YOUTH LEADERSHIP

TRAINING AND ORGANIZATION

 LEADERSHIP
Art of influencing people to get necessary support and cooperation in community affairs
to maintain solidarity among people.

It is the ability to influence others towards desired goals. Leaders are needed to make
decisions, to direct community activities, and speak for the community both in relation to
its internal organization and its outside relationships.
3 LEADERSHIP STYLES
AUTHORITARIAN
LEADERSHIP
 A leader makes a decision and

announces it.

 A leader presents a decision but “sells it

to the members”

 A leader presents a decision and invites

questions for clarification.

CONSULTATIVE/
PARTICIPATIVE
(DEMOCRATIC)
LEADERSHIP
• A leader presents a
tentative decision subject
to change.
• A leader presents a
situation, gets input, makes
a decision.
• A leader calls on members
to make a decision, but
holds the veto power.
ENABLING / FREE
REIGN
LEADERSHIP
• A leader defines, limits, and
calls on members to make a
decision.

• A leader maintains a
facilitating role by allowing
members to identify a
situation or problem.
7 TEAM WELL-BEING SECRETS
• PURPOSE
• ROLE
• STRATEGY
• PROCESSES
• PEOPLE
• FEEDBACK
 DECISION-MAKING

Decision-making skills and techniques underpin most

aspects of management. The art of good decision-making
is complex, encompassing a wide range of personal and
interpersonal skills such as fact-finding, logical thinking,
analytical ability, sensitivity to others, creativity, and
assertiveness.
 TYPES OF DECISIONS MADE BASED ON HOW MANY
PEOPLE GET INVOLVED IN THE PROCESS OF DECISION-
MAKING:
1. THE PLOP
2. THE ONE-PERSON
DECISION
3. THE HANDCLASP
4. THE CLIQUE
5. THE MINORITY
6. THE MAJORITY VOTE
7. THE SILENT CONSENSUS
8. THE CONSENSUS
1. THE PLOP
The group makes a decision by not making a decision. This means
‘not to decide’ is to decide. Someone makes a suggestion, but it is
dropped like a stone into a pond, and no one pays any attention
to it all.
2. THE ONE-PERSON DECISION

This is quickly made, but

later when the decision-
maker depends on free or
voluntary support from
other to implement it,
he/she might find
himself/herself carrying it
out alone.
3. THE HANDCLASP

One person makes a

suggestion, another
says, “What a marvelous
idea”, and without
further discussion, the
matter is decided.
4. THE CLIQUE
This decision is made by a small
group who plans beforehand to
get their way. Because they are
better organized than those who
disagree, they are often successful
on the immediate issue, but they
bring a spirit of rivalry rather than
cooperation into the group.
5. THE MINORITY
These decisions are not
consciously organized as
those of the clique, but a few
powerful personalities
dominate the group, often
unconsciously, and then later
they wonder why others are
apathetic.
6. THE MAJORITY VOTE
In big groups, this is often the most effective way to make a
decision. However, one may lose the interest or the loyalty of
the minority who voted against a decision, especially if they
feel their point of view has not been heard.
7. THE SILENT CONSENSUS
Some groups aim at unanimous
decisions. This is good, if
genuine, but they are rarely
achieved completely on
important issues. Unanimous
agreement is sometimes
assumed, when some members
have not felt free to disagree and
have kept silent.
8. THE CONSENSUS
This is an agreement, often involving
compromise or the combination of
various possibilities after all opinions
have been heard. Disagreements
and minority viewpoints are
discussed fully. It takes time and care
to build a climate in which all feel
free to express themselves. This
method does build unity,
cooperation, and commitment.