Self-Mastery i

General
PREPARED BY:
MA. CRISTINA D. GALMAN
OBJECTIVES:
At the end of the lesson the students should be
able to:
 explain the Personnel Development Course on
knowing the self as an Arts student, which
exhibits discipline (time, excellence, and
finance) and integrity, personal strengths,
weaknesses, and challenges in terms of
multiple intelligences exercises in relation to
ARTS and other Fields;
 explain the importance of time management in
day to day life in relation to punctuality in
attendance in class and other activities and in
submission of requirements;
 Participate in group discussion.
SELF-CONCEPT INVENTORY
Directions: Look at your own self-
concept and answer the following self-
concept inventory in your journal.
Give yourself a rating using the scale:
0 = very weak;
1 = weak;
2 = somewhat weak or somewhat
strong;
3 = strong;
4 = very strong.
SCORING
ESSENTIAL QUESTIONS:
1. How do you perceive yourself? Look at the
results of your self-concept.
2. In what areas do you consider yourself
strong? (with score 14-16 or somewhat
weak (score 10-13) and very weak (below
10)
3. Are there qualities you consider as your
weakness, but other people consider as
your strength? What are these?
4. How realistic is your self-image? to what
extent does it reflect your real self?
 VENN DIAGRAM
Directions: Complete the diagram below by writing
down the similarities and differences of the words in
the diagram.
 PROCESSING QUESTIONS:
 Among the 3 words in the diagram,
what is your strength and what is your
weakness? How will you overcome your
weakness and what are the ways to
improve your strength?
 As an arts student, how will you exhibit
discipline (time, excellence, and
finance) in terms of multiple
intelligences exercises in relation to
ARTS and other Fields
SELF-CONCEPT
Imagine yourself looking into a mirror. What do you
see? Do you see your ideal self or your actual self?
Your ideal self is the self that you aspire to be. It is
the one that you hope will possess characteristics
like that of a mentor or some other worldly figure.
Your actual self, however, is the one that you see. It
is the self that has characteristics that you were
nurtured or, in some cases, born to have. The actual
self and the ideal self are two broad categories of
self-concept. Self-concept refers to your awareness
of yourself. It is the construct that negotiates these
two selves. In other words, it connotes first the
identification of the ideal self as separate from
others, and second, it encompasses all the behaviors
evaluated in the actual self that you engage in to
reach the ideal self.
ACTUAL SELF
is built on self-knowledge. Self-
knowledge is derived from social
interactions that provide insight into
how others react to you. The actual
self is who we are. It is how we
think, how we feel, look, and act.
The actual self can be seen by
others, but because we have no way
of truly knowing how others view us,
the actual self is our self-image.
IDEAL SELF
is how we want to be. It is an
idealized image that we have
developed over time, based on what
we have learned and experienced.
The ideal self could include
components of what our parents
have taught us, what we admire in
others, what our society promotes,
and what we think is in our best
interest.
PERSONAL EFFECTIVENESS
 Personal effectiveness means making use of all the
personal resources – talents, skills, energy, and
time, to enable you to achieve life goals. Your
knowledge of yourself and how you manage yourself
impacts directly on your personal effectiveness.
Being self-aware, making the most of your
strengths, learning new skills and techniques and
behavioral flexibility are all keys to improving your
personal performance. Our personal effectiveness
depends on our innate characteristics – talent and
experience accumulated in the process of personal
development. Talents first are needed to be
identified and then developed to be used in a
subject area (science, literature, sports, politics,
etc.). Experience includes knowledge and skills that
we acquire in the process of cognitive and practical
activities.
Knowledge is required for setting
goals, defining an action plan to
achieve them and risk assessment.
Skills also determine whether real
actions are performed in accordance
with the plan. If the same ability is
used many times in the same
situation, then it becomes a habit
that runs automatically,
subconsciously
Skills that will greatly increase the efficiency
of any person who owns them:

DETERMINATION
It allows you to focus only on achieving a
specific goal without being distracted by
less important things or spontaneous
desires. It may be developed with the help
of self-discipline exercise.
SELF-CONFIDENCE
It appears in the process of personal
development, as a result of getting aware
of yourself, your actions, and their
consequences. Self-confidence is
manifested in speech, appearance,
dressing, gait, and physical condition. To
develop it, you need to learn yourself and
your capabilities, gain a positive attitude
and believe that by performing the right
actions and achieving right goals you will
certainly reach success.
Persistence
It makes you keep moving forward
regardless of emerging obstacles –
problems, laziness, bad emotional state,
etc. It reduces the costs of overcoming
obstacles. It can also be developed with
the help of self-discipline exercise.
Managing Stress
It helps combat stress that arises in daily
life from the environment and other
people. Stress arises from the uncertainty
in an unknown situation when a lack of
information creates the risk of negative
consequences of your actions. It increases
efficiency in the actively changing
environment.
Problem-solving skills
They help cope with the problems
encountered with a lack of experience. It
increases efficiency by adopting new ways
of achieving goals when obtaining a new
experience.
Creativity
It allows you to find extraordinary ways to
carry out a specific action that no one has
tried to use. It can lead to a decrease or
an increase of costs, but usually the speed
of action is greatly increased when using
creative tools.
Generating Ideas
It helps you achieve goals using new,
original, unconventional ideas. Idea is a
mental image of an object formed by the
human mind, which can be changed
before being implemented in the real
world. For generating ideas, you can use a
method of mental maps, which allows you
to materialize, visualize and scrutinize all
your ideas, which in turn contributes to
the emergence of new ideas.
MULTIPLE INTELLIGENCES
The theory of multiple intelligences was
developed in 1983 by Dr. Howard
Gardner, professor of education at
Harvard University. It suggests that the
traditional 13 notion of intelligence,
based on I.Q. testing, is far too limited.
Instead, Dr. Gardner proposes eight
different intelligences to account for a
broader range of human potential in
children and adults.
VERBAL-LINGUISTIC
INTELLIGENCE
Well-developed verbal skills
and sensitivity to the
sounds, meanings, and
rhythms of words.
MATHEMATICAL-
LOGICAL INTELLIGENCE
The ability to think
conceptually and abstractly,
and the capacity to discern
logical or numerical
patterns.
MUSICAL INTELLIGENCE
The ability to produce and
appreciate rhythm, pitch,
and timbre.
VISUAL-SPATIAL
INTELLIGENCE
The capacity to think in
images and pictures, to
visualize accurately and
abstractly.
 GUIDE QUESTIONS:
 What is the lesson learn?
 What is a true leader?
 What are the
characteristics of a good
leader?
 What is the impact of
a leader in our life?
 As a member of the
community, how can
you contribute to have
a good community?
“Servant leadership
is not about “I”,
nor is it about
“we”. It is about
“THEM”.
QUESTIONS?
TRUE OR FALSE
 1. Leaders can follow their whims and fancies.
 2. Leaders are capable to do anything they like.
 3. Leaders don’t need to mind their subjects.
 4. Leaders should follow ethical principles.
 5. Leaders are responsible.
 6. Leaders are to serve others.
 7. An Ethical Leader is someone who works for other people’s
interests and not for his own hidden agenda or ulterior motives
as guided by sound principles.
 8. Servant leadership is the type of leadership that puts others
first before one’s own self.
 9. A servant leader listens deeply to others and empathizes with
the people around him/her.
 10. A servant leader puts others’ concerns first and foremost
above own self interests and motives.
TRUE OR FALSE
 1. Leaders can follow their whims and fancies. FALSE
 2. Leaders are capable to do anything they like. FALSE
 3. Leaders don’t need to mind their subjects. FALSE
 4. Leaders should follow ethical principles. TRUE
 5. Leaders are responsible. TRUE
 6. Leaders are to serve others. TRUE
 7. An Ethical Leader is someone who works for other people’s
interests and not for his own hidden agenda or ulterior motives
as guided by sound principles. TRUE
 8. Servant leadership is the type of leadership that puts others
first before one’s own self. TRUE
 9. A servant leader listens deeply to others and empathizes with
the people around him/her. TRUE
 10. A servant leader puts others’ concerns first and foremost
above own self interests and motives. TRUE
AGREEMENT:

Portfolio Output No. 21:

Reflections on
Leadership and
Membership ( page 63)