DEFINITION OF LEADERSHUP

When we look at the various definitions and ideas about leadership, it is not hard
to conclude that the concepts of leadership are all over the map. For example, some
adherents uphold concepts of servant leadership. Others talk about visionary leaders.
Other terms, such as transformational leadership, also show up in the literature. And
there are lots more.
Leadership is both a research area, and a practical skill encompassing the ability
of an individual, group or organization to “lead”, influence or guide other individuals,
teams, or entire organizations. US academic environments define leadership as “a
process of social influence in which a person can enlist the aid and support of others in
the accomplishment of a common task (Wikipedia). Forbes (2013) also defines
Leadership as a process of social influence, which maximizes the efforts of others,
towards the achievement of a goal. Additionally, leadership is shifting of own vision to
higher sights, the raising of man’s performance to higher standards, the building of
man’s personality beyond its normal limitations (Drucker, 2001).The word “lead” or
“leader” does not have a Latin or Greek derivation. The closest word in antiquity relating
to leadership is the Latin word ducere which means “to lead, consider, or regard”, and
interestingly in modern Romanian language, the word for “leading” and “leadership” is
conducere.
There are also definitions that draw a distinction between leadership and
management, with some displaying a sense that being a leader is somehow superior to
being a manager. In reality, most leaders engage in some form of management, and all
managers should demonstrate leadership. Even employees who are not in
management display leadership among their colleagues and teams.

PURPOSE OF LEADERSHIP

The purpose of leadership involves more than just getting a job done. It involves
getting it done in a certain way (Plecas, et.al, 2018). Obviously, leadership needs to be
more than simply working with others to get a job done. If that were the only purpose,
we would have to say that many people who have senior roles in the Mafi a, drug
cartels, and terrorist organizations are good leaders. Certainly, many of them have good
track records of getting the job done. But in getting the job done, they disrespect people,
they deceive people, they hurt people, they break the law, and they generally work in a
dictatorial manner. Likewise, history has shown us time and time again that someone
can rise to become the leader of a country, be successful at staying the leader for some
time, and be referred to as a leader, but that does not mean they have any significant
admirable leadership characteristics. They can lead by positioning themselves as
powerful bullies. In short, they can be successful in getting a job done without having
genuine leadership skills.
As we note, the purpose of leadership involves more than getting a job done. It
involves getting it done in a certain way—a way that shows a genuine respect and
concern for the well-being of everyone who has a stake in completing the job or task at
hand. To do that, one needs consistently to behave in a certain way. Further,
prospective leaders need to have a certain set of aspirations and skills behind those
behaviors, and they need to hold strong information, communication, and sustainability
commitments.
Other specific leadership purposes are:
1. Inspire, lead and motivate others to achieve greater goals
2. Set the mission and vision for the agency or department
3. Mentoring, coaching, role modelling
4. Ensure the team is aligned around a common purpose
5. Provide direction, praise and recognition for a job well done 6. Develop the
skill and talent of the team

The Leadership Triangle

 LEADER VS BOSS
Leader
Teach you why and how to do it
Emotional and people expert
Want you to feel successful
Build your confidence to
selfaccountability
Measure success by passion
and impact of the people they
influence
Independent of authority and
position
Focus is on what is right
Operate with a legacy in mind
Driven by passion and purpose
Want you to do better than they
did
Get joy from other’s success
LEADER VS MANAGER
Leader
Leads by influence
Develops and coaches
Wants to be successful
Depends on goodwill
Reproduce themselves
Inspires enthusiasm
Focuses on strength
Says “WE”
Invests time in others
Fixes the breakdown
Have incredible success
Shows how it is done
Says “Let’s go!”
Boss
Tell you what to do
Subject matter expert
Need you to perform
Hold you accountable
Measure success by a title or
rank in the hierarchy
Dependent on authority and
position
Focus is what is right now
Operate with competition in
mind
Driven by fear and reaction
Want to always be your boss
Get joy from their success
Manager
Manage by position
Drives workers
Needs to be needed
Depends on authority
Wants recognition
Inspires fear
Focuses on weaknesses
Says “I”
Spends time with others
Blames the breakdown
Has some successes
Knows how it is done
Says “Go!”
 I. Introduction

In this topic, we will be discussed the Different Roles and Responsibility of a Leader,
Characteristics of Good Leader, Leadership Theories and Leadership Styles.
Leadership can be defined as one’s ability to influence and motivate others to bring the
best out in them. It focuses on encouraging individuals to add more to the overall
effectiveness of an organization. Leadership is all about developing people, in turn
helping them to reach their maximum potential. In the simplest of terms, Leadership is
an art of motivating the people to help achieve a common goal.

II. Content

ROLES OF A LEADER
A leader is the one who lead there, with a specific direction and point of destination. A
leader must have a vision, because if there is no vision people will perish. A leader is
the one who can sacrifice even his own life for his followers. A genuine leader is always
saying we can, to point out not only his own self but his whole group.

1. Manager or Supervisor

One of the primary roles of a leader is managing and supervising. A leader must
be intellect when it comes in making decisions. He is responsible in managing
every important detail in the team, and a Leader is also a supervisor, meaning he
must have supervision, the ability to see even the hidden things the team.

2. Strategist

It is the one of the most vibrant quality of a Leader, he must be a strategist. He is

genius in making plans to have a better and worst profound result Teams activity.
There will be no winner without a good strategy, every champion has a strategy,
every successful has strategy, It is so important, it is so imperative. As strategist
it is important to be evocative, you should always be a multitudinous thinker, you
should have many thoughts and always put in mind that accomplishment is just a
Result of good strategy.

3. Communicator

A leader must be a communicator it is a good quality of a leader, it shows about the

positive side of a leader, he must be able to communicate to his members in a peaceful
and powerful way. One of the most basic skills of a good is communication skill, it is the
ability to commence a deep affection to the members, and construct a more informative
value of communication.

4. Organizer

The ability of keeping track and structuring different task for, and to a better
future of a team.
There are various testimonies of successful leadership and their secret is they are good
organizer.

5. Goal Setter

Goal setter is the Apex of all qualities of a leader. Setting goal is so important because it
is the right way of the whole team. A leader is the one who is very life of a team, and it is
the reason why the team is working hard to reach the edge of every horizon.

RESPONSIBILITIES OF A LEADER

Include decision-making, coaching, mentoring, developing the team’s skills and

managing Conflict. Learning these important leader skills is an ongoing process that
requires regular practice and use. And here are the 5 best Responsibilities of a leader.

1. Coach Team Members

A coach-style team leader works alongside its members to develop their skills. It is very
helpful when a leader coaches his / her member to their tasks and give an instruction.
An effective team leader coaches members on achieving goals and developing
necessary skills that get results. Coaching involves developing team members’
performance, offering feedback and demonstrating the desired skills and expected work
ethic. Leader and members they collaboratively come up with alternative ways to
complete their goals.

2. Develop team strengths and improve weaknesses

Being a good leader is not always focus on his/ her works he / she must be develop its
members to their strengths and competency in work. It is also the responsibility of the
team leader to identify the team’s strengths and weaknesses. By determining which
team member excels at which task, you can delegate the required tasks to the
appropriate person. It also helpful to determine areas of opportunity and the appropriate
steps to improve on them. Leader always know how to deal to the strengths and
weaknesses of their members on what area or field they will excel.
 3. Identify team goals and evaluate team progress

Leader and its members shares a lot of ideas o on what are they going to do to excel
and to achieve success. In order to measure team success, it’s important to identify
what success means.
Evaluating goals and determining how the team will measure success can prevent
miscommunication. This also gives team members a clear understanding of what they
are expected to complete. Setting clear team goals and evaluating progress along the
way allows teams to work collaboratively. Leader must guide its member a good
direction towards their goals. It is very helpful that leader assign individual take so each
team member have a clear understanding of what they were expected to do.

4. Resolve conflict

Conflict causes a lot of trouble especially in a team that have a goal to

achieve .Because teams are made up of different personalities, work traits and
motivations, conflict can sometimes occur. The team leader is responsible for
preventing conflict where possible and resolving it when it does arise. By setting ground
rules and clearly assigning tasks, you can prevent many sources of conflict. If you notice
conflict, it is best to resolve it before it escalates. Meeting with both team members can
give your insight into the cause of the issue. Conferring with the members as a team
can give everyone the opportunity to come up with a solution that works for both sides.
Leader must understand each individual's concerns while encouraging communication
to come up with an agreed goal.

5. Organize team initiatives

Leader prepares an outline of the most important topics to discuss. Organization is

necessary when there are multiple team members working on a single goal. Individual
projects, goals, communications and important documents should remain clear and
accessible. It is the responsibility of the team leader to organize team meetings, topics
of discussion and progress toward the goal. Leader and members shall show initiatives
they must take actions rather than talking about it. It is better to perform tasks as a
team.

CHARACTERISTICS OF A GOOD LEADER

1. Integrity

A leader with integrity is like a rock-solid foundation of a building, they express what
they believe, they don't lie that's why members establish trust and they know this leader
is someone that they can rely on. If you have a trust on them then they will also trust
you.

2. Ability to delegate

So in order for your group to grow and have a good teamwork, you need to trust their
skills and capabilities because if the leader has an ability to delegate he/she can assign
an important task to his member without doubting.

3. Communication

Having a good communication skill is very essential. As leaders you must be open your
feelings, ideas and opinion to those members, for you to know each other, and you will
know what opinion they want. Also a leader must be a good listener because listening is
showing respect to their opinion. That's why communication is the key to success.

4. Self-awareness

The more you understand yourself the more effective you can be. So if you are a leader
and you have self-awareness, you will know what strength and weakness have your
member.

5. Gratitude

A leader who appreciates the things what members done is overwhelming. It means you
acknowledge their achievement or accomplishment. And being thankful with your
member, they will be motivated to do the task that you have given.

6. Learning Agility

Learning agility is the ability to know what to do when you don’t know what to do. If
you’re a “quick study” or are able to excel in unfamiliar circumstances, you might
already be learning agile. But anybody can foster learning agility through practice,
experience, and effort. Explore how great leaders are great learners, with strong
learning agility to get started.

7. Influence

For some people, “influence” feels like a dirty word. But being able to convince people
through logical, emotional, or cooperative appeals is a component of being an inspiring,
effective leader. Influence is quite different from manipulation, and it needs to be done
authentically and transparently. It requires emotional intelligence and trust. Learn more
about how effective influencing can be a game changer.

8. Empathy

Empathy is correlated with job performance and is a critical part of emotional

intelligence and leadership effectiveness. If you show more inclusive leadership and
empathetic behaviors towards your direct reports, our research shows you’re more likely
to be viewed as a better performer by your boss. Plus, empathy and inclusion are
imperatives for improving workplace conditions for those around you.

9. Courage

It can be hard to speak up at work, whether you want to voice a new idea, provide
feedback to a direct report, or flag a concern for someone above you. That’s part of the
reason courage is a key skill for good leaders. Rather than avoiding problems or
allowing conflicts to fester, courage enables leaders to step up and move things in the
right direction. A workplace with high levels of psychological safety and a strong
coaching culture will further support the truth and courage.

10. Respect

Treating people with respect on a daily basis is one of the most important things a
leader can do. It will ease tensions and conflict, create trust, and improve effectiveness.
Respect is more than the absence of disrespect, and it can be shown in many different
ways. Explore how you can cultivate a climate of respect at work or learn more about
becoming an ally to others.

MAJOR LEADERSHIP THEORY 1. Behavioral theory

The behavioral leadership theory focuses on how leaders behave, and assumes that
these traits can be copied by other leaders. Sometimes called the style theory, it
suggests that leaders aren’t born successful, but can be created based on learnable
behavior. Behavioral theories of leadership focus heavily on the actions of a leader; this
theory suggests that the best predictor of leadership success is viewing how a leader
acts. Action rather than qualities are the focal points of behavioral learning theory.
Patterns of behavior are observed and categorized as “styles of leadership” in this
theory. Some of the styles of leadership include task-oriented leaders, peopleoriented
leaders, country club leaders, statuesque leaders, dictatorial leaders, and more. At the
end of the day, the actions and actual behaviors of a leader are what define success in
this theory.

2. Contingency theory
The contingency leadership theory, sometimes called situational theory, focuses on the
context of a leader. These theories look at the situational effects of the success or
failure or a leader. A leader’s effectiveness is directly determined by the situational
context. While a leader’s personality is a small factor in their success, the most
important factor is the context and situation of the leader. This theory takes the specific
leadership styles and suggests that good leaders can adjust their leadership style
situational. It also suggests that it may be best to find the right kind of leader for a
specific situation. Types of contingency theories include the Hershey and Blanchard’s
Situational Theory, the Evans and House Path-Goal Theory, and Fiedler’s Contingency
Theory.

3. Great Man theory

The great man theory of leadership, sometimes called the trait theory, suggests that
good leaders are born. They have innate traits and skills that make them great, and
these are things that can’t be taught or learned. The trait theory suggests that leaders
deserve to be in their position because of their special traits. There is a great amount of
criticism for the trait theory, mainly that leaders are either born or not, that there isn’t
work or effort that is needed to be put in so you can become a leader. This suggests
that social or psychological leaders are predetermined and that leaders are unable to
come from the shadows—they are either chosen or not. There is also criticism that most
of the traits associated with this theory are inherently masculine, and don't match the
real psychology of good leaders.

4. Management theory

The management theory is sometimes called transactional leadership, and focuses on

supervision, organization, and group performance. Transactional leadership is a system
of rewards and punishments, and transactional leadership is regularly used in business.
When employees do something successful, managers reward them. When they fail,
they may get punished. Transactional rewards and punishments are given based on the
idea that people really only do things for the reward. Their psychology doesn't allow
human beings to do things out of goodness, but rather out of the promise of a reward.

5. Participative theory

Participative leadership isn’t as common in the corporate world. Sometimes called

democratic leadership, this leadership theory suggests that employees be directly
involved in decision making in their organization. The leader simply facilitates a
conversation and then takes all the suggestions, and comes up with the best possible
action. In this theory, everyone is very involved with decisions for the team and
organization, with the leader simply helping direct the charge.
 6. Power theory

This theory looks at the way a leader utilizes their power and influence to get things
accomplished. French and Raven's Five Forms of Power is a commonly known power
theory of leadership. It looks at positional power and personal power and how they
impact leader choices and outcomes. This theory may appear to be highly effective
leaders with great power may seem highly efficient and get things done quickly.
However, most employees don’t appreciate power leadership. They want a leader who
doesn’t wield power over them, but works with them and encourages them. Thus the
greatest criticism of this theory is that it doesn’t reach the end goal of inspiring and
encouraging employees, but rather makes them feel dominated.

7. Relationship theory

The relationship theory of leadership focuses on leaders who are mainly concerned
about their interactions with others. They are often mentors for employees, scheduling
time to talk to them and working to meet their needs. These kinds of leaders are
focused on making work enjoyable for as many people as possible, and they want to
foster a positive work environment. Studies show that this kind of leadership behavior
can be the most effective for many employees. Relationship-oriented managers often
get better results from their employees.

LEADERSHIP STYLES 1. Autocratic Style

"Do as I say." Generally, an autocratic leader believes that he or she is the smartest
person at the table and knows more than others. They make all the decisions with little
input from team members. This command-and-control approach is typical of leadership
styles of the past, but it doesn't hold much water with today's talent. That's not to say
that the style may not be appropriate in certain situations. For example, you can dip into
an autocratic leadership style when crucial decisions need to be made on the spot, and
you have the most knowledge about the situation, or when you're dealing with
inexperienced and new team members and there's no time to wait for team members to
gain familiarity with their role.

2. Authoritative Style

"Follow me." The authoritative leadership style is the mark of confident leaders who map
the way and set expectations, while engaging and energizing followers along the way. In
a climate of uncertainty, these leaders lift the fog for people. They help them see where
the company is going and what's going to happen when they get there. Unlike autocratic
leaders, authoritative leaders take the time to explain their thinking: They don't just issue
orders. Most of all, they allow people choice and latitude on how to achieve common
goals.
 3. Pacesetting Style

"Do as I do!" is the phrase most indicative of leaders who utilize the pacesetting style.
This style describes a very driven leader who sets the pace as in racing. Pacesetters set
the bar high and push their team members to run hard and fast to the finish line. While
the pacesetter style of leadership is effective in getting things done and driving for
results, it's a style that can hurt team members. For one thing, even the most driven
employees may become stressed working under this style of leadership in the long run.

4. Democratic Style

Democratic leaders are more likely to ask "What do you think?" They share information
with employees about anything that affects their work responsibilities. They also seek
employees' opinions before approving a final decision. There are numerous benefits to
this participative leadership style. It can engender trust and promote team spirit and
cooperation from employees. It allows for creativity and helps employees grow and
develop. A democratic leadership style gets people to do what you want to be done but
in a way that they want to do it.

5. Coaching Style

"Consider this" approach. A leader who coaches views people as a reservoir of talent to
be developed. The leader who uses a coach approach seeks to unlock people's
potential. Leaders who use a coaching style open their hearts and doors for people.
They believe that everyone has power within themselves. A coaching leader gives
people a little direction to help them tap into their ability to achieve all that they're
capable of.

6. Affiliative Style

A phrase often used to describe this type of leadership is "People come first." Of all the
leadership styles, the affiliative leadership approach is one where the leader gets up
close and personal with people. A leader practicing this style pays attention to and
supports the emotional needs of team members. The leader strives to open up a
pipeline that connects him or her to the team. Ultimately, this style is all about
encouraging harmony and forming collaborative relationships within teams. It's
particularly useful, for example, in smoothing conflicts among team members or
reassuring people during times of stress.

7. Laissez-Faire Style

The laissez-faire leadership style is at the opposite end of the autocratic style. Of all the
leadership styles, this one involves the least amount of oversight. You could say that the
autocratic style leader stands as firm as a rock on issues, while the laissez-faire leader
lets people swim with the current. On the surface, a laissez-faire leader may appear to
trust people to know what to do, but taken to the extreme, an uninvolved leader may
end up appearing aloof. While it's beneficial to give people opportunities to spread their
wings, with a total lack of direction, people may unwittingly drift in the wrong direction—
away from the critical goals of the organization.
This style can work if you're leading highly skilled, experienced employees who are
selfstarters and motivated. To be most effective with this style, monitor team
performance and provide regular feedback.

LEADERSHIP SKILLS

"A leader is one who knows the way, goes the way, and shows the way. "
~ John C. Maxwell ~

If you describe a leader, he or she can prove to be a creator of difference between

success and failure. A good leader has a futuristic vision and knows how to turn his
visions into success stories in the real world. Whether you're just starting out as a
leader, or have been leading for a while, you 'Il certainly benefit from understanding the
basic characteristics that all great leaders have. Let us take a close look at some of the
important qualities of leadership, you must have all these qualities to become a good
leader. But if you lack some of these qualities then you might struggle to make the
mark in the leadership world.

HONESTY AND INTEGRITY

"The supreme quality of leadership is unquestionably integrity. Without it, no real
success is possible, no matter whether it is on a section gang. a football field, in
an army, or in an office. " ~ Dwight D. Eisenhower
Honesty and integrity are two key ingredients that make for a good leader. How can
you expect honesty from your followers when you yourself lack these qualities?
Leaders flourish when they hold to their core values and beliefs and this won't be
possible without ethics.

CONFIDENCE
You should be comfortable enough to be an effective leader and ensure people obey
your orders. If your own decisions and values are uncertain, otherwise your
subordinates will never obey you. You must be oozing with confidence as a leader,
display some assertiveness in order to gain the respect of your subordinates. This
doesn't mean you should be overconfident, but at least you should show the degree of
confidence needed to make sure your followers trust you as a leader.
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. Leaders take actions that have a profound impact on the
people. A leader should think long and hard before taking decision but stand by it once
the decision is made. Although most leaders make their own decisions, it is highly
recommended that you consult key stakeholders before you make a decision. After all.
they will benefit from your decisions or suffer from them.

ACCOUNTABILITY
Make sure each of the subordinate is responsible for what they do. Give them a pat on
the back if they do well but when they fail make them realize their mistakes and work
together to improve. Holding them to account for their actions will create a sense of
duty among your subordinates and they will be more serious about the organization.

DELEGATION AND EMPOWERMENT

You just can't do it all, right. Focusing on key responsibilities is vital to a leader, while
leaving the rest to others. Empower and delegate the duties to your followers. When
you try to micromanage your subordinates, a lack of trust will grow and, more
importantly, you won't be able to focus on important things, as you should. 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

“Innovation distinguishes between a leader and a follower” – Steve Jobs
In order to get ahead to todays fast-paced environment, a leader must be
creative and innovative at the same time. That helps you and your team stand out from
the crowd, is creative thinking and relentless creativity. Think about coming up with
unique ideas out of the box and transforming those ideas and goals to reality.

EMPATHY
As leaders, empathy with your followers will grow. Don’t adopt a dictatorial style, and
utterly lack empathy. You’ll fail to connect more directly with your followers knowing the
followers’ issues, and experiencing their pain, is the first step towards becoming
effective leaders.

INSPIRE OTHERS
“If your actions inspire others to dream more, learn more, do more and become more,
you are a leader.” – John Quincy Adams
Probably the hardest thing a leader has to do is persuade others to comply. It
can only be so if by setting a good example you inspire your followers. They look up to
you when the going gets tough, and see how you react to the situation. They follow you
when you handle it well. When you succeed in empowering your subordinates, you can
easily resolve every obstacle no and in the future.

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 hands dirty, they’ll give their
best too. It will also help you gain your subordinates confidence and instill new energy
which makes them perform better.

GOOD COMMUNICATOR
As a leader you have to communicate your vision clearly to your team and tell them the
plan for achieving the goal, it will be very difficult for you to get the results you want if
you don’t. you can never be a good leader because you can’t effectively express your
message to your team, words have the potential to get people motivated and make
them do the unthinkable.

TRUSTWORTHINESS
If employees are uncomfortable or unwilling to approach a leader, then the trust
between the leader and their team is broken. When employees believe in their leader’s
integrity, it is beneficial for the honesty and accountability in the workplace as a whole.
A trusted leader is a far more effective one.

TIME MANAGEMENT
A leader’s responsibility isn’t just in managing workplace relationships. It’s also vital
that they take a view of the bigger picture when it comes to the completion of work,
especially managing timelines and schedules. Providing realistic deadlines,
communicating them clearly and understanding the need for flexibility are vital.

POSITIVITY
In any workplace, positivity can provide the extra support that employees need during
stressful times. Excellent skills in empathy and friendliness, as well as the ability to
effectively manage conflict and stress, are good indicators of positive leadership.

LEADERSHIP MYTHS

 MYTH #1: LEADERS MUST BE EXTROVERTS

For years, it was common wisdom that only extroverts could be successful leaders.
Introverts, on the other hand, must nurture extroverted characteristics in order to
successfully lead teams. The reality is that introverts can make great leaders. Two of
the key traits of introversion, listening to others and quiet reflection, are critical
components of sound decision making.

 MYTH #2: LEADERS NEED TO KNOW EVERYTHING

Some leaders think they must be smarter and know more than anyone working for
them. With today’s fast-moving business culture, that’s no longer possible, or even
desirable. Today’s leaders need to be willing and able to tap into the skills and
expertise of the smart people around them.
  MYTH #3: ONE LEADERSHIP STYLE FITS ALL, FOREVER
Early in their careers, leaders often learn a few management techniques that work well.
Those habits can become ingrained. However, leadership is rarely a one-size-fits-all
proposition. Just as technical skills need to be constantly updated to remain relevant,
so do motivation strategies and management styles.

 MYTH #4: ONLY THE BOSS CAN LEAD

It’s a common misconception among managers and employees alike that there’s only
one leader per team, department or company. In reality, almost everyone takes on a
leadership role from time to time, stepping up and stepping back as circumstances
change.

 MYTH #5: MANAGEMENT EQUALS LEADERSHIP

The words “leader” and “manager” are used interchangeably in everyday discussions,
but the two functions are distinct.

 MYTH #6: LEADERS MUST ELIMINATE MISTAKES

It’s easy to see at leaders as infallible. However, not only does everyone makes
mistakes, but those errors help us learn and grow.

 MYTH #7: “PEOPLE STUFF” IS FOR HR

Some leaders fail to realize that they set the tone for their workplace or understand the
power of positive interpersonal relationships. Such leaders fail to acknowledge that
disrespectful relationships or a cut-throat environment decreases productivity.

LEADERSHIP TRAINING AND DEVELOPMENT

Leadership development programs aids a person who is transitioning from only
leading themselves, to a leadership position where they now need to lead a group of
people. The program gives people important leadership skills and attributes they need
to be an effective leader, such as communication skills, motivation and inspiration, as
well as better decision-making skills and accountability. The role as a leader may be
well-defined and include leadership authority and power, such as a manager or
executive officer, or it may be loosely defined, such as a team leader who has little
official authority but has the responsibilities to get the job done.

Importance of Leadership Training and Development

1. 88% of people in a study agreed that recognition is just as or even more

important than financial rewards to them personally. This shows that having
leaders that can foster a positive culture will provide a big impact on the
organization long term, thus increasing the importance of leadership
development.
 2. In fact, effective leadership is the second top reason for employee satisfaction at
work. Thus, to keep your organization as a whole happy and productive, you
must provide them with welltrained leaders.
3. Having effective leaders that can engage teams through sense of purpose and
recognition has actually been shown to make for a more profitable organization.
4. In a recent study, leadership development has been shown to make a bigger
impact on an organization’s success than an organization’s “culture of
innovation”.
5. A recent study found that the more a company focuses on internal leadership
development, the better it performs meeting its objectives.
6. The most effective leaders in today’s business climate are able to address both
efficiency and human needs within an organization.

LEADERS IN GOVERNMENT

How does a leader appoint in the government?

The 1987 Constitution mandated the Right of Suffrage;

ARTICLE V SUFFRAGE Section 1. Suffrage may be exercised by all citizens of
the Philippines not otherwise disqualified by law, who are at least eighteen years of
age, and who shall have resided in the Philippines for at least one year and in the place
wherein they propose to vote for at least six months immediately preceding the
election. No literacy, property, or other substantive requirement shall be imposed on
the exercise of suffrage.
 • The Legislative branch is authorized to make laws, alter, and repeal them
through the power vested in the Philippine Congress. This institution is
divided into the Senate and the House of Representatives.
1. Senate – The Senate shall be composed of twenty-four Senators who shall
be elected at large by the qualified voters of the Philippines, as may be
provided by law.
2. House of Representatives – The House of Representatives shall be
composed of not more than two hundred and fifty members, unless
otherwise fixed by law, who shall be elected from legislative districts
apportioned among the provinces, cities, and the Metropolitan Manila area in
accordance with the number of their respective inhabitants, and on the basis
of a uniform and progressive ratio, and those who, as provided by law, shall
be elected through a party-list system of registered national, regional, and
sectoral parties or organizations.

• The Executive branch carries out laws. It is composed of the President and
the Vice President who are elected by direct popular vote and serve a term
of six years. The Constitution grants the President authority to appoint his
Cabinet. These departments form a large portion of the country’s
bureaucracy.
1. President – The President leads the country. He/she is the head of state,
leader of the national government, and Commander in Chief of all armed
forces of the Philippines. The President serves a six-year term and cannot
be re-elected.
2. Vice President – The Vice President supports the President. If the President
is unable to serve, the Vice President becomes President. He/she serves a
six-year term.
3. The Cabinet – Cabinet members serve as advisors to the President. They
include the Vice President and the heads of executive departments. Cabinet
members are nominated by the President and must be confirmed by the
Commission of Appointments.

• The Judicial branch evaluates laws. It holds the power to settle controversies
involving rights that are legally demandable and enforceable. This branch
determines whether or not there has been a grave abuse of discretion
amounting to lack or excess of jurisdiction on the part and instrumentality of
the government. It is made up of a Supreme Court and lower courts.

DEFINITION OF DECISION-MAKING

A decision is a course of action which is consciously chosen from among a set

of alternatives to achieve a desired result. It means decision comes in picture when
various alternatives are present. Decision-making involves the selection of a course
of action from among two or more possible alternatives in order to arrive at a solution
for a given problem. (Trewatha&Newport)

“Decision making is the selection based on some criteria from two or more
possible alternatives” (George Terry). “A decision is an act of choice wherein an
executive forms a conclusion about what must be done in a given situation. A decision
represents a course of behaviour chosen from a number of possible alternatives”
(MacFarland)

DECISION-MAKING VERSUS PROBLEM SOLVING

The key difference between problem solving and decision making is that
solving problems is a process, whereas making decisions is an action based on
insights derived during the problem solving process. Many people use the terms
problem solving and decision making interchangeably, but they are not the same.

DECISION-MAKING
Is a choice made by using one’s judgement. The art of making sound decisions is a
particularly important skill for leaders and managers. You may need to make
numerous decisions as part of the problem-solving process. And, of course, leaders
and managers will need to use their decision making skills to determine which solution
to pursue.

PROBLEM-SOVING
• Is an analytical process used to identify the possible solutions to the situation at
hand. Making decisions is a part of problem solving.
• Is the act of defining a problem; determining the cause of the problem;
identifying, prioritizing, and selecting alternatives for a solution; and
implementing a solution.
• Is the cognitive psychological process of solving problems

DECISION-MAKING VS PROBLEM SOLVING

PROBLEM SOLVING
➢ Identify the problem
➢ Explore alternatives
➢ Select an alternative
➢ Implement all the solution
➢ Evaluate the solution
DECISION MAKING
➢ Frame decision
➢ Innovate to address needs and identify
alternatives
➢ Decision and commit to act
➢ Manage Consequences
➢ Manage the consequences and frame
the related decision
The similarities between problem solving and
decision making; • They are both important skills for
leaders to have
• Critical thinking is applied.

DECISION-MAKING APPROACHES

We make the majority of the decision, 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. As the outcome of the decision are not clear, it is necessary to
concentrate on how a decision is made to increase the consistency of the decision. By
looking at the approaches to decisionmaking, we aim to highlight certain potential for
change that can be accomplished regardless of a particular decision strategy.
There are variety of ways to describe decision-making methods but we will find three
broad groupings for our purposes. For certain cases, we all prefer to take actions at
one time or another using all methods Think about which approach will better describe
how you make most of your choices, or prefer making your choices.

TYPES OF DECISION-MAKING APPROACHES

1. RATIONAL OR ANALYTICAL APPROACH

• Exemplified by systematic decision making.

• Define upfront success factors.
• Look for objective and details and objectively explores how each solution meets
each success factor.
• Decision-making is organized and decision can be taken under the assumption
of the desired solution except for major unforeseeable or unpredictable
incident.
• Consideration of the implications of the final decision.

2. INTUITIVE DECISION-MAKING APPROACH

• Relying on emotion and feelings
• Careful planning is not possible or not desired.
• People will point to a “gut feeling “ or “Hunch” as the cause for a choice,
reflecting that explanation is not accessible through conscious thought.

3. RANDOM OR CHANCE APPROACH

• In this approach, a decision is made on impulse, without thought.
• Flipping a coin or using “Decision wheel” would be representative or of
employing this approach.
 • It is sometimes considered a dependent style because this approach can
promote denial of responsibility.

4. POLITICAL OR BEHAVIORAL APPROACH

This approach suggests that real decision makers must consider a variety of
pressures from other people who are affected by their decisions. Interact with one
another in finding solution as well as changing different idea from the group.

5. ADMINISTRATIVE APPROACH
“Decisions are not always made with rationality and logic. This administrative model
holds that managers have incomplete and imperfect information, are constrained by
bounded rationality, and tried to satisfice when making decision.” (Herbert Simon).
“Satisficing” suggests that rather than conducting an exhaustive search for the best
possible alternative, decision makers tend to search only until they identify an
alternative that meets some minimum standard of sufficiency.

THEORIES IN DECISION –MAKING

Decisions are quite common to all forms of political systems such as authoritarian
structures, democratic set up, totalitarian regimes. The management of a government
department, the administration of private organisation and even a philanthropic
association require decision and not one decision but a bundle of decisions. But the
making of decision is not all, the implementation, revision and other aspects are also
equally important.

1. RATIONAL ACTOR MODEL

There are two important criteria that lie at the heart of decision-making process;
Rationality and Utility. The economic man or the rational man decides to
pursue a particular process which thinks in his judgment rational and which will
ensure maximum utility.

2. INCREMENTAL MODEL
Policy-making is therefore a continuous, exploratory process, lacking overriding
goals and clear cut ends, policy-makers tend to operate within an existing
pattern or framework adjusting their position in the light of feedback in the form
of information about the impact of earlier decisions

3. BUREAUCRATIC MODEL
It is believed that the large political and other organisations have their own
values, ideas and long cherished and well-guarded inclinations. All these
create definite impact upon the decision-making processes. Therefore, while
decision is being made, the organisational process cannot be neglected.
4. BELIEF SYSTEM MODEL
Belief system also termed as ideology or deep-rooted belief. Rational Decision-
maker expected to focus on or not rely on beliefs but this theory does not stand
in reality. If the belief or attachment to ideology is pervasive, or firm the
decision-maker may temporarily give priority to ideology or belief.

DECISION –MAKING MODELS

This Model believed that there is only a small

1. THE UNIVERSAL MODEL difference in how people from different cultures
make their choices. The findings obtained from
one party are usually related to humans.

The adherents of the dispositional view

2. THE DISPOSITION MODELS
recognize that Decision-making differences are
cross-cultural and support the cause-cultural
study. They assume that the variations found in
the studies reflect the omnipresence of cultural
inclination in individuals mind, and are expected
to appear in all situations and situational
context.

Adherents of this view often consider

3. THE DYNAMIC MODEL
4. RATIONAL DECISION –MAKING
crosscultural variations. They view cultural
knowledge not as a monolithic construct that is
continuously present, but as a collection of
discrete knowledge that is operational as a
function of the situation. We also promote the
development and testing of complex models
reflecting the processes by which culture
influences decision-makers.
The rational model counteracts a lot of the
factors – like faulty assumptions – that can lead
us to bad decisions. It can minimize risk and
uncertainty. This model is also one you can use
on your own or as part of a team.

You may have also heard this model called

5. BOUNDED RATIONALITY DECISION "satisficing." Instead of rigorously seeking the
MAKING best possible decision, you're just looking for a
"good enough" decision.
 There's no one ideal process for making
6. VROON-YETTON DECISION-MAKING decisions. Instead, the best process to use will
change based on your situation.

DECISION MAKING

DECISION MAKING TECHNIQUES

1. Group Decision Making Techniques.

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. This is because the result applies to certain systems of
individuals and social classes such as social power. Community decisions often
vary from those taken by individuals.

Collaborative Decision taking in workplace environments is one of the

most effective models for creating buy in from other stakeholders, building trust
and promoting innovation. In keeping with the concept of cooperation, collective
decisions often appear to be more successful than decisions made by a single
person. In this way, such collective agreements have the ability to deliver better
net output results than individuals working alone (Laraon, 2010).

Collaborative or collective decision making would often be preferred

under normal daily circumstances and will produce more benefits than
individual decision making when there is room for proper deliberation,
negotiation and dialogue. This can be achieved using committee, team
organizations, alliance or other social collaboration processes.

For certain cases, however, the approach may also have disadvantages.
Certain methods of decision making may be better in serious emergencies or
crises situations because emergency actions can need to be taken quicker,
with less time for deliberation.
On the other hand, additional considerations must also be taken into account when
evaluating the appropriateness of a decision making framework. For instance, the
likelihood of group fragmentation may often also occur, causing certain groups to
make more drastic decisions in the direction of individual inclinations than those of
their individual members (Moscovici, 1969)

2. Individual Decision Making Techniques.

 In general, a person takes prompt decisions. When in a group, keeping
any person responsible for a wrong decision is not easy. Human decision
taking usually saves time, resources and energy as individuals make timely and
rational choices. Although taking group decision takes a lot of time, money and
energy.

Pros of Individual Decision Making Cons of Individual Decision Making

An individual generally makes prompt
decisions. While a group is dominated by
various people, making decision-making
very time consuming. Moreover
assembling group members consumes lot
of time.
Individuals do not escape responsibilities.
They are accountable for their acts and
performance. While in a group it is not
easy to hold any one person accountable
for a wrong decision.
Individual decision making saves time,
money and energy as individuals make
prompt and logical decisions generally.
While group decision making involves lot
of time, money and energy.
Individual decisions are more focused and
rational as compared to group.
A group has potential of collecting more
and full information compared to an
individual while making decisions.
An individual while making any decision
uses his own intuition and views. While a
group has many members, so many views
and many approaches and hence better
decision making.
A group discovers hidden talent and core
competency of employees of an
organization.
An individual will not take into
consideration every members interest.
While a group will take into account
interest of all members of an organization.

FOUR DECISION-MAKING STYLES

Directive

The directive decision-making style uses quick, decisive thinking to come to a

solution. A directive decision-maker has a low tolerance for unclear or ambiguous
ideas.

Directive decision-makers excel at verbal communication. They are rational and

logical in their decision making. When the team or organization needs a fast decision,
a directive-style decision-maker can effectively make a choice. Their style is valuable
for making short-term decisions.
Analytical

Analytical decision-makers take time to compile data and evidence before they
come to a conclusion. When they do make a decision, they have looked at all the
details and formed what they believe is the best possible solution.
Analytical decision-makers carefully analyse data to come up with a solution. They are
careful and adaptable thinkers. They will invest time to glean information to form a
conclusion. These decisionmakers are task-oriented, but have a high tolerance for
ambiguity.

Conceptual

Conceptual decision-makers look forward to what could happen if the decision

is made. Their conclusions come from visualizing different opportunities and outcomes
for the future. They are strong in making long-term decisions.
Those who make decisions with a conceptual style are big picture thinkers who are
willing to take risks. They evaluate different options and possibilities with a high
tolerance to ambiguity. They are socialoriented and take time to consider big ideas
and creative solutions.

Behavioural

A behavioural style of decision-making focuses on relationships more than the

task. It evaluates the feelings of others as part of their decision-making process.
Behaviour decision-makers have a low tolerance for ambiguity and a social focus as
they evaluate solutions.
These decision-makers rely on information from others to guide what they choose.
They are persuasive communicators who value decisions based on a team
consensus. Their decisions are often based on how the choice will impact
relationships.

6 DECISION MAKING PRINCIPLES

1. Identify and define the problem. You must clearly define the problem before
you can solve it. Problems that remain vague resist resolution and create anxiety.
Hazy, vague issues are impossible to deal with, and they often create a periphery of
new problems. Crystallize the issues so you can deal with them one at time.

2. Gather and analyse information. You must have accurate information to solve
issues appropriately. If in your haste to find a solution you short-change this part of the
process, you can create unnecessary delays and unintended results. The more
information you gather about a particular issue, the more likely you will be able to
reach a satisfactory decision.

3. Development alternative solutions. If a solution to an issue surfaces quickly,

it’s tempting to simply do it. The first solution you come up with, although acceptable,
may not be the best. Take time to develop alternative solutions even when you don’t
think you need them and be creative.

4. Choose the best alternative. Most problems have several acceptable

solutions. Picking the best one becomes a matter of degree. Narrow your choices
down to a few of the best alternatives by evaluating your options. Consider how the
solutions aligns with your goals, how it affects costs, what time is required, what are
the risks, what do others you trust think, etc. After evaluating all alternatives, choose
the one that best solves your problem.

5. Take action. Now that you have weighed all of your alternatives and have
chosen the best course of action, it’s time to act.

6. Evaluate the decision. Finally, you should structure in-progress reviews and a
final evaluation in order to gauge progress and evaluate final results.

5 BEST PRACTICES TO FOLLOW IN THE DECISION-MAKING

PROCESS

1) Avoid Having Too Many Hands in the Pot

In a perfect world, you’d be able to make decisions on your own. However,
that’s not always possible as you may find yourself in a group that is responsible for
making decisions for your organization, such as a team or committee. When that
happens, it’s important to limit the number of people to a realistic and efficient number
of decision-makers.

2) Ensure the Right People are in the Right Roles

Almost nothing can make the responsibility of decision-making even more
challenging. However, if you have the wrong person in one of the integral roles within
the decision-making process, that could certainly make things more difficult for
everyone involved.
3) Cultivate a Problem-Solving Mindset through Training
Solving problems and making decisions in a constantly-changing professional
environment can present a number of challenges. So, when you have individual
employees or groups in place to face those challenges, you need to make sure they
are prepared to do so as much as possible.

4) Keep Industry and Organizational History in Mind

When things are looking up and everything is going well, it’s easy to become
complacent or to overlook potential concerns with the expectation that everything will
remain stable and that no calamities will arise. This is when it’s most important to instill
a culture of humility within your organization and to encourage decision-makers to
review the history of their organization and industry.
Having a historical perspective that enables employees and leaders to establish
a strong risk culture in the decision-making process can help them to avoid making
poor decisions that will impact themselves, their team, and the organization at large.

5) Follow a Decision-Making Checklist

One way to deal with inevitable uncertainties is to use a method-based
approach such as a decision-making checklist.
Although this may sound ridiculously simple, following a decision-making
checklist when faced with a business decision can save you time and increase results.
By following this checklist (and not simply understanding the list items), you can work
to counteract a range of cognitive biases and mental shortcuts that can hinder our
decision-making processes.

STEPS TO EFFECTIVE DECISION MAKING

Step 1: Identify the decision you realize that you need to make a decision. Try to
clearly dene the nature of the decision you must make. This first step is very
important.

Step 2: Gather relevant information Collect some pertinent information before you
make your decision: what information is needed, the best sources of information, and
how to get it. This step involves both internal and external “work.” Some information is
internal: you’ll seek it through a process of selfassessment. Other information is
external: you’ll find it online, in books, from other people, and from other sources.

Step 3: Identify the alternatives as you collect information, you will probably identify
several possible paths of action, or alternatives. You can also use your imagination
and additional information to construct new alternatives. In this step, you will list all
possible and desirable alternatives.
Step 4: Weigh the evidence Draw on your information and emotions to imagine what it
would be like if you carried out each of the alternatives to the end. Evaluate whether
the need identified in Step 1 would be met or resolved through the use of each
alternative. As you go through this di-cult internal process, you’ll begin to favour
certain alternatives: those that seem to have a higher potential for reaching your goal.
Finally, place the alternatives in a priority order, based upon your own value system.

Step 5: Choose among alternatives once you have weighed all the evidence, you are
ready to select the alternative that seems to be the best one for you. You may even
choose a combination of alternatives. Your choice in Step 5 may very likely be the
same or similar to the alternative you placed at the top of your list at the end of Step 4.

Step 6: Take action you’re now ready to take some positive action by beginning to
implement the alternative you chose in Step 5.

Step 7: Review your decision & its consequences in this final step, consider the
results of your decision and evaluate whether or not it has resolved the need you
identified in Step 1. If the decision has not met the identified need, you may want to
repeat certain steps of the process to make a new decision. For example, you might
want to gather more detailed or somewhat different information or explore additional
alternatives.