.
B. Why do you want to see change?
C. What kind of group or organizations will we be creating? Behavioral Management Theory
D. What do you see as the big issues or problems in the The theory of behavioral management was developed
society or organization? in response to the need to account for the actions and
E. How do you see as the main strengths and assets of the motivations of the employees.
group organization?
F. How do you think this company or project will be striving Effective Strategies of Managing by Example
for?  Avoid Criticizing
G. Why will they fix these issues?  Give Honest Praise
H. How would you like to see success?  Develop Real Relationship
 Get in on the Action
 Strategic plans can involve changing the organization’s
 Humility is Key
mission statement to represent a new direction.
 Engagement and Empowerment
Decide of the General Focus of Your Organization
After the organization’s leaders have learned what the
group has to say, it’s time to determine the organization or Points that Highlight the Role of Values in Management
initiative’s overall emphasis.  Development of Employee
A. What subject matters most to your organizations and to  Motivation
your community?  Underlie Behavior
B. Where is your company going to operate?  Determine Behavior
C. Does your organization only start in one school, in one  Help in Bringing Change
neighborhood, or in your town?  Determine Attitudes
D. Should the emphasis of your initiative be wider, at local,  Promote Leadership
regional, or even international level?
 Bring Creativity
Different Ways of Gathering this Information
 Managing in Borderless
a. Conducting Public Forums with members of the
 Involve in Managerial Goals
community
b. Holding focus group discussions with the people
 Guide to life, profession and character
c. C. Obtaining Interviews with People in Leadership and  Personality Development
Service Positions  Work Ethic

d. Decide What To Ask The Importance of Workplace Values

The ideals in the workplace are the guiding principles
that are most important to you about the way you work.
 MODULE 11 MODULE 12

Decision making - can be seen as a problem-solving

process that generates a solutions, that is considered
to be ideal, or at least acceptable.

Decision-making techniques can be separated into

two broad categories:

 Group Decision-Making Techniques.

 Individual Decision-Making techniques.

Individual decision-making techniques can also

often be applied by a group.

Group Decision-Making - Also known as

“Collaborative Decision-Making’, is a situation faced
when individuals collectively make a choice from the
alternatives before them. The decision is then no
longer attributable to any single individual who is a
member of the group.

Decision Making Approaches

We make the majority of the decisions, as
individuals. It is important to look at the approaches
that we follow in our individual decision-making in
the effort to take more successful decisions.

 Rational or Analytical Approach

 Intuitive Decision-Making-Approach
 Random or Chance Approach

Suggestions for Improvement

 Rational or Analytical Decision Makers
 Intuitive Decision Maker
 Random or Chance Decision Maker