CFLM2

Compiled and Presented by:

SEAN SUPAT
Lecturer
• LEADERSHIP
• DECISION-MAKING
• MANAGEMENT
• ADMINISTRATION
CHAPTER 1:
LEADERSHIP
"Personal leadership is not a singular
experience. It is, rather, the ongoing process of
keeping your vision and values before you and
aligning your life to be congruent with those
most important things."
-Stephen Covey
SELF-LEADERSHIP
Self-leadership is the first stage, or
leadership level. Self-leadership is of
great importance to the staff, whether
managers or ordinary subordinates.
 1. Self-leadership allows leaders or
senior officers, who undergo very little or
no supervision, to prepare and set targets
on their own, as well as to control their
own self to execute such plans.
 2. For lower-level employees or
subordinates who cannot always be sure
of the kind of governance or leaders they
may face in their careers, self-
management enables them to become
effective and efficient workers.
 3. Self-leadership helps make individual
decision-makers proactive, focused, and
autonomous. People who do not have a strong
sense of self leadership tend to feel that they
are not in control of themselves, frequently
lose concentration and easily get frustrated.
DEVELOPMENT OF SELF-LEADERSHIP
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. 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 Risks
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. 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 learn to be intolerant to any
suggestions or ideas that don't suit your
vision. 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
2. Move Towards Purpose
3. Keep Improving Yourself
4. Make Mistakes but Never Make the Same Mistake Twice
5. Lead by Example
 ORGANIZATIONAL LEADERSHIP
• Leadership is the practice of driving people achieve
goals.
• This plays an important role in success and
efficiency of subordinates.
• Leaders do this by providing many means of
shaping the actions of subordinates.
• It’s a process whereby an individual influences
others and guides the organization in a manner that
makes it more cohesive and coherent.
FOUR PRIMARY FACTORS OF LEADERSHIP
(U.S. Army, 1983)

1. Leader
An individual appointed as a leader must
understand himself honestly, what he knows and
what he can do. Take note that it is the followers
that decide whether the leader is successful, not
the leader or anyone else.
2. Followers
Different people expect different leadership
styles. The basic starting point is to have a clear
understanding of human nature such as needs,
feelings and motivation. You have to come to learn
the be, know and do qualities of your people.
3. Communication
Being a leader, you lead by bidirectional
communication. A great deal of that is nonverbal.
For example, when you "set an example," that
shows your people you wouldn't ask them to do
something you wouldn't want to do. What and how
you interact either strengthens or destroys your
relationship with your followers.
4. Situation
Every situation is different. Everything you do
in one situation isn't automatically going to work in
another. You have to use your discretion to
determine the best course of action and the style of
leadership needed for each situation.
THEORIES OF LEADERSHIP
The theories below explain how people
turn themselves into leaders. The first two
demonstrate to a small number of people
the nature of leadership, while the third is
the dominant theory today.
1. Trait Theory
Some personality traits may lead
people naturally into leadership roles.
2. Great Events Theory
A crisis or important event can cause
a person to rise to the occasion, putting
forth extraordinary qualities of leadership
in an ordinary person.
3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory. People
can opt for leadership. People can learn the ability
to take leadership.
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP
1. Trust and Confidence
2. Effective Communication
• Helping employees understand the overall business
strategy of the organization.
• Helping workers understand how they help achieve the
organizational goals.
• Sharing information with workers on how the organization
is doing and how its own group of employees is doing.
So leaders need to be trustworthy and be able to convey a vision
of where the organization needs to go.
LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
To seek self-improvement means to continually
reinforce your attributes. This can be done by
self. study, formal classes, reflection, and
interaction with others.
2. Be Technically and Tactically Proficient
We can't give that which we don't have. We make
the things we don't know right. Respect is the
leader's reward showing competence.
3. Seek Responsibility and Take Responsibility for your Actions

Leaders must:
a. look for ways to drive the organization to new heights.
b. look aggressively for demanding tasks.
c. must use initiative and sound judgment when attempting
to perform jobs which are not needed by grade.
d. not blame someone as they often prefer to do sooner or
later when things go wrong.
4. Make Sound and Timely Decisions
This principle suggests that leaders must estimate
a situation quickly, and make a sound decision based
on that estimate. Hesitation or a reluctance to take a
decision leads subordinates to lose confidence in their
leadership skills in effect, loss of trust creates
confusion and reluctance within the organization.
5. Set the Example
"We must become the change we want to see."
- Mahatma Gandhi

Leaders of the organization must be a good role

model for their employees. They must not only
hear what they are expected to do, but also see.
6. Know Your People and Look Out for their Welfare
7. Keep Your Subordinates Informed
8. Develop a Sense of Responsibility in Your Subordinates
9. Ensure that Tasks Are Understood, Supervised, and Accomplished
10. Train as a Team
11. Employ Your Command in Accordance With Its Capabilities
6. Know Your People and Look Out for their Welfare
7. Keep Your Subordinates Informed
8. Develop a Sense of Responsibility in Your Subordinates
9. Ensure that Tasks Are Understood, Supervised, and Accomplished
10. Train as a Team
11. Employ Your Command in Accordance With Its Capabilities
SUPERVISION FOR LEADERS
Supervision maintains an understanding of the situation, and
ensures proper implementation of plans and policies. This
involves giving guidance and reviewing the performance of a job.

Over-supervision stifles initiative creates resentment and

decreases morale and motivation.
Under-supervision leads to miscommunication, lack of
coordination and the subordinates' impression that the leader is
not concerned with.
EVALUATION
Evaluating is part of supervising. It is defined as
evaluating the value, quality, or significance of people
ideas, or things. This involves looking at the ways people
accomplish a task.

This means receiving feedback and understanding the

feedback on how well everything is being done.
INSPIRING SUBORDINATES
It is much easier to get people to do something if
they have the drive to do so. Inspire means to “breathe
life in’’. And to do that, we have to have a life of our own.

How?
1. Be Passionate
2. Involve subordinates in the decision making process
3. Know what your organization is about
TRAINING AND COACHING
Training and coaching are two different things
although some use them interchangeably:

Training- Is a structured lesson designed to give people

the knowledge and skills to perform a task.
Coaching – Is a process designed to help the employee
develop more expertise and resolve obstacles to
improving job performance.
THE SIX POINTS OF LEADERSHIP POWER
Power refers to the ability a person has to control
another's actions such that he or she behaves according
to his or her wishes.

French Raven's (1959), Six Points of Leader Power.

1. Coercive Power
2. Reward Power
3. Legitimate Power
4. Expert Power
5. Referent Power
6. Informational Power
1. Coercive Power –
Power that is based on fear.
A person with coercive power can make things hard
for humans. Employees who work under a coercive
boss are unlikely to commit themselves, and are
more likely to resist the manager.
2. Reward Power –
Compliance achieved on the basis of the ability to
distribute rewards which others find important.
Might give people special benefits or incentives.
Trading favors with him or her might seem beneficial.
3. Legitimate Power –
The power a person receives in an organization's
formal hierarchy as a consequence of his or her role.
The person has the right to expect you to comply with
valid demands, given his or her status and your job
responsibilities.
4. Expert Power –
Influence based on special skills or knowledge.
Experience and knowledge give the person respect.
5. Referent Power –
Influence based on individual or desirable
possession of wealth or personal traits.
Sometimes this is seen as beauty, elegance, or
appreciation. You like the individual and you want
to do things for him or her.
6. Informational Power –
Providing information to others which leads to
thinking or acting in a new way.
LEADERSHIP TRAITS
1. HONESTY AND INTEGRITY
2. CONFIDENCE
3. INSPIRE OTHER
4. COMMITMENT AND PASSION
5. GOOD COMMUNICATOR
6. DECISION-MAKING CAPABILITIES
7. ACCOUNTABILITY
8. DELEGATION AND EMPOWERMENT
9. CREATIVITY AND INNOVATION
10. EMPATHY
LEADERSHIP STYLES
1. TRANSACTIONAL LEADERSHIP

This strategy is strongly disciplinary, and is often

called a leadership style of "telling.“

If you often use the threat of having to stay late when

you need to inspire your team and you are continually
brainstorming clever ways to acknowledge solid
work, you might be a transactional leader.
LEADERSHIP STYLES
2. TRANSFORMATIONAL LEADERSHIP

With this style of leadership, by empowering their

workers to change, leaders are trying to enhance
or transform the individual or group into which
they lead. Such leaders are working at making
changes and finding new ways to get things done.
LEADERSHIP STYLES
3. SERVANT LEADERSHIP

Servant leaders work with this traditional motto

"Serve first and lead." Instead of thinking about
how to inspire their energies people into to follow
seeking their ways lead, to they help channel
others.
LEADERSHIP STYLES
4. DEMOCRATIC LEADERSHIP

Referred to as “participatory leadership.’’

Leaders prioritize working together and actively

engaging their colleagues in the decision-making
process. Democratic leaders respect other people’s
ideas and feedback, and encourage discussion of
those inputs.
LEADERSHIP STYLES
5. AUTOCRATIC LEADERSHIP

On the contrary to democratic leadership there is

autocratic leadership. You might think of that as an
alternative to "my way or the highway."
Autocratic leaders see themselves as having absolute
power and making decisions on their subordinates'
behalf. They decide not just what needs to be done, but
how to accomplish certain tasks too.
LEADERSHIP STYLES
6. BUREAUCRATIC LEADERSHIP

To put it another way, bureaucratic leadership goes

"by the book."

With this style of leadership, there is a specified

collection of boxes to check to be a true leader.
LEADERSHIP STYLES
7. LAISSEZ-FAIRE LEADERSHIP

This is a French word that translates to "leave

it be" which sums up this hands-off leadership
approach accurately. Leaders let their team
members make decisions, solve problems and get
their work done without having to worry about their
every move being obsessively watched by the
leader.
LEADERSHIP STYLES
8. CHARISMATIC LEADERSHIP

Such leaders use eloquent communication and

persuasion to unite a team around a cause, instead
of promoting actions by strict instructions.
You will spell out their dream clearly and get other
people excited about the same target.
LEADERSHIP STYLES
8. CHARISMATIC LEADERSHIP

Such leaders use eloquent communication and

persuasion to unite a team around a cause, instead
of promoting actions by strict instructions.
You will spell out their dream clearly and get other
people excited about the same target.
CHAPTER 2:
MANAGEMENT
MANAGEMENT
Management is a set a principles relating
to the roles of planning, coordinating, directing
and regulating and the implementation of those
principles in the efficient use of physical,
financial human and information capital to
achieve organizational objectives.
Management as a Process
Management as a process began with the sole purpose of
attaining an objective. Further, it is specifically done in
order to:

The purpose are:

1. rise clients' satisfaction with the services the company provides.
2. develop personnel experience, abilities and capacity, or
3. accomplish a particular goal or goal.
ACTIVITY MANAGEMENT
Task management is the practice of recording
personnel's day-to-day accomplishments in an
order in which they are done. It is a key to an
organization's success, as it helps to monitor the
organization's course and maximize its work
efficiency.
Elements of the Ideal Activity Management Label

Monitoring this recorded information on a regular basis is

essential to assure the completion and accuracy of the record.

1. The Activity (which is a brief description of what you do)

2. Type of activity (whether it is meeting, an email, phone or others)
3. Name of the task
4. Title of project
5. Name or category of the project
6. The time length of the activity
7. Date of the task
Importance of Activity Management
1. It gives both the employer and the employees, information on
the performance of the personnel involved.

2. It helps to organize and emphasize the importance or

relevance of the task at hand.

3. It also helps to avoid miscommunications and mistakes of

task repetition in the workplace.
Management as a Discipline
Management is also a discipline because it includes
learning the procedures and values required to
perform official administrative duties.

Management is also being taught, as with other

research or discipline courses, at numerous
institutes and universities around the world.
Management as an Art
Management is also known to be an art, because
both share similar characteristics. Art is a structured
body of knowledge that requires imagination and
expertise.
An artist often needs constant practice in order to
become faultless or achieve a degree of perfection
which is considered acceptable.
Management as a Group
In any way, the concept of management suggests
that it is a group. In general, administrative functions
are not performed by one person alone.
Management as a Science
One of the features which indicates that science and
management are the same is the universal
acceptance of scientific laws are the same in every
case and in every part of the world.
On the other hand, management has its fundamental
principles that are universally accepted and
implemented in every situation or enterprise. An
example of that is the Unity of Command Principle.
Management as a Profession
Management is also an occupation as it has
characteristics that allow it to be so. A profession is
called a career in which one acquires knowledge and
undergoes training series to fit perfectly into that role.

Although anyone can assume a managerial role in a

corporation and there is no law prohibiting that, many
companies now prefer for such positions individuals
with Master's degree.
The Manager
A manager is a person in the organization who the
activities of others. They perform their work at
different levels and they are called by different
names:

1. The First Line Managers - They are usually called supervisors.

2. The Middle Level Managers - Such managers may be called
functional managers, heads of plants, and managers of projects.
3. The Top Managers - Such individuals may be named vice-
president managing director, chief executive officer or board
chairman etc.
MANAGERIAL FUNCTIONS
Planning - This is necessary to set goals and to
develop strategies for organizing activities.

Organization - It assists in deciding the tasks to be

performed, how to do them, how to organize the
tasks and where to make decisions.
Staffing - This is important for employing different types of
people and performing different activities such as training,
growth, evaluation, compensation, welfare etc.

Directing - This requires that subordinates be given

instructions and motivated to achieve their goals.

Controlling - This is monitoring practices to ensure that

the workers perform the tasks as scheduled, and to
correct any major deviations.
THREE ESSENTIAL SKILLS OR
COMPETENCIES OF THE MANAGER.
(by: Robert Katz)

1. Technical
2. Human
3. Conceptual
Technical Skills
Managers must be able to work with the resources,
equipment, strategies, procedures or the technical skills.
Human Skills
Managers must have the ability to work well with other
people both individually and in a group.
Conceptual Skills
Managers need to be able to integrate and organize the
different activities. Managers must be to think of abstract
ideas and to contextualize them.
QUALITIES OF A MANAGER
1. Educational competence
2. Intellectual quality
3. Leadership ability
4. Training
5. Technical knowledge and skills
6. Mental Maturity
7. Positive Attitude
8. Self-confidence
9. Foresight
DEVELOPING MISSION AND VISION STATEMENTS
Creating the vision and mission statements of an of
organization action are the first two steps in the process
and planning action.

Developing a statement of vision and mission is crucial

for community initiatives to be successful.
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 a world without war, or a society where all
men, regardless of gender or racial background, are
treated as equals.
WHAT IS A MISSION STATEMENT?
The next step in the action planning process is in practical
terms to the dream of the ground organization. It is here
that a mission statement comes in to grow.
The mission statement of an organization explains what
the organization will do, and why it will do that.
CHAPTER 3:
DECISION-MAKING
DECISION - MAKING CONCEPTS
Decision-making can be seen as problem-solving process
that generates a solution that is considered to be ideal, or
at least acceptable.

A significant part of decision-making involves evaluating a

finite range of alternatives that are defined in terms of
evaluative criteria so the challenge would be to rate these
alternatives in terms of how appealing they are to the
decision-maker while considering all the criteria at the
same time.
 CHARACTERISTICS OF DECISION-MAKING
• Objectives have to be set first.
• Requirements must be graded and placed in order of importance.
• We need to build alternate acts.
• The alternatives must be measured against all targets.
• Tentative decision is the option which can accomplish all the
objectives.
• The tentative decision is evaluated for more possible consequences.
• The preliminary decision is reviewed for more potential implications.
• Decisive action is taken and further action is taken to avoid any
negative effects from being issues and to continue all processes all
over again.
• There are usually followed could be steps used leading to assess to
any decision model that optimal production schedule.
9 CHARACTERISTICS OF A GOOD DECISION
1. Decisions positively impact others.
2. Decisions are replicable.
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others.
5. Decisions are executable.
6. Decision is systematic.
7. Decisions are accountable.
8. Decisions are pragmatic.
9. Decisions involve self-awareness.
DECISION-MAKING TECHNIQUES
Decision-making techniques can be separated into two
broad categories:

1. Group Decision-Making Techniques

2. Individual Decision-Making Techniques

Individual decision-making techniques can also often be

applied by a group.
GROUP DECISION-MAKING
Also known as “Collaborative Decision-Making’’, is a
situation faced when individuals collectively make a choice
from the alternatives before them.
The decision is the no longer attribute to any single
individual who is member of the group. This is because the
result applies to certain system of individuals and social
classes such as social power.
INDIVIDUAL DECISION-MAKING
In general, an person takes prompt decisions. When in
a group, keeping any one person responsible for a
wrong decision is not easy.

Human decision taking usually saves time, resources,

and energy as individuals make timely and rational
choices. Although taking group decision takes a lot of
time, money and energy.
DECISION MAKING APPROACHES
It is important to look at the approaches that we
follow in our individual decision-making in the effort
to take more successful decisions.
1.RATIONAL OR ANALYTICAL APPROACH
• Exemplified by systematic decision-making.
• Defines upfront success factors
• Looks for details and objectively explores how each
solution meets each success factor.
2. INTUITIVE DECISION-MAKING APPROACH
• Relying on emotions and feelings.
• Careful planning is not possible or not desired.
• People will point to a "gut feeling" or "hunch" as
the cause for a choice, reflecting that explanation
is not accessible through conscious thought.
3.RANDOM OR CHANCE APPROACH
• In this approach a decision is made on impulse,
without thought.
• Flipping a coin or using a "decision wheel" would be
representative of employing this approach.
• It is sometimes considered a dependent style
because this approach can promote denial of
responsibility.
The Consequences of Making the Wrong Decision
• Loss of life.
• Departmental or jurisdictional administrative costs.
• Negative media attention and public opinion.
• Demotion in position and / or loss of job.
• Post-traumatic stress disorder (PTSD), family
problems and other psychological concerns.
FOUR STYLES OF DECISION-MAKING
1. DIRECTIVE DECISION-MAKING

Instead of going to others for more detail, their decisions

are rooted in their own intelligence, experience and
reasoning.
The upside to this style is that decision-making is fast,
ownership is transparent, and no extra communication be
is needed.
2. ANALYTIC DECISION-MAKING

Before taking action, strategic decision-makers analyze a

lot of details. Analytic leaders, for example, rely on direct
observation, data, and facts to back their decisions.

Like decision-makers in the guideline, however, an analytic

decision maker may seek information and advice from
others to affirm or refute their own expertise.
3.CONCEPTUAL DECISION-MAKING

Compared with the guideline or empirical approaches, the

relational decision-making process takes a more
collaborative approach.

Conceptual decision makers promote innovative thinking

and teamwork and take a wide variety of viewpoints into
consideration. These decision makers are based on
success and want to look well into the future when it
comes to making critical decisions.
4. BEHAVIORAL DECISION-MAKING

Behavioral decision-seek to make sure that everyone is

working together well. Like the conceptual method,
behavioral decision-is group-oriented; however, the
community is given the choices available to them, rather
than brainstorming alternative solutions.
DECISION-MAKING MODELS
1. The Universal Model.

Typically, the scientists who use this model believe

there is only a small difference in how people from
different cultures make their choices. The findings
obtained from one party are usually related to humans.
DECISION-MAKING MODELS
2. The Dispositional Model.

The adherents of the dispositional view recognize that

decision-making differences are cross-cultural and
support the cause of cross-cultural study.
DECISION-MAKING MODELS
3. The Dynamic Model

Adherents of this view often consider cross-cultural

variations. We also promote the development and
testing of complex models reflecting the processes by
which culture influences decision-makers.
CHAPTER 4:
ADMINISTRATION
What is Administration?
Administration refers to actions which are
concerned with coordinating and managing an
organization or organization's work. There is
also an administration of government, charities,
and many other forms of organizations.
"Administration" is the performance of tasks
needed to operate an agency for general
purposes.
For example, as companies change their plan, it
is the duty of administrative personnel to make
the appropriate communication adjustments to
end the previous policy and begin enforcing the
new direction.
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.
Administration is essential to ensure that all
departments within the organization work
effectively. It is the link between the managers
and the workers.
The Basic Functions of Administration

a. Planning
b. Organizing
c. Directing
d. Controlling
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
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
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 administration may be someone assigned
to oversee an organization for its affair.
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.
Administrative Theory (Henri Fayol)
Developed the administrative philosophy is also known as
14 management principles.

Henri Fayol was born into a French family in the year 1841.

He was a prolific writer on technological, science, and

management matters. The' Financial and General
Management' was his most excellent writing.
14 Managerial Concepts
1.Division of Work
This principle the same as Adam Smith's 'Division of labor’.

2.Authority
Manager must be able to give the order. Authority gives this
right.

3.Discipline
Employees must obey and respect the rules and regulations
which governs the organization.
4.Unity of Command
Every employee should receive order or direction from only
one immediate superior.

5.Unity of Direction
Each group of the organization should be direction by one
manager using one plan.

6.Subordination of Individual Interests to the General Interest

The management must see that the aims of the business are
always supreme.
7. Remuneration of Personnel
The labors must more be paid a reasonable salary for their
work.

8.Centralization
The process of transforming assigning decision making
authority to a higher level of an organizational hierarchy, it is
centralization that should follow this.

9.Scalar Chain
Line of authority from top management to the lower ranks
represents the hierarchy or scalar chain.
10.Order
People and materials should be in the right place at the
right time.

11.Equity
In running a business, a combination of kindness and
justice is need.

12.Stability of Tenure of Personnel

Staffs work is well if job safety and career improvement
are guarantees to the team.
13.Initiative
Allowing all personnel to show their initiative in some way
is a source of stretch for the organization.

14.Esprit de Corps
Promoting team spirit will build unity and harmony within
the organization.
DIFFERENCE BET ADMINISTRATION AND MANAGEMENT