CITIZENSHIP TRAINING:

YOUTH LEADERSHIP
TRAINING
GROUP 2
SUB-TOPICS
01 WHAT IS A LEADER? WHAT IS LEADERSHIP?

02 FUNCTIONS OF LEADERSHIP

03 APPROACHES TO UNDERSTANDING
LEADERS
04 GENERAL QUALITIES OF EFFECTIVE LEADER

05 LEADERSHIP STYLES

06 WHAT IS SHARED LEADERSHIP?

07 PRINCIPLE-CENTERED LEADERS & SERVANT LEADERSHIP

WHAT IS A LEADER?
 A leader is someone who inspires Passion and motivation in followers.
 A leader is someone with a vision and the path to realizing it.
 A leader is someone who ensures their team has support and tools to
achieve their goals.
 Lastly, a leader is someone who can see things can be improved and who
rallies people, despite of differences to move forward that better vision. A
leader can work toward making their vision into a reality while putting
people first.
WHAT IS LEADERSHIP?
Leadership is the ability of an individual or a group of people to influence and guide
followers or members of an organization, society or team. Leadership often is an
attribute tied to a person's title, seniority or ranking in a hierarchy.

IMPORTANCE OF LEADERSHIP:
Leadership plays a central role in the success and direction of a business.
Organizations depend on successful leaders to communicate its mission, vision and
goals, unite team members around those goals and then achieve them.
 FUNCTIONS OF LEADERSHIP
1. Setting Goals

- Setting goals for team members to inspire them to work with assurance and enthusiasm is a leader's most
crucial duty. They then come up with plans to accomplish those objectives. Their purpose is to develop a road
plan for their team members that would show them the way and assist them in achieving the objectives.

2. Organizing

- Put the group of people together into a task that they can complete successfully. They must be able to assign
roles to people according to their potential in order to get the best performance out of them. Consequently, this
function is essential to raising both team and individual productivity.
3. Take initiative

- Leaders are required to be confident to share their new ideas and also encourage others to do the same. They
are also ensure that each individual in the group feels comfortable sharing their innovative ideas with them.

4. Cooperation among Members of the Group

- Leaders have to work to align the interests of the individuals with the organisation. A leader's approach plays
a vital role in doing the same. They have to ensure the individuals of the group voluntarily cooperate to work
towards the common objectives.
5. Motivation and Direction

- Motivating and showing the right direction to the team or the individual is the primary function of the leader.
They require to motivate the team members to work towards achieving their goals and guide them when they
face difficulties during working in that direction. They also constantly encourage them by appraising their
work and supporting them when required.

6. Policy Making

- Policy making is a very important function of a leader for the smooth functioning of the work. The policies
leaders make include the rules to follow for effective delivery of operations of the work. By creating policies,
leaders also devise the mechanism to be followed by all team members to work towards the organisation's
goals.
3 APPROACHES TO
UNDERSTANDING
LEADERS
 1. PSYCHOLOGICAL (TRAIT)
APPROACH
The trait approach is a way of studying personality that places emphasis on the traits of an
individual as markers of personality. Traits are continuing patterns of behavior and thoughts that
are generally stable over time. Traits are often the things that people use to describe another
person such as nice, rude, funny, honest. The trait approach suggests that our personalities are
comprised of these differing behavioral traits. The trait approach is focused on individual
differences and the interaction and combination of personality traits are what makes individual
personalities unique
 Many different theories use this approach such as the Big Five
personality factor theory and the work of Gordon Allport and
Raymond Cattell. A critique of the trait approach for personality is
that traits can sometimes be bad predictors of behavior. Just
because a person scores high on a particular trait doesn't mean
they will act that way in a real world setting.
2. SITUATIONAL OR CONTIGENCY
APPROACH
According to Austrian psychologist, Professor Fred
Fiedler, Fiedler’s Contingency Theory, also known as Fiedler’s
Theory of Leadership, states that there is not one best style of
leadership. Rather, the most effective leadership style for any
given situation is one that aligns with the situation at hand
 ELEMENTS OF FIEDLER’S
CONTIGENCY MODEL
 Leadership Style  Situational Favorableness
 LEADERSHIP STYLE

• Least Preferred Coworker (LPC) scale.

• The more positively you rate your least preferred coworker on a variety of
different criteria, the more relationship-oriented you are. The less favorably you
rate them on the same criteria, the more task-oriented you are.

• If you’re a high LPC leader, you’re a

relationship-oriented leader.

• If you’re a low LPC leader, you’re a task-oriented leader

 SITUATIONAL FAVORABLENESS

• A leader who is more trusted and has more

influence within the group is in a more favorable
situation than a leader who is not trusted.
Situational favorableness is
determined by three variables:

1. Leader-member Relations 2. Task Structure

3. Position Power
 STEP 1:
Understand your
STEP 5: Try HOW TO Leadership style
changing the
situation APPLY
FIEDLER’S
STEP 2: Assess the
CONTINGEN situation

STEP 4: Consider CY MODEL TO

delegation to the
right leader BE A BETTER
LEADER STEP 3: Decide
whether you’re
the leader for the
job
 3. BEHAVIORAL APPROACH

Focuses on the specific behaviors and actions of leaders rather than their
traits or characteristics. It suggest that effective leadership is
the result of many skills.
 3. BEHAVIORAL APPROACH

Focuses on the specific behaviors and actions of leaders rather than their
traits or characteristics. It suggest that effective leadership is
the result of many skills.
 2 GROUPS OF
BEHAVIORS
TASK BEHAVIORS RELATIONSHIP BEHAVIORS

Help group -Help group members feel

members comfortable with
achieve goals themselves, each other, and
structure. the situation.
-Develop healthy
relationship.
 3 PRIMARY SKILLS
TO LEAD FOLLOWERS
TECHNICAL SKILLS HUMAN SKILLS CONCEPTUAL SKILLS

Refers to the Means that one is Enable the leader

leaders able to interact to come up with
knowledge of the with other ideas for running
process or individuals. the organization
technique. or society
smoothly.
 GENERAL QUALITIES
OF EFFECTIVE LEADER
1. Empowers Team Members
One of your most important objectives as a leader. Your job is to help your team learn and succeed.
 Encouraging team members to take on new challenges
 Motivating your team to get back up when things go wrong
 Being a kind but honest communicator

2. Focuses on Team Development

A good leader not only develops themself but also helps others grow. Not only does it help those around you
continue growing their careers, but it can teach you things along the way as well. You can work on developing
others by:
 Paying attention to what team members want to learn
 Using mistakes as teachable moments
 Giving constructive criticism even when it’s hard
3. Communicates Effectively
Communication is a key piece of any successful team, especially as it pertains to great leadership skills. You can
work on your communication skills by:

 Asking your team for feedback

 Listening before speaking
 Answering questions directly
 Tailoring your message to your audience

4. Shows High Emotional Intelligence

Emotional intelligence is the ability to control and express your emotions, as well as handle interpersonal
relationships.

 Considering how your team members may be feeling

 Examining how your words or actions might affect others
 Holding space for how others may feel about a situation
 Responding versus reacting to a conflict or difficult situation

5. Possesses Problem-solving skills

Team members will likely come to you about problems that need solving. It’s your job to be prepared with
strategic advice for whatever comes your way. Meaning a leader should be prepared with resources that can
empower your team to resolve the problem on their own.
6. Respects Others

It’s important to begin by treating everyone as equals. Respect is something everyone deserves—whether you
have 30 years of professional experience or three.

7. Actively Listens

It’s your job to pay attention to organizational problems and your team members’ thoughts in order to become
a changemaker. Finding the right balance of inspiring with your words and inspiring with your ears is the
difference between a good and great leader.

8. Takes Accountability
It’s important to support your team by taking accountability when things don’t go as planned. Not meeting
expectations provides opportunities for growth—both personal growth and for your organization. Remember,
we’re all in this together and a growth mindset can help you and your team learn from mistakes.
9. Stays Open-minded

Open-mindedness helps you to see things from different perspectives. Like all good leadership qualities,
becoming open-minded doesn’t always come naturally. By including all potential stakeholders from every
vantage point, you’ll be able to see a bigger picture.

10. Prioritizes Personal Development

Personal development is an important part of career growth no matter where you are in your professional
journey. It’s also a good idea to have regular checkpoints for self-reflection. This can help both your personal
and professional growth.

• By honing the qualities of a good leader, you too can learn how to lead effectively and motivate
your team to do their very best work.
 3 LEADERSHIP STYLES

LAISSEZ
AUTHORITARI DEMOCRATIC
FAIRE
AN (Participative)
(Delegative)
(Autocratic) LEADERSHIP
LEADERSHIP
LEADERSHIP
 AUTHORITARIAN (Autocratic)
LEADERSHIP

Authoritarian leadership means that the leader has full power. Authoritarian leaders
tell groups what to do and expect group members to execute. Under time pressure, this style
may work well, allowing the leader to make a quick decision and providing the group with
direct instructions.

Authoritarian leadership has been show to lead to abuses of power. A number of studies
have shown that authoritarian leaders tend to be emotionally detached and are often unable to
empathise with others.
 CHARACTERISTICS OF
AUTHORITARIAN
LEADERSHIP
• LACK OF CREATIVITY

• DEMOTIVATING

• LACK OF SENSE OF RESPONSIBILITY

• PASSIVE AGGRESSIVENESS

In general, they focus on results and tasks rather than on the employees who make the results
possible.
 DEMOCRATIC (Participative)
LEADERSHIP
Democratic leadership is a type of leadership in which decision making is shared among
team members. Leaders offer guidance to the group, as for their input in decision making but
retain final say.
Participative leaders make their group feel like they’re part of a team, which encourages
open communication and empowers employees to set goals, examine their performance, and
motivate them to succeed.

The downside of participative leadership is that it can slow the decision-making process,
which can lead to missed opportunities. This can be particularly damaging in emergencies or
crises.
 LAISSEZ FAIRE (Delegative)
LEADERSHIP

Laissez-faire leadership is very hands-off. It allows team members to set their own
goals and deadlines and let them determine how to do their work.

Delegative leadership is most effective when team members are highly motivated and highly
skilled
The downside of delegative leadership is that it can lead to poor performance in teams where
people have low skill levels, little motivation, or poor knowledge.
WHAT IS
SHARED LEADERSHIP?
Shared leadership occurs when two or more members engage in the leadership of the
team in an effort to influence and direct fellow members to maximize team effectiveness
(Bergman, Rentsch, Small, Davenport & Bergman, 2012).

The early roots of shared leadership can be seen as early as the Roman Empire,
whereby a group of individuals shared power through the Senate.
FUNCTIONS
OF SHARED LEADERSHIP
 Produces better organizational performance.

 Encourages team members to be more collaborative and participative.

 Provides an equal voice in decision-making and problem-solving.

Why It is important to distinguish Shared
Leadership from Team Leadership?

Because shared leadership describes how team members influence each other
and share responsibility for tasks, rather than the concept of a team being led by
a specific leader. Shared leadership occurs when a group of individuals lead
each other to achieve successful outcomes.
These THREE DIMENSIONS are the
cornerstones of shared leadership:

SHARED
VOICE
PURPOSE
SOCIAL
SUPPORT
 CHARACTERISTICS OF
• Principle-centered Leaders; and
• Servant Leadership
 PRINCIPLE-CENTERED
LEADERS
1. SERVICE-ORIENTED
- Those striving to be principle-centered see life as a mission, not as a career. Their nurturing sources have
armed and prepared them for service. In effect, every morning they put on the harness of service, thinking of
others.

2. CONTINUALLY LEARNING
- Educated by their experiences, listen to others. They read, they seek training, they take classes, they listen
to others, they learn through both ears and eyes. They are curious they always ask questions.
3. RADIATE POSITIVE ENERGY
- Principle-centered people are cheerful, pleasant, happy. Their attitude is optimistic, positive, upbeat. Their
spirits is enthusiastic, hopeful, believing.

4. LEAD BALANCED LIVES

- They are active socially, having many friends and a few confidants. They are active intellectually, having
many interests. They read, watch, observe and learn. Within the limits of age and health, they are active physically.

5. SEE LIFE AS AN ADVENTURE

- Principle-centered people savor life. Because their security comes from within instead of from without,
they have no need to categorize and everybody in life to give them a sense of certainty and predictability.
6. BELIEVE IN OTHER PEOPLE
- - Principle-centered people don’t overreact behaviors, criticism of human weaknesses. They believe in
unseen potential of all people. They feel grateful for their blessings and feel naturally to compassionately
forgive and forget the offenses of others.

7. SYNERGISTIC
- - Principle- centered are synergistic. They are change catalysts. They improve almost any situation
they get into. They work as smart as they work hard. They are amazingly productive, but in new and creative
ways.

8. EXERCISE FOR SELF-RENEWAL

- Finally, they regularly exercise the four dimensions of the human personality, physical, mental,
emotional and spiritual.
 SERVANT LEADERSHIP

1. EMPATHY
- Servant leadership strive to understand other people’s intentions and perspectives
-

2. SELF-AWARENESS
- To know your strength and weaknesses and asking for other people’s feedback on them.

3. PERSUASION
- Servant leadership use persuasion rather than their authority to encourage people to take action.
4. CONCEPTUALIZATION
- Develop long term focus so that you stay motivated to achieve the more distance goals without getting
distracted.

5. FORESIGHT
- Ability to predict what’s likely to happen in the future by learning from past experiences, identifying what
is happening now.

6. STEWARDSHIP
- Taking responsibility for the actions and performance of your team.

7. COMMITMENT
- Servant leaders are committed to the personal and professional development on their teams.

8. COMMUNITY
- Providing opportunities for people to interact with one another across the company .
THANK
YOU
FELECIA, RONNEL JOHN
DELA, KRIZIA ALTHEA
CATALAN, ZYRAH LYN
MUSICO, SANDARA MAE
OCAMPO, VINA ERICA
FRANCO, KYLE JOLEIN
VILLEGAS, DELYTH MAE
GAJO, DENZ ROCHELLE
PAJA, JAIKA JOY
 QUESTION 1

What more would you look for in a leader,

other the traits we've already covered in
this report? or what qualifies someone to be
a leader in your eyes?
 QUESTION 2

Among the mentioned leadership styles by

the reporters, what do u think is the most
applicable to the society that we have right
now?
 QUESTION 3

If you were to be a leader, would u

rather be feared or loved?