NSTP – 1 Module 4

Leadership Training
NELDA JIMENEA GARCIA, Ph.D.
SCIENCE AND MATHEMATICS DEPARTMENT
 Learning Objectives

At the end of this chapter, the learners are expected

to:
1.describe transformational leadership;
2.identify the characteristics of a leader; and
3.express commitment to teamwork.
 Overview

This chapter discusses leadership

training in which the leader inspires the
followers to perform well and develop
their own leadership potential.
 Human Behavior
• Human behavior is the capacity of mental,
physical, emotional, and social activities
experienced during the five stages of a human
being's life-- prenatal, infancy, childhood,
adolescence, and adulthood.
• It includes the behaviors as dictated by culture,
society, values, morals, ethics, and genetics.
(Source: businessdictionary.com)
 Human Behavior
• Human beings have a typical life course that consists of
successive phases of growth, each of which is
characterized by a distinct set of physical, physiological,
and behavioral features.
• These phases are prenatal life, infancy, childhood,
adolescence, and adulthood (including old age).
• Human development or developmental psychology is field
of study that attempts to describe and explain the
changes in human cognitive, emotional, and behavioral
capabilities and functioning over the entire life.
(Source: Encyclopedia Britanica, 2012)
 Motivation

• Motivation encompasses the internal

and external factors that stimulate
desire and energy in people to be
continually interested in and
committed to a job, role or subject,
and to exert persistent efforts in
attaining a goal.
 Motivation

It results from the interaction among

conscious and unconscious factors such
as the:
a)intensity of desire or need,
b)incentive or reward value of the goal,
and
c) expectations of the individual and of
his/her significant others.
 Motivation
Motivation means the drive and ambition
needed to achieve our goals (Swindell, 2012).
We need motivation to get a job done and
achieve a goal.
Self motivation can work for people who try
to lose some weight, earn cash bonuses, get
job promotion, etc.
If demotivated, you may just give up.
Negative people can demotivate you.
 Good Leadership

• Leadership pertains to the qualities

exemplified by a leader.
• It also refers to acts or the "process of
social influence in which one person can
enlist the aid and support of others in the
accomplishment of a common task.”
• Good leadership can be attributed to
qualities that make people follow a
leader.
• Some people are good leaders, others
are not.
 Characteristics of a Good Leader
1. VISION
Good leaders know where they want
to go and they can motivate people to
believe in their vision for their country,
community, and family.
Good leaders view things as what they
could be and not simply as what they
are.
 Characteristics of a Good Leader

2. WIT
Good leaders can make sound judgements and decisions
even during crucial situations.
3. PASSION
Good leaders are very passionate and intensely obsessed
in whatever they are focused on, be it business, sport, or
hobby.
 Characteristics of a Good Leader
4. COMPASSION
Good leaders show compassion for their
supporters and followers.
They possess exemplary coaching and
development skills.
They consistently care for their constituents.
They are not selfish, and they have a heart
for others.
Characteristics of a Good Leader
5. CHARISMA
Good leaders are captivating, charming individuals who
tend to draw people toward them. It could be because of
the way they talk,or carry themselves.
They excel in building relationships and eliciting
performance from their group.
6. COMMUNICATION SKILLS
Good leaders are usually great orators and persuaders.
They can express their ideas clearly and convincingly.
 Characteristics of a Good Leader
7. PERSISTENCE
Good leaders are determined to attain their
goals in spite of the obstacles and
problems.
They believe that the benefits of attaining
their goals outweigh the risk and
hardships.
8. INTEGRITY
Good leaders mean what they say. They
walk the talk, practice and they preach, and
keep their promises. They are reliable.
 Characteristics of a Good Leader
9. DARING
Good leaders are bold, willing to take risks,
and determined to chase their dreams amid
the reality of fear and uncertainty. “Courage is
a virtue on which all other virtues rest.” (Winston
Churchill)

10. DISCIPLINE
Good leaders observe self-control and order.
Where most people are easily distracted or
dejected, good leaders manage to stay
focused and steady regardless of the situation.
 Traits of a Leader
Maxwell (1999) says that a leader should recognize, develop,
and refine certain personal characteristics needed to be a truly
effective leader, the kind of leader people will want to follow.
1. Character
2. Charisma
3. Commitment
4. Communication
5. Competence
6. Courage
 Traits of a Leader
1. Character - is the quality of a person's behavior as
revealed by his/her habits, thoughts and expressions,
attitudes and interests, actions, and personal
philosophies in life. Be a piece of the rock. There are
always two paths to choose from: Character and
Compromise. Opt for character.
2. Charisma - is a special gift bestowed temporarily by the
Holy Spirit on a group or an individual for the general
good. It is an extraordinary power in a person, group, or
cause, which takes hold of popular imagination and wins
popular support.
 Traits of a Leader

3. Commitment - engages one to do something as a

continuing obligation. It is a state of intellectual and
emotional adherence to some political, social, and
religious theory of action.
4. Communication - is a two-way process of reaching
mutual understanding, in which participants do not
only exchange information but aso create and share
meaning. The meaning of communication is in the
response and not in what is said or how it is said.
 Traits of a Leader
5. Competence - indicates a sufficiency of knowledge
and skills that enable someone to act in a wide variety
of situations. The capacity to understand a situation
and respond to it accordingly and reasonably.
6. Courage - is the quality of the mind that enables a
person to face difficulty and danger without fear. It
begins with an inward battle. It is making things right,
not just smoothing them over. It inspires commitment
from followers. Life expands in proportion to one's
courage.
 Transformational Leadership
Transformational leadership is a form of leadership that occurs
when leaders broaden and elevate the interests of their employees,
when they generate awareness and acceptance of the purposes and
mission of the group, and when they stimulate their employees to
look beyond their own self-interest for the good of the group (Bass,
1990).
Transformational leaders have a clear collective vision, and most
importantly, they manage to communicate it effectively to all
employees.
By acting as role models, they inspire employees to put the good of
the whole organization above self-interest.
 Transactional and Transformational
Leadership
• Transactional leadership - is based on power that makes
use of rewards and coercion to deliver benefits to
members (patronage), or to force or instill fear as
illustrated by colonization, vote-buying, and similar
methods.
• Transformational leadership - or real leadership starts
from the recognition of what the members need and the
steps toward achieving these needs, and relating rewards
to effort.
Behaviors of a Transformational Leader
1. Is articulate in creating compelling vision of the future.
2. Uses stories and symbols to communicate his/her vision
and message.
3. Specifies the importance of having a strong sense of
purpose and a collective mission.
4. Talks optimistically and enthusiastically and expresses
confidence that goals will be achieved.
5. Engenders the trust and respect of his/her followers by
doing the right thing rather than simply doing things
right.
 Behaviors of a Transformational Leader
6. Instills pride in employees.
7. Talks most about important values and beliefs.
8. Considers the moral and ethical consequences of decisions.
9. Seeks different perspectives when solving problems.
10.Encourages employees to challenge old assumptions and to
think about problems in new ways.
11.Spends time teaching and coaching.
12.Considers each individual employee's different needs, abilities,
and aspirations.
13.Is compassionate, appreciative, and responsive to each
employee and recognizes and celebrates each employee's
achievements.
 Four Components of Transformational Leadership
1. Charisma - the leader's charisma or idealized influence is
envisioning and building confidence, and he/she sets high standards
to be followed.
2. Inspirational motivation - the leader's inspirational motivation
provides followers with challenges and meanings/reasons for
engaging in shared goals and undertakings.
3. Intellectual stimulation - the leader's intellectual stimulation moves
followers to question assumptions and generate more creative
solutions to problems.
4. Individualized consideration - the leader treats each follower as an
individual and provides coaching, mentoring, and growth
opportunities.
 The transformation of values, processes, and
institutions appears as follows:

A. Transformation of values
From power as dominion to power as liberation
From war and conflict to peace
From efficiency consideration to equality and equity
From growth to sustainability
From "winner-take-all" norm to sharing and caring
 The transformation of values, processes, and
institutions appears as follows:

B. Transformation of processes
From hierarchical to participatory
From corrupt to clean
From secretive to transparent
From burdensome to empowering
C. Transformation of institutions
From bureaucratic to egalitarian, responsive, and
accountable
 Moving from transactional leadership to
transformational leadership requires a shift in
leadership functions.

1. People are taking more responsibility for their own

decisions. This situation requires the leaders to provide
conditions for creativity and develop fewer levels of
leadership-flatter structures.
2. Leaders concentrate on strategy to help people respond to
the changing world.
Transformational Leadership Functions

1. Task Functions
2. Team Functions
3. Leadership Functions
 Transformational Leadership Functions
1. Transformational leadership and task functions:
Defining the tasks--involves others
Making the plan--involves others
Allocating the tasks--involves others rather than the leader
giving out tasks
Controlling the tasks--uses peer pressure and self-control
rather than being disciplinary
Checking the performance--more self-management within
the transformational approach
Adjusting the plan--with group review
 Transformational Leadership Functions
2. Transformational leadership and team functions:
Setting the standards--involves the group
Enforcing discipline
Promoting team spirit
Encouraging and motivating
Developing sub-leaders
Communicating with the group--has to be open and honest
Training--lifelong learning process everyone needs to
undergo
 Transformational Leadership Functions

3. Transformational leadership and individual functions:

 Attending to personal problems
Praising individuals, enhancing confidence
Giving status pride
Using abilities of the people within the organization--
training as a continuing process
Involving individuals in decision-making process
 Leadership Development
• Develop a pool of leaders
find people with basic leadership qualities
Widen the “catchment area”
Assure a democratic process
• Provide knowledge and skills
Build leaders' personal capacities
Recognize this as a lifelong process
• Support active leaders
Actively support leaders continuously and not to place
them in positions and leave them there
 Virtuous Cycle of Leadership Control
1. A leader should be energetic, sympathetic, friendly, and
understanding to ensure the enthusiastic cooperation of
followers.
2. He/She should have confidence in knowing and doing
his/her job to gain the confidence of followers.
3. He/She should be an example to followers.
 Seven Habits of Highly Effective People
1. Be proactive.
Proactive means being able to take responsibilty for your life. You
have the freedom to choose your behavior and response to
stimuli. Use your creativity and have some initiative. You are the
one in charge.
2. Begin with the end in mind.
Know where you want to go. When making plans and decisions,
see to it that the time and effort that will be spent conform to
what you want to achieve. Envision your goal and make it happen.
3. Put first things first.
Practice self-management. Know your priorities.
 Seven Habits of Highly Effective People
4. Think win-win.
Look at life as a cooperative arena, not a competitive one.
Enter agreements or make solutions that are mutually
beneficial and satisfying to both parties.
5. Seek first to understand, then to be understood.
As the saying goes, “The best way to understand is to listen.”
The practice of empathy governs this habit. It is about putting
yourself in someone else's shoes. By listening to a person's
explanation, only then can you evaluate, probe, give advice,
and interpret his/her feelings.
 Seven Habits of Highly Effective People
6. Synergize.
The whole is greater than the sum of its parts. More tasks can be
done if all things within reach are maximized and utilized. Synergize
is the habit of creative cooperation. Better results can be produced
as a group than as individuals.
7. Sharpen the saw.
What you have learned a couple of years back will have become
outdated. Many things evolve and develop so fast that you need to
update through various food-for-the-brain resources. A sense of
humor is vital to relieve tension and boredom as well as to defuse
hostility. Effective leaders know how to use humor to energize
his/her followers. Humor is a form of power that provides some
control over the work environment even as it fosters camaraderie.
 TEAMWORK

• Teamwork is the process of working

collaboratively with a group of people in order to
achieve a goal.
• It means that people will try to cooperate by using
their individual skills and providing constructive
feedback, despite any personal conflict between
individuals.
 TEAMWORK

What does teamwork look like in action?

• Basically, group members focus on the goal.
• They put aside individual differences and petty
grievances to get the job done.
• They show passion for the project and each
contributes to its success.
 TIME MANAGEMENT

• Time Management is the art of arranging,

organizing, scheduling, and budgeting one's time
for the purpose of generating more effective work
and productivity.
(Source: Paulla Estes, edited by Niki Foster (May 28, 2012)
 DECISION-MAKING

• Decision-making is a process that involves

selecting the most logical choice from among two
or more options.
 DECISION-MAKING

• Consider the following in decision-making:

1. Identification of alternative solutions.
2. Evaluation of possible options to determine which one
meets the decision objectives.
3. Selection of the best option after an in-depth
evaluation.
 Involvement in Decision-making
1. Consensus or agreement involves compromising various
possibilities after all opinions have been heard.
Disagreements and minority viewpoints are discussed
fully. Everyone feels free to express himself/herself. This
method helps build understanding, unity, cooperation,
and commitment.
2. Majority voting is considered the most effective way to
make a decision. However, one may lose the interest or
loyalty of the members of the minority who voted against
the decision, especially if they feel their side was not
heard.
 Involvement in Decision-making

3. The minority is not consciously organized, but a few

powerful personalities dominate the group, often
unconsciously. These people later wonder why the others
are apathetic.
4. The silent consensus of some groups leads to unanimous
decisions. This type of involvement in decision-making is
rarely applied when tackling important issues. Unanimous
agreement is sometimes assumed when some members
do not want to disagree and have chosen to stay silent.
 Involvement in Decision-making
5. The clique is a small group whose members plan
beforehand to get their way in decision-making. Because
they are better organized than those who disagree, they
are often successful in getting/having their own way in
resolving an immediate issue, but they bring a spirit of
rivalry, rather than cooperation, to the group.
6. The handclasp happens when one person makes a
suggestion and another commends it. Without further
discussion, the matter is decided. Resentment, however,
resurfaces later on.
 Involvement in Decision-making

7. The one-person decision is quickly made, but later when

the decider needs free or voluntary support from others
to implement the decision, he/she might find trouble
getting it.
8. The plop occurs when a group makes a decision by not
making a decision at all. Someone makes a decision, but
it is dropped or junked altogether and no one pays any
attention to it.
 Difficulties in Decision-making
1. Fear of consequences brings division and disagreement.
2. Conflicting loyalties of one person as a member of
different groups frequently leads to divided loyalties
about decisions.
3. Interpersonal conflicts and personal differences evoke
various feelings among members, which interfere with
sound decision-making.
4. Hidden agenda or secret motive can hinder decision-
making for reasons a member does not share with the
group.
 Difficulties in Decision-making
5. Blundering methods include using rigid procedure that
leaves little room for expressing differing views,
substituting personal opinions for adequate information,
and disregarding proper consultation or consensus.
6. Inadequate leadership restricts the expression of opinions
and discussion on issues. Leaders fail to provide assistance
in selecting appropriate methods for decision-making or
are insensitive to the factors that cause difficulty in the
group.
7. Clash of interest occurs when different groups or
individuals within an organization have opposing interests.
 Conclusion
Transformational leadership is an organizational system
framework that influences people to come together around a
common vision.
One of the marks of a good leader is the ability to listen, learn,
and lead his/her followers toward the attainment of goals.
He/She is adept in teamwork, time management, and
decision-making.
Thank you for listening