2024 CFLM Chapter 1 Instructor

Character Formation 2
Leadership, Decision Making, Management and Administration

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INSTRUCTIONAL MATERIALS
2ND TERM 2023-2024
CHARACTER FORMATION 2
LEADERSHIP, DECISION MAKING,
MANAGEMENT AND ADMINISTRATION
PREPARED & COMPILED BY:
JACQUELINE FIGUERRES-CASTILLO, MSCJ

TRINIDAD P. ROJO
EDWIN Q. CERNA, PhD
DAROLL C. RABINA, MSCrim
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Prepared & compiled by: Jacqueline F. Castillo
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CHAPTER 1.
UNDERSTANDING SELF-LEADERSHIP
Learning Objectives
At the end of this chapter, the students will able to:
✓ define self-concept & self-leadership
✓ explain and appreciate the significance of self-leadership
✓ enumerate the ways to develop of self-leadership
WHAT IS SELF-CONCEPT?
Self-concept is how we perceive our behaviors, abilities, and unique
characteristics. It is how someone thinks about, evaluates, or perceives themselves. To
be aware of oneself is to have a concept of oneself. It is a schema consisting of an
organized collection of beliefs and feelings about oneself.
SELF CONCEPT THEORIES

A. Lewis’ Two Aspects of the Development of Self Concept
Michael Lewis is a psychologist that is known for his work on self-concept and self-
awareness. According to him the development of a concept of has two aspects:
1. The Existential Self. It is the most basic part of the self-scheme or self-concept;
the sense of being separate and distinct from others and the awareness of the
constancy of the self.
2. The Categorical Self. Having realized that he or she exists as a separate
experiencing being, the child next becomes aware that he or she is also an object
in the world.
B. Rogers’ Three Parts of Self-Concept

Carl Rogers (1902-1987) is widely regarded as one of the most eminent thinkers in
psychology. He is best known for developing the psychotherapy method called
“client-centered therapy” and for being one of the founders of humanistic
psychology.
1. Ideal Self. The ideal self is the person you want to be. This person has the
attributes or qualities you are either working toward or want to possess. It’s who
you envision yourself to be if you were exactly as you wanted. It consists of our
goals and ambitions in life and is dynamic.
2. Self-image. This pertains to how we see ourselves, which is important to good
psychological health. Self-image includes the influence of our body image on
inner personality.
3. Self-esteem. Also known as Self-worth. It comprises what we think about
ourselves.
WHAT IS SELF LEADERSHIP?

Self-leadership is the practice of intentionally influencing one’s personal thinking,
feeling and actions towards his/her personal objectives. It is the practice of
understanding who you are, identifying your desired experiences, and intentionally
guiding yourself toward them. It spans the determination of what we do, why we do it, and
how we do it.
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SELF LEADERSHIP THEORIES

Social Learning Theory and Social Cognitive Theory were developed by Albert
Bandura.
Albert Bandura (1925-2021) is an influential social cognitive psychologist who is best
known for his social learning theory, the concept of self-efficacy, and his famous Bobo
doll experiments.
✓ Social Learning Theory emphasizes the importance of observing, modelling, and
imitating the behaviors, attitudes, and emotional reactions of others. It explains
how people can influence cognition, motivation, and behavior.
✓ Social Cognitive Theory (SCT) acknowledges the triadic interaction between our
thoughts, behavior, and socio-political environment. There are three major
constructs in SCT that interact to influence behavior.
1. Personal Factors- pertains to age, cognitions, previous experience with the
behavior, etc.
2. Environmental Factors-refers to access to resources, safety, support from
family/friends, etc.
3. Aspects of the behavior- refers to the vigor of the behavior, outcomes
achieved as a result of practicing the behavior, competence with the behavior.
✓ Self-Efficacy Theory is a person’s particular set of beliefs that determine how
well one can execute a plan of action in prospective situations.
An individual’s beliefs in his/her efficacy are developed by four main

sources of influence:
1. Mastery experiences
2. Vicarious experiences
3. Social Persuasion
4. Emotional and Physiological States
5. Self-control
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SIGNIFICANCE OF SELF-LEADERSHIP
Self-leadership is important because it helps, and individual accomplish his/her
professional goals and to be a good leader to others. Good leaders must have the ability
to lead by example.
Self-leadership is important as a foundation for personal, team, business, and
strategic leadership; and it serves as a starting point to any organizational or leadership
development program.
1. Makes a person more efficient and productive.
2. Keeps a person motivated and accountable
3. Builds stronger relationships with co-workers
4. Inspires others to follow a person’s lead
DEVELOPMENT OF SELF-LEADERSHIP
As mentioned earlier, everybody is a future leader. Leadership is therefore not an
inborn trait, but it is developed to become a leader through learning and training people
with a sincere interest. The following are the ways of developing self-leadership.
1. Clarity of Purpose. This means that each entity must have a vision and be able to set
it up. Being your own leader, your purpose or vision will be the foundation upon which
you will build self-leadership. Without clearly planned expectations or intent for your
life, you will be at risk, attempting to fulfill the wishes or ideas of people for your life
and you will end up lost in the middle of nowhere.
2. Aim at success and Take Reasonable on your life. Risk-taking is a necessary part
of life challenge yourself to take on challenging assignments.do not deter yourself or
others from past failures rather concentrate on success. However, risks which are
applicable to your intent should be fairly measured.
3. Spend Time to Reflect on your Life. Reflections can also mean letting others make
an objective evaluation of you. Although you remain the active doer of the things that
you are doing, you may only see things from your viewpoint. Taking some time off to
think about life. Compare experience of current and present to hopes of the future.
you can never notice those small defects until you pause to examine yourself.
4. Don’t tolerate just anything. You should not risk your dream you should learn to be
intolerant to any suggestions or ideas that don’t suit your vision. This intolerance is
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not just toward others but also toward you. It involves not tolerating negative factors
such as laziness, anxiety and many others in your nature.
SIMPLE WAYS TO LEAD YOURSELF

1. Know your Values and Stick to Them. The ones with real values and ethics are
the most trustworthy leaders. People tend to be drawn instinctively to somebody
who has a dream, intent and dignity. One treat people respectfully and is
empathetic to their needs. Make sure that you know what type of leader you want
to become.
2. Move towards Purpose. You can’t be a leader unless you have a clear intention to
help you through the dark times. As a leader you can inspire, guide and encourage
your subordinates to achieve larger objectives. If you have a clear purpose, then
you can make sure team is aligned with a common purpose.
3. Keep Improving Yourself. Great leaders are working hard to improve, expand and
evolve into better versions of them. Whether you’ve just started leading or you’ve
been a veteran in your place, make it a point to learn something new by going back
home.
4. Make Mistakes but Never Make the Same Mistake Twice. The only thing that
sets a leader different from a great leader is that he never makes the same mistake
twice. Note also that on the back of disappointment always comes the greatest
successes. Trying new stuff and doing things that challenge your comfort zone, is
important. You might end up making mistakes whilst doing so. Everyone does. So
over them there’s no need to be ashamed.
5. Lead By Example. None is easier than leading from the front. Not only is it a brave
thing to do but it is a very leading thing. Perhaps that’s why they all find it toughest.
The only thing that can turn you into a leader is when you begin to act like one.
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CHAPTER 2.
CONCEPT AND THEORIES OF LEADERSHIP
Learning Objectives
✓ define leadership;
✓ enumerate the theories of leadership;
✓ describe the three (3) classical leadership styles; and
✓ differentiate the principles of the different theories of leaderships.
✓
✓ OF LEADERSHIP
CONCEPT
➢ Leadership is the ability of an individual or a group of individuals to influence
and guide followers or other members of an organization. It is vital to
communication, teamwork and collaboration. Criminal justice relies on this
kind of integrated leadership to coordinate the efforts of multiple disciplines
towards shared goals.
LEADER
A leader is the one in the charge, the person who convinces other people to follow.
A great leader inspires confidence in other people and moves them to action.
Characteristics and Qualities of a Leader

A leader has got multidimensional traits in him which makes him appealing and
effective in behavior. The following are the requisites to be present in a good leader:
1. Physical appearance- A leader must have a pleasing appearance. Physique and
health are very important for a good leader.
2. Vision and foresight- A leader cannot maintain influence unless he exhibits that
he is forward looking. He has to visualize situations and thereby has to frame
logical programs.
3. Intelligence- A leader should be intelligent enough to examine problems and
difficult situations. He should be analytical who weighs pros and cons and then
summarizes the situation. Therefore, a positive bent of mind and mature outlook is
very important.
4. Communicative skills- A leader must be able to communicate the policies and
procedures clearly, precisely and effectively. This can be helpful in persuasion and
stimulation.
5. Objective- A leader has to be having a fair outlook which is free from bias and
which does not reflect his willingness towards a particular individual. He should
develop his own opinion and should base his judgement on facts and logic.
6. Knowledge of work- A leader should be very precisely knowing the nature of work
of his subordinates because it is then he can win the trust and confidence of his
subordinates.
7. Sense of responsibility- Responsibility and accountability towards an individual’s
work is very important to bring a sense of influence. A leader must have a sense of
responsibility towards organizational goals because only then he can get
maximum of capabilities exploited in a real sense. For this, he has to motivate
himself and arouse and urge to give best of his abilities. Only then he can motivate
the subordinates to the best.
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8. Self-confidence and will-power- Confidence in himself is important to earn the
confidence of the subordinates. He should be trustworthy and should handle the
situations with full will power.
9. Humanist-This trait to be present in a leader is essential because he deals with
human beings and is in personal contact with them. He has to handle the personal
problems of his subordinates with great care and attention. Therefore, treating the
human beings on humanitarian grounds is essential for building a congenial
environment.
10. Empathy- It is an old adage “Stepping into the shoes of others”. This is very
important because fair judgement and objectivity comes only then. A leader
should understand the problems and complaints of employees and should also
have a complete view of the needs and aspirations of the employees. This helps in
improving human relations and personal contacts with the employees.
Traits of an Ethical Leader

Ethics refer to the desirable and appropriate values and morals according to an
individual or the society at large. Ethics deal with the purity of individuals and their
intentions. Ethics serve as guidelines for analyzing “what is good or bad” in a specific
scenario.
Ethical theories on leadership talk about two main things:
a. the actions and behavior of leaders; and
b. the personality and character of leaders. It is essential to note that.
A leader drives and influences the subordinates / followers to achieve a common
goal, be it in case of team work, organizational quest, or any project. It is an ethical job of
the leader to treat his subordinates with respect as each of them has unique personality.
The ethical environment in an organization is built and developed by a leader as they have
an influential role in the organization and due to the fact that leaders have an influence in
developing the organizational values.
An effective and ethical leader has the following traits / characteristics:
1. Dignity and respectfulness: He respect others. An ethical leader should not
use his followers as a medium to achieve his personal goals. He should respect
their feelings, decision and values. Respecting the followers implies listening
effectively to them, being compassionate to them, as well as being liberal in
hearing opposing viewpoints. In short, it implies treating the followers in a
manner that authenticate their values and beliefs.
2. Serving others: He serves others. An ethical leader should place his follower’s
interests ahead of his interests. He should be humane. He must act in a
manner that is always fruitful for his followers.
3. Justice: He is fair and just. An ethical leader must treat all his followers equally.
There should be no personal bias. Wherever some followers are treated
differently, the ground for differential treatment should be fair, clear, and built
on morality.
4. Community building: He develops community. An ethical leader considers his
own purpose as well as his followers’ purpose, while making efforts to achieve
the goals suitable to both of them. He is considerate to the community
interests. He does not overlook the followers’ intentions. He works harder for
the community goals.
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5. Honesty: He is loyal and honest. Honesty is essential to be an ethical and
effective leader. Honest leaders can be always relied upon and depended
upon. They always earn respect of their followers. An honest leader presents
the fact and circumstances truly and completely, no matter how critical and
harmful the fact may be. He does not misrepresent any fact.
It is essential to note that leadership is all about values, and it is impossible
to be a leader if you lack the awareness and concern for your own personal
values. Leadership has a moral and ethical aspect. These ethics define
leadership. Leaders can use the above-mentioned traits as yardsticks for
influencing their own behavior.
How to be a Good Leader

Leadership is a significant aspect of management. To ensure organizational
success, co-operation from subordinates as well as greater efficiency, it is important for a
manager to be a great, effective and a true leader. An effective and true leader is one who
does not put himself before others. He is very humble, deferential and altruistic.
The required aspects of effective leadership are as follows:
✓ Motivation
✓ Commitment
✓ Self-sacrifice
✓ Honesty
✓ Determination
✓ Resourcefulness
✓ Daring
✓ Knowledge
✓ Good communication skills
✓ Passion
✓ Responsibility
✓ Judgement
Leadership is boosting an individual’s performance to a greater benchmark, the

developing of an individual’s personality crossing its standard boundaries. It is a combo
of midframes, traits, skills, and knowledge.
Leadership means adhering to the following principles:
✓ Respect your followers.
✓ Acknowledge the follower’s efforts if there is success, and do not blame them for
any failure.
✓ Encourage participation of all in decision-making.
✓ Make the goals clear to all.
✓ Support the followers in accomplishing the objectives and in reaching their
potential.
✓ Discover efficient and economical ways of performing the task.
✓ Ensure proper and effective communication with the followers. There should be no
place for misunderstanding and misinterpretations.
✓ Be a trainer and not an opponent/critic.
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An effective leader is one who meets the job requirements, team requirements as
well as individual requirements. While concentrating on the job, a leader would
synchronize the departmental goals with the organizational goals. He would ensure that
the employees have the required skills and competencies for performing the job
effectively and efficiently. He would provide the employees the essential resources for
performing the job such as time, knowledge and equipment. He would ensure that
employees have no difficulty in performing the tasks assigned to them. And finally, an
effective leader would review progress and give the employees feedback of their
performance.
When a leader is focusing on people, he must be compassionate and empathic.
He should listen to the employees with understanding. He must respect their views and
ideas. He must train and coach them and make an effort to eliminate unnecessary
obstacles from the employees’ work responsibilities.
Finally, when an effective leader focuses on team, he should coordinate team’s
efforts. He must celebrate team’s success. He should review and promote friendly and
social environment. He should develop a team spirit and achievement sense among the
employees as a team.
TYPES OF LEADERS
1. Democratic Leadership (Commonly Effective).
✓ The leader makes decisions based on the input of each team member.
Although he or she makes the final call, each employee has an equal say on a
project's direction.
2. Autocratic Leadership (Rarely Effective)
✓ Autocratic leadership is the inverse of democratic leadership. In this
leadership style, the leader makes decisions without taking input from anyone
who reports to them.
3. Laissez-Faire Leadership (Sometimes Effective)
✓ The laissez-faire leadership is the least intrusive form of leadership. The French
term "laissez faire" literally translates to "let them do," and leaders who
embrace it afford nearly all authority to their employees.
4. Strategic Leadership (Commonly Effective)
✓ Strategic leaders sit at the intersection between a company's main operations
and its growth opportunities. He or she accepts the burden of executive
interests while ensuring that current working conditions remain stable for
everyone else.
5. Transformational Leadership (Sometimes Effective)
✓ Transformational leadership is always "transforming" and improving upon the
company's conventions. Employees might have a basic set of tasks and goals
that they complete every week or month, but the leader is constantly pushing
them outside of their comfort zone.
6. Transactional Leadership (Sometimes Effective)
➢ Transactional leaders are fairly common today. These managers reward their
employees for precisely the work they do. A marketing team that receives a
scheduled bonus for helping generate a certain number of leads by the end of
the quarter is a common example of transactional leadership.
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7. Coach-Style Leadership (Commonly Effective)
➢ Similarly, to a sports team's coach, this leader focuses on identifying and
nurturing the individual strengths of each member on his or her team. They also
focus on strategies that will enable their team work better together. This style
offers strong similarities to strategic and democratic leadership, but puts more
emphasis on the growth and success of individual employees.
8. Bureaucratic Leadership (Rarely Effective)
➢ Bureaucratic leaders go by the books. This style of leadership might listen and
consider the input of employees -- unlike autocratic leadership -- but the
leader tends to reject an employee's input if it conflicts with company policy or
past practices.
➢ You may run into a bureaucratic leader at a larger, older, or traditional
company. At these companies, when a colleague or employee proposes a
strong strategy that seems new or non-traditional, bureaucratic leaders may
reject it. Their resistance might be because the company has already been
successful with current processes and trying something new could waste time
or resources if it doesn't work.
THEORIES OF LEADERSHIP
1. The Blake Mouton Managerial Grid
Also known as the Managerial Grid, or Leadership Grid, it was developed in the
early 1960s by management theorists Robert Blake and Jane Mouton. It plots a
manager's or leader's degree of task-centeredness versus her person-centeredness
and identifies five different combinations of the two and the leadership styles they
produce.
Understanding the Model
The Blake Mouton Managerial Grid is based on two behavioral dimensions:
✓ Concern for People: this is the degree to which a leader considers team members'
needs, interests and areas of personal development when deciding how best to
accomplish a task.
✓ Concern for Results:
this is the degree to
which a leader
emphasizes concrete
objectives,
organizational
efficiency and high
productivity when
deciding how best to
accomplish a task.
Blake and Mouton

defined five leadership
styles based on these,
as illustrated in the
diagram below.
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A. Impoverished Management – Low Results/Low People
The Impoverished or "indifferent" manager is mostly ineffective. With a low regard for
creating systems that get the job done, and with little interest in creating a satisfying or
motivating team environment, his results are inevitably disorganization, dissatisfaction
and disharmony.
B. Produce-or-Perish Management – High Results/Low People
Also known as "authoritarian" or "authority-compliance" managers, people in this
category believe that their team members are simply a means to an end. The team's
needs are always secondary to its productivity.
This type of manager is autocratic, has strict work rules, policies and procedures, and
can view punishment as an effective way of motivating team members. This approach
can drive impressive production results at first, but low team morale and motivation will
ultimately affect people's performance, and this type of leader will struggle to retain high
performers.
C. Middle-of-the-Road Management – Medium Results/Medium People
A Middle-of-the-Road or "status quo" manager tries to balance results and people, but
this strategy is not as effective as it may sound. Through continual compromise, he fails
to inspire high performance and also fails to meet people's needs fully. The result is that
his team will likely deliver only mediocre performance.
D. Country Club Management – High People/Low Results
The Country Club or "accommodating" style of manager is most concerned about her
team members' needs and feelings. She assumes that, as long as they are happy and
secure, they will work hard. What tends to be the result is a work environment that is very
relaxed and fun, but where productivity suffers because there is a lack of direction and
control.
E. Team Management – High Production/High People
According to the Blake Mouton model, Team management is the most effective
leadership style. It reflects a leader who is passionate about his work and who does the
best he can for the people he works with.
Team or "sound" managers commit to their organization's goals and mission, motivate
the people who report to them, and work hard to get people to stretch themselves to
deliver great results. But, at the same time, they're inspiring figures who look after their
teams. Someone led by a Team manager feels respected and empowered and is
committed to achieving her goals.
2. House Path Goal Theory.

In 1971, Robert House introduced his version of a contingent theory of leadership
known as the Path-Goal theory. According to House’s theory, leaders’ behavior is
contingent upon the satisfaction, motivation, and performance of their subordinates.
House argued that the goal of the leader is to help followers identify their personal goals
as well understand the organization ‘s goals and find the path that will best help them
achieve both. Because individual motivations and goals differ, leaders must modify their
approach to fit the situation.
Leadership Styles. House defined four different leadership styles and noted that
good leaders switch fluidly between them as the situation demands. He believed that
leadership styles do not define types of leaders as much as they do types of behaviors.
House’s leadership styles include:
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a. Directive, path-goal clarifying leader: The leader clearly defines what is
expected of followers and tells them how to perform their tasks. The theory
argues that this behavior has the most positive effect when the subordinates’
role and task demands are ambiguous and intrinsically satisfying.
b. Achievement-oriented leader: The leader sets challenging goals for followers,
expects them to perform at their highest level, and shows confidence in their
ability to meet this expectation. Occupations in which the achievement motive
was most predominant were technical jobs, salespersons, scientists,
engineers, and entrepreneurs.
c. Participative leader: The leader seeks to collaborate with followers and
involve them in the decision-making process. This behavior is dominant when
subordinates are highly personally involved in their work.
d. Supportive leader: The main role of the leader is to be responsive to the
emotional and psychological needs of followers. This behavior is especially
needed in situations in which tasks or relationships are psychologically or
physically distressing. The Path-Goal model emphasizes the importance of the
leader’s ability to interpret follower’s needs accurately and to respond flexibly
to the requirements of a situation.
3. Great man theory
The Great Man Theory was established in the 19th century by Thomas Carlyle, who
put forth the idea that the world’s history is nothing more than a collection of
biographies belonging to great men, and the capacity for leadership is innate. It
posited the idea that great leaders are born, not made. These individuals come into
the world possessing certain characteristics and traits not found in all people. Under
great man theory, prominent leaders throughout the course of history were born to
lead and deserved to do so as a result of their natural abilities and talents.
4. Trait Theory
The trait model of leadership is based on the characteristics of many leaders -

both successful and unsuccessful - and is used to predict leadership effectiveness.
The resulting lists of traits are then compared to those of potential leaders to assess
their likelihood of success or failure.
Scholars taking the trait approach attempted to identify physiological

(appearance, height, and weight), demographic (age, education, and socioeconomic
background), personality, self-confidence, and aggressiveness), intellective
(intelligence, decisiveness, judgment, and knowledge), task-related (achievement
drive, initiative, and persistence), and social characteristics (sociability and
cooperativeness) with leader emergence and leader effectiveness.
Successful leaders have interests, abilities, and personality traits that are different
from those of the less effective leaders. Through many researchers conducted in the
last three decades of the 20th century, a set of core traits of successful leaders have
been identified. These traits are not responsible solely to identify whether a person
will be a successful leader or not, but they are essentially seen as preconditions that
endow people with leadership potential.
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According to the researchers, the traits most commonly associated with great
leadership include:
1. Adaptability and Flexibility. Effective leaders don’t get stuck in a rut. They are
able to think outside of the box and adapt quickly to changing situations.
2. Assertiveness. A great leader is able to be direct and be assertive without coming
off as overly pushy or aggressive.
3. Capacity to Motivate People. A great leader knows how to inspire others and
motivate them to do their best.
4. Courage and Resolution. The best leaders are brave and committed to the goals
of the group. They do not hide from challenges.
5. Creativity. Great leaders not only possess their own creativity, but they are also
able to foster creativity among members of the group.
6. Decisiveness. A great leader is capable of making a decision and is confident in
his or her choices.
7. Eagerness to Accept Responsibility. Strong leaders take on responsibility and
don’t pass the blame on the others. They stand by their success and take
ownership of their mistakes.
8. Emotional Stability. In addition to being dependable overall, strong leaders are
able to control their emotions and avoid overreactions.
9. Intelligence and Action-Oriented Judgement. Great leaders are smart and make
choices that move the group forward.
10. Need for Achievement. Strong leaders have a need to succeed and help the group
achieve goals. They genuinely care about the success of the group and are
committed to helping the group reach these milestones.
11. People Skills. Excellent interpersonal skills are essential for leading effectively.
Great leaders know how to interact well with other leaders as well as with team
members.
12. Perseverance. Strong leaders stick with it, even when things get difficult or the
group faces significant obstacles.
13. Self-Confidence. Many of the best leaders are extremely self-assured. They are
confident in themselves; followers often begin to share this self-belief.
14. Task Competence. A great leader is killed and capable. Members of the group are
able to look to the leader for an example of how things should be done.
15. Trustworthiness. Group members need to be able to depend upon and trust the
person leading them.
16. Understanding their followers and their needs. Effective leaders pay attention to
group members and genuinely care about helping them succeed. They want each
person in the group to succeed and play a role in moving the entire group forward.
The traits approach gives rise to questions: whether leaders are born or made;
and whether leadership is an art or science. However, these are not mutually
exclusive alternatives. Leadership may be something of an art; it still requires the
application of special skills and techniques. Even if there are certain inborn
qualities that make one a good leader, these natural talents need encouragement
and development. A person is not born with self-confidence. Self-confidence is
developed, honesty and integrity are a matter of personal choice, motivation to
lead comes from within the individual, and the knowledge of business can be
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acquired. While cognitive ability has its origin partly in genes, it still needs to be
developed. None of these ingredients are acquired overnight.
5. Leadership-Member Exchange (LMX) Theory

Informal observation of leadership behavior suggests that leader’s action is not
the same towards all subordinates. The importance of potential differences in this
respect is brought into sharp focus by Graen’s leader-member exchange model,
also known as the vertical dyad linkage theory. The theory views leadership as
consisting of a number of dyadic relationships linking the leader with a follower.
The quality of the relationship is reflected by the degree of mutual trust, loyalty,
support, respect, and obligation.
According to the theory, leaders form different kinds of relationships with
various groups of subordinates. One group, referred to as the in-group, is favored
by the leader. Members of in-group receive considerably more attention from the
leader and have more access to the organizational resources. By contrast, other
subordinates fall into the out-group. These individuals are disfavored by the
leader. As such, they receive fewer valued resources from their leaders.
Leaders distinguish between the in-group and out-group members on the
basis of the perceived similarity with respect to personal characteristics, such as
age, gender, or personality. A follower may also be granted an in-group status if the
leader believes that person to be especially competent at performing his or her
job. The relationship between leaders and followers follows three stages:
✓ Role taking: When a new member joins the organization, the leader
assesses the talent and abilities of the member and offers them
opportunities to demonstrate their capabilities.
✓ Role making: An informal and unstructured negotiation on work-related
factors takes place between the leader and the member. A member who is
similar to the leader is more likely to succeed. A betrayal by the member at
this stage may result in him being relegated to the out-group
The LMX 7 scale assesses the degree to which leaders and followers have
mutual respect for each other’s capabilities, feel a deepening sense of mutual
trust, and have a sense of strong obligation to one another. Taken together, these
dimensions determine the extent to which followers will be part of the leader’s in-
group or out-group.
In-group followers tend to function as assistants or advisers and to have higher
quality personalized exchanges with the leader than do out-group followers. These
exchanges typically involve a leader’s emphasis on assignments to interesting
tasks, delegation of important responsibilities, information sharing, and
participation in the leader’s decisions, as well as special benefits, such as
personal support and support and favorable work schedules.
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CHAPTER 3.
CONCEPT OF ORGANIZATIONAL LEADERSHIP
Learning Objectives
✓ define organizational leadership;

✓ identify the four factors of leadership;
✓ define the concept of Leader;
✓ enumerate and explain the roles of a leader in an organization;
✓ identify and appropriate the importance of organizational leadership;
✓ identify the important keys to effective leadership;
✓ explain and enumerate each of the leadership principles; and
✓ Differentiate the 6 types of power for leaders.
ORGANIZATIONAL LEADERSHIP
Organizational leadership refers to the overarching field of a person (the leader)
strategically guiding and managing a group of people (the organization) to meet a
common goal. It is a management approach in which leaders help set strategic goals for
the organization while motivating individuals within the group to successfully carry out
assignments in service to those goals. It emphasizes on developing leadership skills and
abilities that are relevant across the organizations. It means the potential of the
individuals to face the hard times in the industry and still grow during those times.
FOUR FACTORS OF LEADERSHIP
The success of the leader is dependent on how the leader is effectively able to
communicate and motivate followers to perform desired tasks using the appropriate
leadership style best suited from the given situation. Follower, Communication, and
Situation; interdependencies and dynamics of these four factors of leadership must be
considered by a leader to be effective.
1. The Leader- an individual appointed as a leader must understand himself

honestly, what he knows and what can do.
2. Followers-different people expect different leadership styles.
3. Communication- being a leader, you lead by bidirectional communication. A
great deal of that is nonverbal.
4. Situation-every situation is different. Everything you do in one situation isn’t
automatically going to work in another.
THE LEADER AND ITS ROLE
Leader is a person who leads or a person who has commanding authority or

influence. A leader is someone who more than just lead people. They have to be driven by
the right motivation and make a positive impact on the people around them. A leader is
someone who can see how things can be improved and who rallies people to move
toward that better vision. Leaders can work toward making their vision a reality while
putting people first. Here are some of the roles of a leader on an organization.
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1. Leaders Provide Direction
2. Leaders Create Structure
3. Leaders Build Trust
4. Leaders Inspire Hope
IMPORTANCE OF ORGANIZATIONAL LEADERSHIP
Organizational leadership is the ability to lead groups of individuals toward

fulfilling an organization’s mission. It is important because it:
1. Motivate Followers
2. Allows for a Problem-solving and decision-making Mindset
3. Promotes Communication, Ethics, Inclusion, and Respect
4. Allows Organizational Leaders to remain Goal-oriented
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

Having a successful leader is a crucial aspect of every organization, truly effective
leaders are hard to find. Here are some of the key elements of highly effective leaders.
1. Ability to delegate task
2. Excellent Communication
3. Confidence
4. Honesty
5. Creativity
6. Innovation
7. Vision
8. Inner Values
9. Inspiration
10. Transparency
11. Decisiveness
LEADERSHIP PRINCIPLES
Leadership Principles are a framework of actions you can take as a leader to
inspire others to work together toward a common goal; they are the foundation for
success. These are set of actions or guidelines beliefs that leaders can implement to
move them toward success. The following leadership principles are commonly seen as
vital to success:
1. Lead by example
2. Leadership is about people
3. Focus on Change
4. Be Human and Admit Mistakes
5. Understand the Value of listening
6. Develop Leadership Skills
7. Promote Diversity
8. Work Together to Achieve More
9. Have Solid Values
10. Use Technology and Innovation
11. Help to develop Future Leaders
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THE SIX TYPES POWER FOR LEADERS
An effective leader understands how to wield power and what it means when
he/she does so. The use of power is one of many tools at leader’s disposal. Power in itself
neither good or bad as it is the wielder that determines if power is used to serve or to
undermine a company goals. It is a necessary tool for enacting change within your sphere
of influence. If used effectively, the use of power will gain respect and achieve results. If
used improperly, the misuse of power can hamstring an organization and lead to
stagnation.
According to John French and Betram Raven (1959) in their work entitled The Bases
of Social Power., they introduced five distinct types of power. They later added a sixth. All
six of these types of powers are part of the fundamental knowledge that all leaders must
possess to be effective. These are (Prescott,2015):
1. Coercive Power-power based on fear.
2. Reward Power- compliance achieved on the basis of the ability o distribute
rewards which others find 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 based on special skills or 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.
SGNIFICANCE OF SELF-CONTROL IN LEADERSHIP
Leaders being influential individuals within the organization and having the
greatest impact on the lives of their people, must learn and exercise self-control. Leaders
are gaining people’s trust, power and respect when they exemplify self-control. The more
power a leader has, the greater the confidence, influence and respect people will have for
him.
LEADERSHIP TRAITS
1. HONESTLY 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? Leasers flourish when they hold to their core values and beliefs and this
won’t be possible without ethics.
2. CONFIDENCE. You should be comfortable enough to be an effective leader and
ensure people obey your orders.
3. INSPIRE OTHERS. Probably the hardest thing a leader has to do is persuade others
to comply.
4. 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.
5. 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.
6. DECISION-MAKING CAPABILIITES. 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.
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7. ACCOUNTABILITY. 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.
8. DELIGATION AND EMPOWERMENT. You just can’t do it all, right. Focusing on key
responsibilities is vital to a leader, while leading the rest to others.
9. CREATIVITY AND INNOVATION. In order to get ahead to today’s fast-paced
environment, a leader must be creative and innovative at the same time.
10. EMPATHY. As leaders, empathy with your followers will grow. 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.
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CHAPTER 4.
TYPES OF ORGANIZATIONAL LEADERSHIP
Learning Objectives
✓ explain and differentiate some of the Organizational leadership typologies;
✓ define ethical leadership;
✓ explain the 4-V Model of ethical leadership;
✓ compare and contrast the Transformational, Transactional, Authentic, Spiritual,
Charismatic, and Servant leaderships;
Ethics in Leadership
“An ethical leader is someone who lives and dies for integrity.
Doing the right thing, even when it hurts, is the ethical leader’s mantra.”
Heather R. Younger
Founder of Customer Fanatix
Ethics is about the types of values and morals that a person or a community finds
acceptable or necessary. In addition, ethics is concerned with the morality and actions of
individuals. They look to leaders when it comes to ethics to lead on ethics and take
responsibility for both good and bad results.
Ethically leading leaders are role models, promoting the value of ethical
standards, keeping their people accountable for those principles, and crucially-designing
environments in which others work and live.
Ethical Leadership
Ethical leadership is the demonstration of normatively appropriate conduct

through personal actions and interpersonal relationships, and the promotion of such
conduct to followers through two-way communication, reinforcement, and decision
making. It 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 means that
individuals behave according to a set of principles and values that are recognized by the
majority as a sound basis for the common good such as integrity, respect, trust, fairness,
transparency and honesty.
How To Become An Ethical Leader?
a. Define and align the Values

b. Champion the Importance of Ethics
c. Hire People with Similar Values
d. Promote Open Communication
e. Beware of Bias
f. Lead By Example
g. Find your role Models
h. Care for yourself so you are able to care for others
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IMPACTS OF ETHICAL LEADERSHIP
Ethical leaders will help to build a healthy atmosphere through constructive

partnerships at three levels: the individual, the team, and the organization at large.
Nurturing connections at each of these levels will result in the following outcomes and
benefits:
1. The Well-Being of the Individual

2. The Energy
3. The Health of the Organization
Elements of Ethical Leadership
Ethical leadership encompasses six main elements, they are (Villirilli,2021):
1. Honesty- it involves committing to presenting facts as they are, playing fair with
competitors, and communicating honestly with others.
2. Justice- to be fair means treating everyone equally, offering opportunities with no
favoritism, and condemning improper behaviors and manipulations, as well as any
other actions that could harm someone.
3. Respect- this includes listening to each stakeholder, fostering inclusion, and
value diversity. It is respecting others around them, regardless of their position or
identifying characteristics.
4. Integrity- it entails aligning consistently the values, words, and actions of the
organization. It is not enough to talk the talk; one has to walk the talk to
demonstrate integrity.
5. Responsibility-it means accepting leadership role, embracing the power and
duties that come with it, and always responding and being present in challenging
situations.
6. Transparency-it involves keeping an open dialogue, accepting feedback, and
disclosing the information others need to deliver their work.
Moral Components of Ethical Leadership
Ethical Leadership is primarily an integration of Leadership and moral

development theory. As James Rest (1994) asserts that the process of understanding and
resolving an ethical dilemma involves four distinct psychological processes, they are:
1. Moral Awareness. Also known as Moral Sensitivity. It refers to the capacity of a

leader or an individual to recognize that one has encountered a moral dilemma.
2. Moral Judgment. Also known as Moral Reasoning, it occurs after the
leader/individual becomes aware of the moral dilemma happening in their group
or organization.
3. Moral Intention. Also known as Moral Choosing, it is where the leader or an
individual made a choice after considering the options available to him/her while
in the midst of a moral dilemma.
4. Moral Action. It is the last step, and it is distinct from the first three.
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The 4-V Model of Ethical Leadership
Sometimes knowing what is right is not a guarantee that a person will do what is
right. There is a gap between knowing the right thing and doing the right thing, in order to
bridge the gap a leader needs to have a moral courage (Grace,1998, p.10).
Moral Courage involves the willingness to speak out and do what is right in the face
of forces that would lead a person to act in some other way. The 4-V Model of Ethical
Leadership helps leaders to cross the bridge of moral courage which leads to moral
action (Grace,1998, p.10).
1. Values
2. Vision
3. Voice
4. Virtue
The 4-V model helps align the internal beliefs and values with the external
behaviors and actions for the purpose of the common good. The four V’s stand for Values,
Vision, Voice and Virtue, the characteristics that help create a strong ethical leader.
REASONS WHY VALUES MATTER TO LEADERS
1. Values Guide Your Decisions

2. Values Strengthen Your Ability to Influence
3. Values Create Clarity
4. Values Reduce Stress
5. Values Guide Your Actions
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CHAPTER 5.
UNDERSTANDING MANAGEMENT
Learning Objectives
✓ define management;
✓ explain the relationship between Leadership and management;
✓ differentiate the concept of leadership and of management;
✓ enumerate and explain the principles of management according to
Fayol;
✓ identify the 5 functions of management
✓ explain spiritual leadership
✓ define planning
✓ explain the basic principles of organizing
✓ explain the components of staffing
✓ identify and explain elements of directing; and
✓ explain the components of controlling
MANAGEMENT
Management is a set of principles relating to the roles of planning, coordinating,

directing and regulating and the implementation of those principles in the efficient and
effective use of physical, financial, human and information capital to achieve
organizational objectives.
LEADERSHIP AND MANAGEMENT
Leadership as discussed from the previous chapter, is the ability to influence or

guide people within an organization or business, while Management is the ability to
control day-to-day processes and keep employees on track to achieve company goals.
Management consists of controlling a group or a set of entitles to accomplish a goal.
Leadership refers to an individual’s ability to influence, motivate, and enable others to
contribute toward organizational success.
Difference between Leadership and Management
Some leadership and management skills overlap, it’s important to know the
distinctions between these two roles. Effective leaders are invested in motivating and
inspiring their teams, often by setting a good example for employees to follow and
defining the expectations of the company for its employees.
MANAGEMENT LEADERSHIP
Focuses on things Focuses on people
Executes plans Articulates a vision
Directs and coordinates Trusts & develops
Manages changes Create change
Uses authority Uses influence
Authority stems from position in the Authority comes from personal
organization relationships
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Determines long-term objectives and Thinks strategically
strategies
Acts decisively Delegates responsibility
Decides how to see personnel and other Appropriate risk taking and innovation
resources
Differences in Vision
Managers set out to achieve organizational Leaders on the other hand, are considered
goals by implementing processes, such as as visionaries. They set the pathways to
budgeting, organizational structuring, and excel in organizational growth. They
staffing. Managers’ vision is bound to the always examine where their organization
implementation strategies, planning, and stands, where they want to go, and how
organizing tasks to reach the objectives set they can reach there by involving the
out by leaders. team.
Organizing vs. Aligning

Managers achieve their goals by using Leaders are more focused on how to align
coordinated activities and tactical and influence people rather than how to
processes, they break down long-time assign work to them. They achieve this by
goals into tiny segments and organize assisting individuals in envisioning their
available resources to reach the desired function in a wider context and the
outcome (Duggal,2022). possibility for future growth that their
efforts may give.
Differences in Queries
A manager asks HOW and WHEN A leader asks WHAT and WHY.
PRINICPLES OF MANAGEMENT
Henry Fayol (1841-1925) was a French coal-mine engineer, also known as the father of
modern management theory. He introduced a general theory that can be applied to all
levels of management and every department.
The fourteen principles of management created by Henry Fayol are:
1. Division of Work
2. Balancing Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of Individual Interests to the General Interest
7. Remuneration of Personnel
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit De Corps
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FUNCTIONS OF MANAGEMENT
In general, there are five basic functions of Management they are:
1. PLANNING. The first task of a manager and forms the basis of which all other
tasks are derived. This is necessary to set goals and to develop strategies for
organizing activities.
An effective planning program incorporates the effect of both:
A. External Factors-this includes shortages of resources; both capital and
material, general economic trend as far as interest rates and inflation are
concerned, dynamic technological advancements, increased governmental
regulation regarding community interests, unstable international political
environments, etc.
B. Internal Factors-this includes limited growth opportunities due to saturation
requiring diversification, changing patterns of the workforce, more complex
organizational structures, decentralization, etc.
Characteristics of Planning
a. Planning is goal oriented

b. Planning is looking ahead
c. Planning is an intellectual process
d. Planning involves choice and decision making
e. Primacy of Planning
f. Planning is a continuous process
g. Planning is all pervasive
h. Planning facilities coordination
i. Planning encourages innovation
2. ORGANIZING. It assists in deciding the tasks to be performed, how to do them,
how to organize the tasks and where to make decisions.
Organizational Structure is the basic framework of formal relationship
among responsibilities, tasks, and people in the organization.
BASIC PRINCIPLES OF ORGANIZING
✓ Division Of Work and Specialization. It involves dividing the total workload
into tasks that can be logically and effectively performed by individuals with
specialized knowledge.
✓ Departmentation. It refers to the logical groupings into manageable sizes of
organizational activities that belong together. The department created
constitute the organization’s structure and appear on organizational charts.
✓ Coordination. Refers to the process of integrating departments both
horizontally and vertically. It is achieved through authority relationships, which
involve allocation of responsibility and authority to each position in the
organizational structure.
✓ Chain Of Command. It defines the reporting lines of individuals and groups in
the organizations.
✓ Unity Of Command. It implies that each subordinate must have only one
manager to report to.
✓ Span Of Control. It refers to the number of subordinates working under one
manager.
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3. STAFFING also known as Human Resource, is the function of hiring and retaining
a suitable work-force for the enterprise both the managerial as well as non-
managerial levels. It involves the process recruiting, training, developing,
compensating and evaluating employees and maintaining this workforce with
proper incentives and motivations. Since human element is the most vital factor in
the process of management, it is important to recruit the right personnel.
Components of Staffing
Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to
fill the roles assigned in the structure. Staffing involves.
➢ Manpower Planning
-involves the estimation of manpower in terms of searching, choosing the
person and giving the right place.
➢ Recruitment, Selection & Placement
✓ Recruitment is the process of identifying the sources for prospective
candidates to stimulate them to apply for jobs in the organization.
✓ Selection is the process of choosing from among the candidates the
most suitable person for the current position or for the future position.
✓ Placement may be defined as the determination of job to which a
selected candidate is to be assigned, and his assignment to the job.
➢ Training & Development
-These are educational activities within an organization that are designed to
improve the job performance of an individual or group.
➢ Remuneration
-Remuneration is any type of compensation or payment that an individual
or employee receives as payment for their services or the work that they do
for an organization or company.
➢ Performance Appraisal
-A performance appraisal is a regular review of an employee’s job
performance and contribution to a company.
➢ Promotion & Transfer
✓ Promotion is defined as the movement of an employee from one
position to another position of a higher pay grade or salary.
✓ Transfer is defined as the movement of an employee from one position
to another position at the same pay grade level or similar salary.
4. DIRECTING is a managerial function which actuates the organizational method to

work efficiently to achieve organizational goals. It’s the life-spark of any enterprise
which sets in motion the action of people because planning, organizing and
human resources are the mere preparations for doing work. Direction is the inert-
personnel aspect of management which deals directly with influencing, guiding,
supervising, motivating to achieve the organization’s goals (Lavina,2019).
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Elements Of Directing
Direction is that inert-personnel aspect of management which deals

directly with influencing, guiding, supervising, motivating, subordinate for the
achievement of organizational goals (Juneja, n.d.). The following are the elements
of directing as management function:
✓ SUPERVSION-it implies overseeing the work of subordinates by their

superiors. It is the act of watching & directing work & workers.
✓ MOTIVATION- it involves inspiring, stimulating or encouraging the
subordinates with zeal to work. Positive, negative, monetary, non-monetary
incentives may be used for this purpose.
✓ LEADERSHIP-it is a process by which a manager guides and influence the
work of subordinates in desired direction.
✓ COMMUNICATIONS- it the process of passing information, experience,
opinion etc. from one person to another. It is a bridge of understanding.
5. CONTROLLING is the measurement & correction of performance activities of

subordinates in order to make sure that the enterprise objectives and plans
desired to obtain them as being accomplished. The task of control is to assure
accomplishment of objectives by detecting potentials or actual deviation from
plans early enough to permit effective corrective action. The more control
approaches and techniques detect and illuminate the causes of potential or
actual deviations from plans with the minimum of costs or other unsought
consequences, the mo0re efficient these controls will be (Knootz and
O’Donnell,1968).
6. REPORTING-involves regularly updating the superior about the progress or the

work-related activities. The information dissemination can be through records or
inspection.
7. BUDGETING- involves all the activities that under Auditing, Accounting, Fiscal
Planning and Control.
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THE MANAGER
A manager is a person in the organization who directs the activities of others. They
perform their work at different levels and they are called by different names:
1. The top managers-they are the ones responsible for making organizational
decisions and setting policies and strategies which affects all aspects of the
organization. Such individuals
may be named vice-president,
managing director, chief
executive officer or board
chairman etc.
2. The middle level managers-
these comprise all
management levels between
the organization’s supervisory
level and top level. Such
managers may be called
functional managers, heads of
plants, and managers of
projects.
3. The first line managers-they
are usually called supervisors
or in a manufacturing they may
be called foremen.
MANAGERIAL SKILLS
Managing position requires proper skills to perform various jobs. He can not be an
efficient manager if he lacks the knowledge and skills to do the job because it will be the
foundations for his workers to be corrected and driven.
THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER (by; ROBERT L. KATZ)
1. Technical skills. Managers must be able to work with the resources, equipment,
strategies, procedures or the technical skills.
2. Managers Skills. Managers must have the ability to work well with other people
both individually and in qa group.
3. Conceptual Skills. Managers need to be able to integrate and organize the
different activities. Managers must be able to think of abstract ideas and
contextualize them.
QUALITIES OF MANAGER
1. Educational competence – a manager has to have adequate and outstanding

preparation. Besides other educational qualifications they are required to have
management education and they are required to have management education and
training.
2. Intellectual quality- managers should have a higher level of intelligence relative
to others, because they have more roles in the organization than other men.
Intelligence can assist a manager in evaluating the organization’s present and
future organizational possibilities.
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3. Leadership ability- A manager has to be able to direct and motivate people
working within the business. He shall subordinate himself to leadership.
4. Training- a manager must develop organizational competencies.
5. Technical knowledge and skills- a manager should have techni8cal knowledge of
the organization’s job and other tasks. He will be better placed to assess and
direct if he has knowledge of those things himself.
6. Mental Maturity – He is supposed to be polite, good listener and quick to respond
to situations.
7. Positive Attitude- a manager’s asset. A manager has to deal with a lot of people
from, both inside and outside the company. He should be sensitive and optimistic
to different suggestions and make rational choices.
8. Self-confidence- every manager should have faith in himself. He has to take a lot
of decisions every day; he should thoroughly evaluate things before making
decisions.
9. Foresight- a manager has to make decision not just for the present but also for the
future. A manager should foresee what will happen in the future and plan the
organization for the circumstances to face.
ROLES OF MANANGER IN ORGANIZATION
1. INTERPERSONAL ROLES
A manager has to perform the following duties:
a. Receive visitors from outside, or preside over employees’ social function.
b. Sign as organization’s manager some legal documents.
c. Function as a chief when he is needed to carry out subordinate activities.
d. Not only to inspire the workforce but also to recruit, fire and discipline
employees.
e. Pay outside organizations for the collection of information relating to
companies.
2. INFORMATIONAL ROLES
All managers are required to perform informational roles.
a. To collect information outside of one’s own organizations and institutions.
b. Perform the disseminators position as they deliver information to the
organization’s subordinates.
c. Acts as a spokesman when he represents outsiders to the organization.
3. DECISIONAL ROLES
According to Mintzberg, a manager performs four decisional roles.
a. He initiates and supervises new projects to improve the performance of the
organization.
b. As a conflict controller, administrators take corrective actions to fix previously
unknown issues.
c. Acts as resource allocation when allocating and controlling human, physical,
and monetary resource allocations.
d. When debating and bargaining with other parties, he works as a negotiator.
IMPORTANT ROLES OF A MANAGER
1. AS LEADER
a. Defining various people’s activities and goals within the organization.
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b. Helps at the work-group to create the right type of atmosphere and
homogeneity.
c. The group’s actions and performance led by him are influenced.
2. AS COORDINATOR
a. Bring together various resources, both physical and human, for the
achievement of organizational objectives.
b. Mobilizes different resources, brings intelligent understanding and goodwill
among employers to complete work at the organization.
c. With the aid of effective communication, better plan events and programs.
3. As Delegator of Authority
a. Assign duties to the subordinates that he trusted, and delegate the authority
necessary. If they do any work independently, the subordinates may gain
confidence and be prepared for higher responsibilities.
b. Encourage employees to take up appropriate work according to their skills and
knowledge and train for the next line of executives.
c. Create proper communication system so that subordinates are able to get
regular guidance and response for the activities taken up by them.
4. As Decision-Maker
After addressing various aspects of the problem, taking decisions for different
activities, evaluating them, designing possible alternatives and choosing the correct one.
Take note:
A decision which is made at the right time will yield good results. In its
decisions a manager must create consistency, firmness and conviction. A
manager who constantly changes his decisions will leave his subordinates in
doubt. The subordinates will be directed by a decision-making capacity and the
ability to the correct decisions at the appropriate time.
5. As a Human Relations Practitioner

a. Address workforce issues with staff
b. Tries to get the best out of the workers, and efforts are made to boost the
organizations and efforts are made to boost the organization’s efficiency.
c. Encourage employees to engage in decision making processes.
6. As a Spokesman of the Organization
a. Act as the organization’s spokesman
b. He works with outsiders and provides them with the required information that
they need.
c. Maintains good relationships with all stakeholders including shareholders,
employees, customers, vendors, government, etc.
d. Helps to create a strong organization’s reputation not only among clients but
also among outsiders.
MODERN CHALLENGES FOR MANAGERS
1. Challenges on Information Technology (IT)

2. Challenges on Globalization
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DEVELOPING MISSION AND VISION STATEMENTS
Creating the vision and mission statements of an organization are the first two
steps in the process of planning action. Developing a statement of vision and mission is
crucial for community initiatives to be successful. Such statements clarify the goals of
your community in a concise way, help the organization concentrate on what is really
important and provide a framework for further advancement of other elements of your
strategics plan.
ROLES PLAYED BY MISSION AND VISION
Mission and vision statements play three critical roles:
1. Communicate the organization’s intent to stakeholders

2. Inform the development of strategy, and
3. Establish the tangible priorities and goals by which to measure the success of the
strategy of the company.
WHAT IS A VISION STATEMENT?
Their vision is their dream. It’s what your company considers to be the ideal
conditions for your community; that is, how things would look if you absolutely,
beautifully addressed the issue that is important to you. It could be world without war, or
a society where all men, regardless of gender or racial background, are treated as equals.
In creating a manifesto or statement of purpose, your organization clarifies the

values and guiding principles, first for yourself and then for the greater community.
CHARACTERISTICS OF VISION STATEMENTS SHOULD BE:
a. Understood and shared by members of the organization.

b. Broad enough to include a diverse variety of local perspectives.
c. Inspiring and uplifting to everyone involved in group’s effort.
d. Easy to communicate- they are generally short enough.
WHAT IS A MISSION STATEMENT?
The mission statement of an organization explains what the organization will do,
and why it will do that.
Mission statements are similar to claims about vision, in that they also look at the big
picture. They are more practical however, and they are certainly more “action-oriented”
than statements of dream. The statement of vision of an organization will inspire people
to dream; your statement of purpose should motivate them to take action.
GENERAL GUIDELINES IN CREATING MISSION STATEMENTS

a. CONCISE. While not as brief as statements of vision, mission statements in one
sentence also usually get their point across.
b. OUTCOME-ORIENTED. Statements on task describe the basic results to which the
organization is operating.
c. INCLUSIVE. Although declarations of mission make statements about the key
goals of your community, it is very important that they do so very broadly. Good
mission statements are not restrictive in the community’s policies or industries
that may get involved in the project.
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Example:
“Promoting care and caring at the end of life through coalitions and advocacy.”
ROLE OF THE MISSION STATEMENT

Leaders should emphasize the current statement of mission to employees which
clarifies the organization’s objective and key, measurable goals.
A mission statement is meant for the organization’s staff and members.
STRATEGIC PLANS can involve changing the organization’s mission statement to
represent a new direction. It will help workers and the public opt into the change by
emphasizing the advantages of the transition and reducing the gaps.
ROLE OF THE VISION STATEMENT

Like statement of mission, statement of vision helps to define the intent of the
organization. Statements of vision provide guidance for organizational action and help
inspire. STRATEGIC PLANS may include a promotional campaign that may include the
statement of vision to encourage stakeholders to partner with the organization as well.
A vision statement is a vision of the future with hope and a positive outlook. It
describes the company’s inspirational, long-term plan for what they will be able to do,
who they will help, and how the company will then be perceived. For now, it’s often out of
reach, but not so far out of reach as to be unattainable. The vision statement gives
everyone a description of what they’re working on.
EFFECTIVE STRATEGIES OF MANAGING BY EXAMPLE

1. Avoid Criticizing
2. Give Honest Praise
3. Develop Real Relationships
4. Get in on the action
5. Humility is the Key
VALUES FORMATION IN MANAGEMENT

Formation of values is the confluence of our personal experiences and the
particular society in which we are entwined. In the childhood, values are places by our
families and reinforced by community and life experiences. For example, my parents
placed on me the importance of kindness, and reinforced it during early childhood.
The value system is first considered for understanding every society. The value
system implies the culture’s purposes and goals, which their wisest people have
identified and treated as absolute and primary. In the context of its value system,
therefore, the values and knowledge of every society happen to be preserved.
A value system is a collection of coherent ethical principles and procedures used
for ethical or moral honesty purposes. A well-defined set of values is code of morale.
POINTS THAT HIGHLIGHT THE ROLE OF VALUES IN MANAGEMENT

1. Development of employees
2. Motivation
3. Underlie Managerial Behavior
4. Determine behavior
5. Helps in bringing change
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6. Determine attitudes
7. Promote leadership
8. Bring Creativity
9. Managing in Borderless
10. Involve in managerial goals
11. Guide to life, profession, and character
12. Personality development
13. Work Ethic
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. You use these deeply held values to distinguish between
right and wrong ways of working and they help you make crucial career choices and
decisions.
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CHAPTER 6.
UNDERSTANDING ADMINISTRATION
Learning Objectives
✓ Define correctly what is administration is;
✓ Enumerate and discuss perfectly the basic functions of administration;
✓ Know & excellently demonstrate the principles of administration by Henri Fayol;
✓ Distinguish faultlessly administration from management;
✓ Describe fully the qualities of an administrator and tell what makes a good
administrator;
✓ Articulate fluently the skills of an administrator;
✓ Comprehend and demonstrate completely the relative importance of technical,
human and conceptual skills.
ADMINISTRATION
➢ Refers to actions which are concerned with coordinating and managing an

organization or organization’s work. There is also administration of government,
charities, and many other forms of organization.
➢ is the performance of tasks needed to operate an agency for general purposes.
Typically, the administration is defined by the person representing the organization
appointed or elected to a position and is responsible for the administrative
functions and policy decisions of the organization they are appointed or elected to
manage.
➢ is essential to ensure that all departments within the organization work effectively.
It is the link between the managers and the workers. This provides the workforce
with inspiration and helps them understand the organization’s goals.
Principles of Administration (Henri Fayol)
1. Planning
2. Organizing
3. Unity of Command
4. Hierarchical transmission of orders
5. Separation of Powers, authority, subordination, responsibility and control
6. Centralization
7. Discipline and order
8. Meetings and Reports
9. Accounting
Difference between Administration and Management
ADMINISTRATION MANAGEMENT
Is an act of administering the whole Is a systematic way of managing people and
organization by a group of people. things within the organization
Administration is a high-level activity Is an activity of business and functional
level.
Policy formulation is performed by the Focuses on policy implementation
administration
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Functions include legislation and Functions of management are executive
determination and governing.
Administration takes all the important Management makes decisions under the
decisions of the organization boundaries set by the administration.
Administration role is decisive in natureManagement plays an executive role in the
organization
Administration is concerned with framing Management is all about plans and actions
policies and setting objectives
Administrator is responsible for the The manager looks after the management of
administration of the organization the organization
Administration focuses on making the Management focuses on managing people
best possible utilization of the and their work
organization’s resources
WHAT IS AN ADMINISTRATOR?
An administrator is a person who makes sure an organization is running at full

capacity. Their particular roles depend on the form of company, organization, or agency
they operate in. An administrator may be someone assigned to oversee an organization
for its affairs.
AN ADMINISTRATOR AS AN ORGANIZER
Administrators formulate short-and long-term strategies that set specific priorities

and objectives. The functions of the administrators are essential to the organization they
operate. Their roles usually involve a wide variety of duties including filing and
administration.
CLERICAL LEVEL ADMINISTRATOR
An administrator may be someone in charge of the smooth and effective operation

of a single office. Their responsibilities include handling all the paperwork and will
typically report inside the office to all individuals. It is the responsibility of most office
administrators to manage or distribute all posts within an office.
WHAT MAKES A GOOD ADMINISTRATOR?
To be a good administrator, a person must be:

a. Deadline-driven and possess a high level of organization.
b. Capable of balancing multiple tasks simultaneously and delegate when
appropriate.
c. Capable of planning and have the ability to think strategically
d. An excellent communicator, both in person and in writing.
e. Always looking for opportunities to improve productivity in the organization
THREE BASIC DEVELOPABLE SKILLS OF ADMINISTRATORS
1. Technical Skills-require an understanding and expertise of a particular form of

operation, particularly one involving methods, processes, procedures, or
techniques.
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2. Human Skill-the ability of the executive to function efficiently as a member of the
community and create cooperative effort within the team which he leads.
3. Conceptual Skill - requires the ability to see the organization as a whole; it
includes understanding how the organization’s different functions depend on one
another, and how all the others are influenced by changes in any component.
ADMINISTRATIVE CHALLENGES
1. Vacations
2. Leave Of Absence
3. Busy Seasons and Special Projects
4. The Unexpected Loss of An Employee or Personnel
What is Police Administration?
It focuses on the policing process or how police agencies are organized and
managed in order to achieve the goals of law enforcement most effectively, efficiently
and productively. While the elements of control, organization, and supervision are
essential to the law enforcement administration, they are not the only elements. Other
elements include decision making, communication, planning, organizational
development and other emerging elements.
What is Policing?
➢ first is to ensure that law and order is maintained in a particular area or event
using the police or the military force; and
➢ second is to ensure that rules and procedures are followed correctly in something
or that something is implemented as agreed.
What is Community policing
➢ Community policing focuses on solving problems, whereas police-community

relations aim to change citizen attitudes and improve police relationships with
citizens.
➢ community policing requires regular contacts with citizens, rather than the
infrequent contacts of police-community relations.
➢ Community policing also measures success in terms of reduction of fear of crime,
neighborhood disorder, and crime. It also reflects accountability to the
community, with citizens helping to set priorities. Thus, it directly addresses the
need to restructure and refocus police officer selection, training, evaluation, and
promotion and will probably become the dominant future trend for policing.
The Theory and Practice of Community Policing
Community policing promises that closer alliances between the police and the
community will help reduce citizen fear of crime, improve police-community relations,
and facilitate more effective responses to community problems.
But there are also drawbacks associated with community policing: hostility between
the police and neighborhood residents can hinder productive partnerships; increases in
officers' decision-making autonomy can lead to greater opportunities for police
corruption; and resistance within the police organization can hamper community
policing's successful implementation.
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SOCIAL STRUCTURE THEORY
➢ In the field of sociological criminology, social structure theories emphasize the
relation between social structure and criminal behavior, asserting that
disadvantaged economic conditions are primary influential factors in criminal
activity.
➢ As an interdisciplinary approach, it combines an examination of the social
dynamics of human behavior with the study of systemic barriers in place that
drive crime increases, such as concentrated poverty, community frustration, and
class struggle.
➢ Social structure theories for the most part identify poor educational resources,
absence of marketable skills, economic hardship, and subcultural values as being
the fundamental causes of criminal behavior.
There are three sub types within the hierarchy of social structure theories:
1. Social Disorganization Theory- posits that crime rates are interrelated with
issues of social pathology and are often associated with perspectives of the
Chicago School of criminology; this theory implies a direct link between
residential location as a factor in influencing a person’s inclination towards
engaging in criminal behavior.
2. Strain Theory-focuses on a schism between socially approvable goals and the
availability of means by which to socially achieve those goals which results in a
turn to crime by individuals unable to succeed legitimately.
3. Culture Conflict Theory. Lastly, culture conflict theory proposes that the root
cause of criminality is to be found within the values dissonance of differently
socially taught groups as to what constitutes acceptable or appropriate behavior.
MODERN MANAGEMENT TECHNOLOGY THEORY

Management theory, developed over the past century, describes how companies
plan, organize, staff, lead and control their employees. Effective managers get people to
accomplish goals and use materials wisely to achieve profitability and maintain a
competitive advantage.
➢ Advances in technology have enabled standardization, automation and
globalization at a rate that early management theorists probably never thought
possible. Complex information technology solutions, including hardware and
software, allow businesses to create, store and retrieve data from locations
throughout the world.
➢ In businesses large and small, all departments, including marketing, sales,
finance and manufacturing, now typically depend on the company's IT
infrastructure to manage the operations and functions necessary to complete
business processes.
A. DEMOCRATIC THEORY
➢ The traditional democratic theory emphasizes the values of liberty, equality
and justice in any system of governance. It promotes the rule of majority, while
protecting minority rights and maintaining the readiness to compromise. The
traditional democratic rule recognizes everyone’s worth and dignity.
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➢ The theory provides for everyone’s participation in government either by direct or
representative vote. The people have the final say over public policy in a direct
vote, which is more effective on a small scale, such as in a town conference. In a
representative vote, sections of the public elect officials to serve in government on
their behalf. Such a system is employed at the state and national levels to
formulate public policy. Rule via voting works best when voters are given equal
access to information.
B. ZERO TOLERANCE THEORY

➢ Zero tolerance policing is the style of policing generally associated with the full
and complete enforcement of all criminal violations, from minor infractions (such
as disorderly conduct or public loitering) to major crimes (such as robbery and
burglary).
➢ Their strategy was based on the broken-windows theory first articulated by James
Q. Wilson and George L. Kelling in an Atlantic Monthly article in 1982—namely, the
idea that minor physical and social disorder, if left unattended, would cause more
serious crime in a neighborhood.
C. Public relations theory

➢ Theories are a collection of assumptions that explain how processes work. They
are also used to make predictions about the effects of those processes. Theories
are usually not unbending rules but rather are merely guides.
➢ The importance of public relations theory is to give an understanding to public

relations practitioner of how and what makes public relations work. As an
example, an engineer needs a theoretical knowledge of physics for him to be able
to build a bridge that will not collapse.
The Four (4) models By Grunig and Hunt?
The four models in Grunig’s and Hunt’s theories have developed into models by
which the practices of today are analyzed and judged by. Here is a review of the four
models.
1. Press Agentry Model.
➢ During the 19th century press agents labored to create news to influence
public opinion. A press agent does not conduct surveys or research they just
want to manipulate behavior. Accuracy and credibility are not priorities with
this kind of model.
➢ This is a one-way communication from the press agents to their publics that
uses persuasion and manipulation to influence behavior of an audience. This
method is usually employed by practitioners for one-way communications to
sell products or services without any quantitative analysis of the results.
2. Public Information Model.
➢ This model is still a one-way communications method but accuracy of the

message become more vital. This model does not consider information about
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the audience to be essential in constructing messages and releases. In the
early 20th century, there was move among some enlightened public relations
practitioners towards more truthful and accurate messages.
3. Two Way Asymmetric Model

➢ Feedback is more important to practitioner but the aim is not to improve
organizational practices but rather to influence attitudes of their audiences.
Although this model advocates two-way communication practitioners are
hardly thinking about balanced communication. The goal of this model is to get
into the psychology of their audience so that messages can be tailored to get
the most effective reaction. This is the method most used by advertisers all
round the world.
➢ This is probably the most ethical method of all the models. The aim of this
model is dialogue not monologue. The feedback that the organization gathers
is used to change organizational practices.
➢ Negotiation, resolution of conflict, mutual understanding, and mutual respect
between the organization and its publics are the desired results of this model.
This model is often employed by business or non-profit organizations that find
themselves in a conflict situation. This model attempts to find a mutually
advantageous solution to a problem.
D. Communitarian theory
➢ Communitarianism is a 20th Century political and social ideology emphasizing the
interests of the community over those of the individual. Communitarianism is
often considered the opposite of liberalism, the theory that places the interests of
the individual above those of the community. In this context, communitarian
beliefs may have been most clearly expressed in the 1982 movie Star Trek II: The
Wrath of Khan, when Captain Spock tells Admiral James T. Kirk that, “Logic clearly
dictates the needs of the many outweigh the needs of the few.”
What is a “community?” Whether a single family or an entire country, the

philosophy of communitarianism views the community as a group of people living
in a single location, or in different locations, who share interests, traditions, and
moral values developed through a common history.
E. Broken windows theory, and others.
Broken windows theory, academic theory proposed by James Q. Wilson

and George Kelling in 1982 that used broken windows as a metaphor for disorder within
neighborhoods. Their theory links disorder and incivility within a community to
subsequent occurrences of serious crime.
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CHAPTER 7.
DECISION MAKING & PROBLEM SOLVING
Learning Objectives
✓ know and discuss correctly the environmental influence in decision-making
✓ recognize and demonstrate precisely the decision-making approaches and
techniques
Decision making is the process of making choices by identifying a decision,

gathering information, and assessing alternative resolutions.
Using a step-by-step decision-making process can help you make more

deliberate, thoughtful decisions by organizing relevant information and defining
alternatives. This approach increases the chances that you will choose the most
satisfying alternative possible.
Step 1: IDENTIFY THE DECISION. This is the very importance step; it is where the
manager realizes that it needs to make a decision. It needs to clearly define the nature of
the decision you must make. This first step is very important.
Step 2: GATHER RELEVANT INFORMATION. This is where the manager needs to collect
some pertinent information before making 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 self-assessment.
Other information is external: you’ll find it online, in books, from other people, and from
other sources.
Step 3: IDENTIFY THE ALTERNATIVES. After the manager collects information, he/she
will 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.
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Step 4: WEIGH THE EVIDENCE. Managers draws information and emotions to imagine
what it would be like if he/she carried out each of the alternatives to the end. Managers
needs to evaluate whether the need identified in Step 1 would be met or resolved through
the use of each alternative. As the manager goes through this difficult internal process,
he/she will begin to favor certain alternatives: those that seem to have a higher potential
for reaching your goal. Finally, place the alternatives in a priority order, based upon the
manager’s personal value system.
Step 5: CHOOSE AMONG ALTERNATIVES. After the manager weighs all the evidence,
he/she is ready to select the alternative that seems to be best one for him/her. The
manager may even choose a combination of alternatives. The 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. This is where the manager will make some positive action by
beginning to implement the alternative, he/she chose in Step 5.
Step 7: REVIEW YOUR DECISION & ITS CONSEQUENCES in this final step is where the
manager considers 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,
the manager may want to repeat certain steps of the process to make a new decision. For
example, the manager might want to gather more detailed or somewhat different
information or explore additional alternatives.
TYPES OF DECISIONS
1. PROGRAMMED DECISIONS-refers to decisions that do not have major
consequences or even require a lot of thought. These are decisions that occur
frequently enough that we develop an automated response to them. The
automated responses we use to make these decisions is called the Decision
Rule.
2. NON-PROGRAMMED DECISIONS-refers to decisions that are unique and
important that require conscious thinking, information gathering, and careful
consideration of alternatives. These are complex and have a long-term impact.
Example: adopting to new technology, acquiring another organization and
improving brand image.
THREE CATEGORIES OF DECISION MAKING

1. STRATEGIC DECISIONS- It sets the course of organization. These are the
decisions that are concerned with the whole environment in which the
organization operates, the entire resources and the people who form the
organization and the interface between the two.it contributes directly to the
achievement of common goals of the enterprise. It has long-term implications on
the organization. such decisions are taken at the higher level of management.
2. TACTICAL DECISIONS- These are decisions about how things will get done.
These decisions relate to the implementation of strategic decisions. They are
directed towards developing divisional plans, structuring workflows, establishing
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distribution channels, and acquisition of resources such as men, materials and
money. These decisions are taken at the middle level of management.
3. OPERATIONAL DECISIONS- these are the decisions that employees make each
day to run the organization. They have a short-term horizon as they are taken
repetitively, these decisions are based on facts regarding the events and do not
require much of a business judgment. Operational decisions are taken at lower
levels of management.
CHARACTERISTICS OF DECISION MAKING

1. Selective
2. Cognitive
3. Dynamic
4. Positive or Negative
5. Ongoing process
6. Evaluate
APPROACHES IN DECISION MAKING

1. Rational Approach-
2. Bounded Rational Approach-
3. Heuristics Approach
4. Intuition Approaches
5. Naturalistic Approaches
PROBLEM-SOLVING VERSUS DECISION-MAKING: ITS CHARACTERISTICS AND

DIFFERENCE…
PROBLEM SOLVING VS DECISION MAKING – WHAT IS THE DIFFERENCE?
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.
Problem solving Decision making

is an analytical process used to identify is a choice made by using one’s judgement.
the possible solutions to the situation
at hand.
Making decisions is a part of problem The art of making sound decisions is a
solving. particularly important skill for leaders and
managers. You may need to make numerous
decisions as part of the problem-solving
process.
Problem solving is a complex process, leaders and managers will need to use their
and judgement calls – or decisions – decision-making skills to determine which
will have to be made on the way. solution to pursue. They will also typically
need to confirm and set into motion next
steps to fix the problem.
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HOW DOES PROBLEM SOLVING INVOLVE DECISION MAKING?
Decision-making is part of the problem-solving process. A business may have multiple

problems that all demand time and resource. A key role in management and leadership
positions is deciding which problem to treat as a priority.
Decision making in 3 steps:
1. Use problem solving to identify potential solutions – this may involve decision
making, such as deciding to hold meetings with stakeholders or assigning team
members to tackle particular areas of the problem
2. Determine which solution is the best fit for the problem at hand
3. Make a decision on next steps to action the chosen solution
DECISION-MAKING TECHNIQUES: INDIVIDUAL VS GROUP
1. Group Decision-Making. Also known as “Collaborative Decision-Making”, is a

situation faced when individuals collectively make choice from the alternatives
before them.
2. Individual Decision-Making. In general, a person takes prompt decisions.
FACTORS AFFECTING DECISION-MAKING

1. Information concerning the concrete problem that needed to be solved − the
less information known by the decision maker, the more erroneous the decision
can be. The negatives and positives of the available solutions should be
considered in any decision.
2. Educational Level − a good decision-maker is well-versed and knowledgeable. If
the person is not well educated, he will be unable to consider the possible
consequences of his decision. A decision-maker should know about the
consequences his decisions could have.
3. Personality − If they are neurotic, their emotions might influence their decisions.
Agreeableness refers to agreeing and going with the flow, but decision-makers
should see the bigger picture differently to make effective decisions. They are high
on consciousness, as they are well organized and disciplined. Mostly, decision-
makers seem to have serious personalities and are reserved, thus being low on
extraversion, and their punctuality and discipline help them to be better decision-
makers.
4. Coping − A good decision-maker can cope with new situations. Novel situations
can be stressful and can influence decision-making as they might put much
pressure on the person who has to make the decision. So, to cope with a situation,
the person should be prepared to tackle any problem.
5. Culture − Cultural factors influence every aspect of life. Culture influences how a
person is brought up.
INFORMATION OR DATA OR RESEARCH LEAD DECISION

Data driven decision making (DDDM) is a process that involves collecting data
based on measurable goals, analyzing patterns and facts from these insights, and
utilizing them to develop strategies and activities that benefit the business in a number of
areas.
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Fundamentally, data driven decision making means working towards key business goals
by leveraging verified, analyzed data rather than merely shooting in the dark.
✓ Qualitative analysis focuses on data that isn’t defined by numbers or metrics
such as interviews, videos, and anecdotes. Qualitative data analysis is based on
observation rather than measurement. Here, it’s crucial to code the data to ensure
that items are grouped together methodically as well as intelligently.
✓ Quantitative data analysis focuses on numbers and statistics. The median,
standard deviation, and other descriptive stats play a pivotal role here. This type of
analysis is measured rather than observed. Both qualitative and quantitative data
should be analyzed to make smarter data driven business decisions.
DECISION MAKING MODELS IN CRIMINAL JUSTICE

For Criminal justice, decision-making requires more than studying the rules and
applying them to individual cases. Decisions are based on discretion, that is the exercise
of human judgement in order to make decisions about alternative courses of action.
Professionals in criminal justice have little time to make important decisions which may
be the difference between life and death.
POLICE DECISION MAKING

Police officers are gatekeepers of the criminal court system and must make a
number of critical decisions during their interactions with citizens and in the performance
of their duties. Police discretion examples include an officer's decision whether or not to
draw their weapon, to make an arrest, to issue a traffic ticket, to perform a search on a
suspect, or to stop and assist someone in need of help.
CHAPTER 8.
POLICE ADMINISTRATION AND MANAGEMENT
DISCUSS the updated version of the following:
✓ Police Organization
✓ The Philippine National Police
✓ Mission, Vision and Philosophy of the PNP
✓ Powers and Functions of PNP
✓ Organizational Structure of the PNP
✓ PNP Rank Classifications
✓ Police Administration
✓ Police Administrative Functions
✓ Police Management
✓ Principles of Efficient Management
✓ Department of the Interior and Local Government
✓ Powers & Functions of DILG
✓ The National Police Commission
✓ Powers and Functions of NAPOLCOM
✓ Organizational Structure of NAPOLCOM
✓ Disciplinary Appellate Board
✓ Napolcom Regional Offices
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Character Formation 2

Leadership, Decision Making, Management and Administration

PREPARED & COMPILED BY:

JACQUELINE FIGUERRES-CASTILLO, MSCJ

SELF CONCEPT THEORIES

B. Rogers’ Three Parts of Self-Concept

WHAT IS SELF LEADERSHIP?

SELF LEADERSHIP THEORIES

An individual’s beliefs in his/her efficacy are developed by four main

SIMPLE WAYS TO LEAD YOURSELF

Characteristics and Qualities of a Leader

Traits of an Ethical Leader

How to be a Good Leader

Leadership is boosting an individual’s performance to a greater benchmark, the

Blake and Mouton

2. House Path Goal Theory.

3. Great man theory

The trait model of leadership is based on the characteristics of many leaders -

Scholars taking the trait approach attempted to identify physiological

5. Leadership-Member Exchange (LMX) Theory

At the end of this chapter, the students will able to:

✓ define organizational leadership;

FOUR FACTORS OF LEADERSHIP

1. The Leader- an individual appointed as a leader must understand himself

THE LEADER AND ITS ROLE

Leader is a person who leads or a person who has commanding authority or

IMPORTANCE OF ORGANIZATIONAL LEADERSHIP

Organizational leadership is the ability to lead groups of individuals toward

MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

Ethical leadership is the demonstration of normatively appropriate conduct

How To Become An Ethical Leader?

a. Define and align the Values

Ethical leaders will help to build a healthy atmosphere through constructive

1. The Well-Being of the Individual

Elements of Ethical Leadership

Ethical leadership encompasses six main elements, they are (Villirilli,2021):

Moral Components of Ethical Leadership

Ethical Leadership is primarily an integration of Leadership and moral

1. Moral Awareness. Also known as Moral Sensitivity. It refers to the capacity of a

REASONS WHY VALUES MATTER TO LEADERS

1. Values Guide Your Decisions

Management is a set of principles relating to the roles of planning, coordinating,

LEADERSHIP AND MANAGEMENT

Leadership as discussed from the previous chapter, is the ability to influence or

Difference between Leadership and Management

Organizing vs. Aligning

The fourteen principles of management created by Henry Fayol are:

In general, there are five basic functions of Management they are:

a. Planning is goal oriented

4. DIRECTING is a managerial function which actuates the organizational method to

Direction is that inert-personnel aspect of management which deals

✓ SUPERVSION-it implies overseeing the work of subordinates by their

5. CONTROLLING is the measurement & correction of performance activities of

6. REPORTING-involves regularly updating the superior about the progress or the

THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER (by; ROBERT L. KATZ)

1. Educational competence – a manager has to have adequate and outstanding

ROLES OF MANANGER IN ORGANIZATION

IMPORTANT ROLES OF A MANAGER

5. As a Human Relations Practitioner

MODERN CHALLENGES FOR MANAGERS

1. Challenges on Information Technology (IT)

ROLES PLAYED BY MISSION AND VISION

Mission and vision statements play three critical roles: