New Copy NSTP Reviewer
New Copy NSTP Reviewer
New Copy NSTP Reviewer
C. TRAITS OF LEADERSHIP
1. True leadership is the art of changing a group from what it is into what it ought to be.
2. Leadership is the ability to recognize a problem before it becomes an emergency.
3. Leadership and learning are indispensable to each other.
4. Leadership is learning to give whether you get anything or not
5. Leadership is the other side of the coin of loneliness, and he who is a leader must always act alone,
and acting alone means accepting everything alone.
6. Leadership is the ability to handle uncertainty.
7. What is "it"? This is the aspect of leadership that is concerned with outward appearance. It means
looking, dressing and talking like a leader.
8. Leadership has nothing to do with ordering people around or directing their every move.
9. The climax of leadership is to know when to do what.
F. LEADERSHIP STYLES
a. Shared Goals and Objectives- The team must state the goals and objectives.
b. Utilization of Resources- The team must use effectively all the resources at its disposal
c.Trust and Conflict Resolution -The ability to openly recognize conflict and to seek to resolve it through
discussion is critical to the team's success.
d. Shared Leadership -Individuals will not function as a team if they are brought together simply to
"rubber stamp" decision made by the team's formal leader or others not in the team
a. Teamwork reflects Camaraderie- A team will not work if members are self-centered and if they do
not know each other. There will be no fun, excitement and sharing.
b. Teamwork reflects Unity- Whatever the outcome of the project, it is the team that works towards it.
It is not a single stick anymore, but a bundle of sticks hard to break, strong and fighting.
C. Teamwork divides the Effort and multiplies the Success -Each group has ample zest and inspiration to
become a dream team.
a. The team members share a sense of purpose or common goals, and each team member is willing to
work toward achieving these goals.
b.The team is aware of and interested in its own processes and it examines norms operating within the
team.
C. The team identifies its own resources and uses them, depending on its needs. The team willingly
accepts the influence and leadership of the members whose resources are relevant to the immediate
task.
d. The team members continually try to listen to and clarify what is being said and show interest in what
others say and feel.
e. Differences of opinion are encouraged and freely expressed. The team does not demand narrow
conformity or adherence to formats that inhibit freedom of movement and expression.
f. The team is willing to surface conflict and focus on it until it is resolved or managed in a way that does
not reduce the effectiveness of those involved. The team exerts energy toward problem solving rather
than
g.allowing it to be drained by interpersonal issues or competitive struggles.
communicate
are open, honest, and fair
make decisions with input from others act consistently
give the team members the information they need to do their jobs
set goals and emphasize them keep focused through follow-up
listen to feedback and ask questions show loyalty to the
company and to the team members create an atmosphere of growth have wide visibility
give praise and recognition
criticize constructively and address problems
develop plans
share their mission and goal
display tolerance and flexibility
demonstrate assertiveness
treat team members with respect
make themselves available and accessible
accept ownership for team decisions
a. Purpose
b. Role
c. Strategy
d. Processes
e. People
f. Feedback
g. Interfaces
DECISION-MAKING
Decision is a choice between two or more options/ alternatives. It is the act or process of deciding, a
determination arrived at after careful consideration.
a. Operational decision - This is concerned with how the different functions of the organization, such as
marketing, production, finance, etc. will contribute to its strategic plan.
b. Strategic decision - The decision at this level is likely concerned with the scope of the organization's
activities.
C. Routine decision This is an ordinary decision on a wide range of issues. The decisions are left to one
person, usually the leader.
d. Urgent decision -This is a decision intended for some problems that occur rapidly and may cause
serious consequences if not dealt with urgency.
e. Problematic decision - This decision must be taken when a difficulty has emerged and there is no
obvious solution. Experts from outside the team may be called to give advice.
f. Consultative decision - This is a decision that involves those who are affected by the results of the
decision. Consulting other people from outside the organization means inviting others to serve as
consultant.
3. DECISION-MAKING APPROACHES
a. The Authoritarian Approach - Leaders assume the authority to take decisions alone and to pass them
down the line for implementation.
b. The Democratic Approach - The responsibility for decision-making is shared between the leader and
members of a team.
KEY STEPS IN DECISION-MAKING BY SYSTEMATIC APPROACH
a. Setting objectives - Define the purpose of the decision and consider what outcomes or objectives it
will achieve.
b. Collecting Information - Have sufficient information for the choices you need to make.
C. Identifying Alternative Solution - Look at all possible options: some are obvious, others have to be
logically deduced, and others require a more creative approach.
d. Evaluating Options - This involves determining the extent to which the decision options meet the
decision objectives.
e. Selecting the best option - After the evaluation, the 'best' option is selected using anyone of a
number of techniques or approaches.
5. INVOLVEMENT IN DECISIONS
a. The Plop - Here the group makes a decision by not making a decision. This means 'Not to decide' is
to decide.
B. The One-person Decision - This is quickly made, but later when the decider depends on free or
voluntary support from others to implement it, he may find himself carrying it out alone.
e. Minority -These decisions are not consciously organized as those of the clique
f. Majority Vote - In big groups, this is often the most effective way to make a decision
6. DIFFICULTIES IN DECISION-MAKING
a. Fear of Consequences
b. Conflicting Loyalties
c. Interpersonal Conflict
d. Hidden Agenda
e. Blundering Methods
f. Inadequate Leadership Clash of Interests