Module 2: Leading and Leadership

Objectives

To enhance the leadership skill of the students.

To figure out what are the duties and

responsibilities of a leader.

Overview
This session focuses on the function of a leader and how important a leader on an
organization.
 Meaning of Leadership

Leadership is the process of

influencing others to behave in
preferred ways to accomplish
organizational objectives.
Leadership possesses as
many definitions as the
term motivation. Is an
Meaning
elusive, yet very real
of
concept that daily Leadership
influences every person in
every organization in the
world.
 Meaning of Leadership

Leadership is the relation in which one

person (the leader) influences others to
work together willingly on related task to
attain goals desired by the leader and/or
group.
 Meaning of Leadership

Leadership is the managerial activity

that maximizes productivity, stimulates
creative problem, and promotes morale
and satisfaction (Blake and Mouton)
 Leaders

Good leaders are made not born. If you have the desire and
willpower, you can become an effective leader.

To inspire your workers into higher levels of teamwork, there are

certain things you must be, know and do.

These do not come naturally, but are acquired through continual

work and study.

Good leaders are continually working and studying to improve

their leadership skills; they are NOT resting on their laurels.
 1. Leader
You must have an honest understanding of who
you are, what you know, and what you can do.
To be successful you have to convince your
Four Factors followers, not yourself or your superiors, that
you are worthy of being followed.
of
Leadership
 Four Factors of Leadership

2. Followers

Different people require different styles of leadership. A person who

lacks motivation requires a different approach than one with a high
degree of motivation. You must know your people! The fundamental
starting point is having a good understanding of human nature, such as
needs, emotions, and motivation. You must come to know your
employees’ be, know, and do attributes.
 Four Factors of Leadership

3. Communication

You lead through two-way communication. Much of it is

nonverbal. What and how you communicate either builds or harms
the relationship between you and your employees.
 4.Situation

Four Factors All situations are different. What you do in one

situation will not always work in another. You
of must use your judgment to decide the best

Leadership
course of action and the leadership style needed
for each situation.
 Principles of Leadership

Know yourself and seek self-

improvement – In order to know yourself,
you have to understand your be, know and
Be technically proficient – As a leader,
do attributes. Seeking self-improvement
you must know your job and have a solid
means continually strengthening your
familiarity with your employees’ task.
attributes. This can be accomplished
through self-study, formal classes,
reflection, and interacting with others.
Seek responsibility and take responsibility
for your actions – Search for ways to guide
your organization to new heights. And when
things go wrong, they always do sooner or
later – do not blame others. Analyze the
situation, take corrective action, and move
on to the next challenge.

Principles of
Leadership

Make sound and timely decisions – use

good problem solving, decision making and
planning tools.
  Set the example – Be a good
role model for your employees.
They must not only hear what
they are expected to do, but also
see. We must become the
change we want to see –
Principles of
Mahatma Gandhi
Leadership
 Know your people and look
out for their well-being –
Know human nature and the
importance of sincerely caring
for your workers.
 Principles of Leadership

Keep your workers informed – know how to communicate

with not only them, but also seniors and other key people.

Develop a sense of responsibility in your workers – help

to develop good character traits that will help them carry out
their professional responsibilities.
 Principles of Leadership

Ensure Train Use

Ensure that tasks are Train as a team – Use the full capabilities
understood, supervised, although many so called of your organization –
and accomplished – leaders call their by developing a team
communication is the organization, spirit, you will be able to
key to this responsibility. department, section, etc. employ your
a team; they are not organization,
really teams… they are department, section, etc.
just a group of people to its fullest capabilities.
doing their jobs.
 Attributes of Leadership

BE a professional. Example: Be loyal to the organization,

perform selfless service, take personal responsibility.

BE a professional who possess good character traits.

Example: Honesty, competence, candor, commitment,
integrity, courage, straightforwardness, imagination.
  KNOW the four factors of
leadership – follower, leader,
communication, and situation.
 KNOW yourself. Examples:
Human needs, emotions, and
how people respond to stress.
 KNOW your job. Examples:
Attributes of Be proficient and be able to
Leadership train others in their tasks.
 KNOW your organization.
Examples: Where to go for
help, its climate and culture,
who the unofficial leader are.
  DO provide direction.
Examples: Goal setting,
problem solving, decision
making, planning.
 DO implement. Examples:
Attributes of Communicating, coordination,
Leadership supervising, evaluating.
 DO motivate. Examples:
Develop morale and esprit de
corps in the organization,
train, coach, counsel.
  The four pillars of an organization are
Leadership, Management, Command and
Control. They are important for every leader
and manager to understand because they
directly drive the organization.
 Leadership drives the interpersonal aspects
of the organization, such as moral and team
spirit.

The Four Pillars  Management deals with the conceptual issues

of the organization, such as planning and
of Leadership organizing.
 Command guides the organization with well
thought-out visions that makes it effective.
 Control provides structure to the organization
in order to make it more efficient.
 Villamargo as cited by
Coloma & Herrera (2004)
give three function of
Leadership, such as;
Functions of
Leadership 1. Providing Vision
2. Achieving Goals
3. Initiating camaraderie
and smooth relationship.
 Three Types of Leadership

There are three types of Leadership

• Authoritative type of leadership through fear;
• Persuasive or democratic type of leadership- the
one that practices the philosophy of management;
and
• Free-rein type, wherein the leader just allows his
followers to do what they want.
 Adaptability- adjustable
to changing situation
Consideration-
Traits which a thoughtful and kind
leader should
have: Dedication- devotion,
especially to duty
Dignity-quality of being
honorable or excellent
 Faith- a belief without
evidence; confidence or
dependence on a person
Traits which a Experience-something
leader should undergone
have:
Honesty-trustworthiness
Initiative- first move,
does not wait to be told
Traits which a leader should have:

Integrity-
Judgment- decision
uprightness of
reached
character

Justice-impartiality; Kindness-gentleness
righteousness of heart, humanness

Knowledge-
knowledgeable
 Loyalty
Persuasiveness
Poise
Traits which a
leader should Resourcefulness
have: Tact
Thoughtfulness
Unselfishness
 Leadership style is the manner and approach of
providing direction, implementing plans, and
motivating people.

AUTHORITARIAN
(AUTOCRATIC)
I want both of you to…
This style is used when leaders tell their
Leadership Style employees what they want done and how they
want it accomplished, without getting the
advice of their followers. Some of the
appropriate conditions to use it is when you
have all the information to solve the problem,
you are short on time, and your employees are
well motivated.
 PARTICIPATIVE
(DEMOCRATIC)
Let’s work together to solve this…
This style involves the leader including one or more
employees in the decision making process
(determining what to do and how to do it). However,
the leader maintains the final decision making
authority. Using this tyle is not a sign of weakness;
Leadership Style rather it is a sign of strength that your employees
will respect.
This is normally used when you have part of the
information, and your employees have other parts.
Note that a leader is not expected to know
everything – this is why you employ knowledgeable
and skillful employees. Using this style is of mutual
benefit – it allows them to become part of the tea,
and allows you to make better decisions.
 DELEGATIVE (FREE
REIGN)
You two take care of the problem while I go…

In this style, the leader allows the employees to make

decisions. However, the leader is still responsible for
the decisions that are made. This is used when
employees are able to analyze the situation and
Leadership Style determine what needs to be done and how to do it.
You cannot do everything! You must set priorities and
delegate certain tasks.

This is not a style to use so that you can blame others

when things go wrong, rather this is a style to be used
when you fully trust and confident in the people below
you. Do not be afraid to use it, however, use it wisely!
 Leadership models help us to understand what
makes leaders act te way they do. The ideal is
not to lock your self in to a type of behavior
discussed in the model, but to realize that every
situation calls for a different approach or
behavior to be taken.
The Four Framework Approach
In the Four Framework Approach, leaders
Leadership display leadership behaviors in one of four
Model types of frameworks: structural, human
resource, political or symbolic.
This model suggests that leaders can be put into
one of these four categories and there are times
when one approach is appropriate and times
when it would not be. That is, any style can be
effective or ineffective, depending upon the
situation.
 Structural Framework
In an effective leadership situation, the leader is a
social architect whose leadership style is analysis and
design. While in an effective situation, the leader is a
Leadership
petty tyrant whose leadership style is details. Structural
Model leaders focus on structure, strategy, environment,
implementation, experimentation, and adaptation.
 Leadership Model
Human Resource Framework
In an effective leadership situation, the leader
is a catalyst and servant whose leadership style
is support, advocating, and empowerment.
While in an ineffective leadership situation, the
leader is a pushover, whose leadership style is
abdication and fraud. Human Resource leaders
believe in people and communicate that belief;
they are visible and accessible; they empower,
increase participation, support, share
information, and move decision making down
into the organization.
 
 Political Framework
In an effective leadership situation, the
leader is an advocate, whose leadership style is
coalition and building. While in an ineffective
leadership situation, the leader is a hustler,
whose leadership style is manipulation.

Leadership Political leaders clarify what they want and

what they can get; they assess the distribution
Model of power and interests; they build linkages to
other stake holders, use persuasion first, and
then use negotiation and coercion only if
necessary.
 
 Symbolic Framework
In an effective leadership situation, the
leader is a prophet, whose leadership style is
inspiration. While in an ineffective leadership
situation, the leader is a fanatic or fool, whose

Leadership leadership style is smoke and mirrors.

Symbolic leaders view organizations as a stage

Model or theater to plat certain roles and give

impressions; these leaders use symbols to
capture attention; they try to frame experience
by providing plausible interpretations of
experiences; they discover and communicate a
vision.
  Servant Leadership is both a
leadership philosophy and set
of leadership practices.
Traditional leadership generally
involves the accumulation and
exercise of power by one at the
Servant
“top of the pyramid.” By
Leadership
comparison, the servant-leader
shares power, puts the needs of
others first and helps people
develop and perform as highly
as possible.
 Robert K.
 While servant leadership is a timeless Greenleaf
concept, the phrase “servant leadership”
was coined by Robert K. Greenleaf in
and the
The Servant as Leader, an essay that he modern
first published in 1970. In that essay,
Greenleaf said: servant
leadership
movement
  “The servant-leader is servant first… It begins with
Robert K. the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to
Greenleaf lead. That person is sharply different from one who
is leader first, perhaps because of the need to
and the assuage an unusual power drive or to acquire

modern
material possessions…The leader-first and the
servant-first are two extreme types.

servant
leadership
movement
  Between them there are shadings and blends
that are part of the infinite variety of human
nature.” “The difference manifests itself in
the care taken by the servant-first to make

Robert K. sure that other people’s highest priority needs

are being served. The best test, and difficult
Greenleaf and the to administer, is: Do those served grow as
modern servant persons? Do they, while being served,
become healthier, wiser, freer, more
leadership autonomous, more likely themselves to
movement become servants? And, what is the effect on
the least privileged in society? Will they
benefit or at least not be further deprived?”
 Robert K.  Robert Greenleaf recognized that
Greenleaf organizations as well as individuals could be
and the servant-leaders. Indeed, he had great faith
that servant-leader organizations could
modern change the world. In his second major essay,
servant The Institution as Servant, Greenleaf
leadership articulated what is often called the “credo.”
There he said:
movement
 “This is my thesis: caring for persons, the
more able and the less able serving each
other, is the rock upon which a good society
is built. Whereas, until recently, caring was
Robert K.
largely person to person, now most of it is Greenleaf
mediated through institutions – often large,
complex, powerful, impersonal; not always
and the
competent; sometimes corrupt. If a better modern
society is to be built, one that is more just and
more loving, one that provides greater
servant
creative opportunity for its people, then the leadership
most open course is to raise both the capacity
to serve and the very performance as servant movement
of existing major institutions by new
regenerative forces operating within them.”
 Dela Cruz, Sonia G. (2005). National
Development via National Service Training
Program. Mandaluyong City: Books Atbp.
Publishing Corp.

Del Rosario, Ed. D. (2012). Resurreccion et. al.

National Service Training Program 1. Bulacan:
St. Andrew Publishing House.
Bibliography
NSTP Updates: Powerpoint. OSS CHED.
November 29, 2012

Servant Leadership.
http://en.wikipedia.org/wiki/Servant_leadershi
p
.