Plastilens International, Inc.

LEADERSHIP
for
SUPERVISORS
Training Program
 Part 1:
LEADERSHIP IS..
In this chapter, participants will be able to:
•Define and understand leadership.

•Understand the relationship between supervision and leadership.

• Know and understand the duties of a leader.

•Learn, identify, understand and adapt the qualities of a leader and

the steps towards becoming a leader.

•Learn and understand the different leadership styles and later on,
identify what leadership style they can apply to their respective
teams.

•Learn and realize some of leadership’s worst mistake.

 Leadership defined by
some of
the Great Leaders
influence. of
Leadership is

Management is efficiency
in climbing all time…
the ladder of - John Maxwell
success ; leadership
determines whether the
ladder is leaning against Leadership is action, not
the right wall. position.
- Stephen R. Covey
(author, “Seven Habits of
-Donald H. McGannon
Highly Effective People)”
(chairman, Westinghouse
Broadcasting Company)

“A leader takes people where
they want to go. A great leader
takes people where they don't
necessarily want to go, but ought
to be.”
– Rosalyn Carter
(wife of former US President
Jimmy Carter)
“A good leader can’t get too
far ahead of his followers.”
– Franklin D. Roosevelt
(32nd president of United
States of America)
“Leadership should be
born out of the
understanding of the
needs of those who
would be affected by
it.”
– Marian Anderson
(100 Greatest African
American )
 SUPERVISION AND
LEADERSHIP

SUPERVISION LEADERSHIP

to watch over an the ability to guide,

activity or task direct, or influence
being carried out by people
somebody and
ensure that it is
performed correctly
 DUTIES OF A LEADER

 Organize  Be sensitive
 Clarify the goal  Have courage
 Know the team  Take initiative
 Inspire  Get involved
 Encourage  Be genuine
 Have confidence
 LEADERSHIP QUALITIES

• Purposefulness and Trust

- knowing why you are a leader and trusting that your people
is supporting you.

• Confidence and Decisiveness

- leaders are valued for their decision-making abilities,
specially in high-pressure situation. However, being an effective
decision maker can only come if the leader exerts confidence in
one’s self and with others.

• Sense of Commitment and Standards

- as a leader, your public and private lives should be
exemplary. A leader who expects a certain code of conduct from
the employees must have the sense of commitment to live for the
cause of that conduct and therefore, exerting sense of
commitment to the team as well.
 LEADERSHIP QUALITIES

• Knowledge and Creativity

- knowing your facts and details and taking initiatives and
encouraging creative thinking in problem-solving.

• Courage and Results

- taking risks in making solid decision and positive results.

• Optimism and Cooperation

- working together to find the best way to turn un-ideal
situation around.

• Sacrificing and Assertiveness

- being chosen to lead, you are expected to exert more hard
work and to be able to represent your team members who have
put their trust in you.
 LEADERSHIP QUALITIES

• Efficiency and Vision

- a leader must think broadly and far into the future to set
goals and help the team gear in the right direction. To achieve
this a leader must also be task-oriented and relationship-
oriented.

• Unselfish
- a leader must not take all the credits of his/her team. A
leader must also be generous in sharing his/her knowledge and
should not be a barrier for his/her team’s advancement.
 14 STEPS TOWARDS
BECOMING A LEADER

1. Broaden your vision (have high dreams)

2. Win, don’t repel ( never force anyone to challenge and warm

up)

3. Communicate (clarify, remove obstacles, improve)

4. Listen (understand, acknowledge, appreciate)

5. Keep learning (search for truth is a life long journey)

6. Be yourself (no imitation, no pretention)

7. Give as you would get (abide by the golden rule)

8. Show courage (do good, the power is within)

9. Don’t jump into conclusions (be patient, don’t judge)

 14 STEPS TOWARDS
BECOMING A LEADER
10. Take your time.

11. Don’t be such in a hurry.

12. Pray.

13. Say thank you.

14. Ponder on “what is true leadership”.

 LEADERSHIP TRAITS

•Leaders realize that each person has untapped skills that can be
harnessed to achieve organizational goals, and at a profit.
-a leader must have the courage to look for hidden abilities, including
those that other managers have written off. Leaders do this by observing,
monitoring, and most important, listening.

•Leaders empower people across the board.

- this means they don’t play favorites. They’re fair and even-handed
regardless of their personal feelings.

•Leaders expect to be role models, and they deliberately model the

behaviors they want others to adopt.
- what do others see? Do they see you behaving in ways you want them
to copy?

•Leaders are realistic in awarding praise.

- when giving praise be specific, timely, and accurate.
 LEADERSHIP TRAITS

•Leaders work to develop trusting and professional relationships with

everyone.
- the better you know people, the better you are at reading situations
and predicting reactions.

•Leaders are organized, competent, and prepared, even when these

are not their native characteristics.

•Leaders build cohesive teams.

-they do not merely manage people.
 LEADERSHIP TRAITS

•Leaders believe that each person is valuable, able, and responsible.

- real leaders see leadership as a process for empowering people to
see themselves in positive ways as competent, productive, and important.

•Leaders recognize the potential in others that mere managers miss

because leaders are looking for it.

•Leaders view themselves favorably as valuable, contributing team members

not managers.
- they see a field of political equals, not subordinates to be dealt with.

•Leaders know the Golden Rule of good business.

- they treat people as they expect to be treated. Leaders model
the respect they expect in all personal and professional interactions with others.
 SOME OF LEADERSHIP’S WORST
MISTAKES

• Being over-friendly with the team.

• Thin-skin / letting employees get to you personally.

• Asking employees to do tasks or perform up to levels

you are not prepared to do.

• Micromanagement.

• Passing over an existing staff for new position or

promotion to bring in old friends.

• Viewing staff as competition.

 STYLES OF LEADERSHIP

• Democratic
- the leader values the individual characteristics and
abilities of each subordinate.
- people-centered approach.

Characteristics:
 Less control is maintained.
 Economic and ego are used to motivate.
 Others are directive through suggestions and guidance.
 Communication flows up to down.
 Decision making involves others.
 Emphasis in “we” rather than “I” and “you”.
 Criticism is constructive.
 STYLES OF LEADERSHIP

• Autocratic Style
- leader takes all decisions and assigns all responsibility to
himself; he is firm and insistent, self-assured and dominating.
Such a leader stresses prompt, orderly and predictable
performance from employees or followers.

Characteristics:
 Strong control is maintained over the groups.
 Others are motivated by coercion.
 Communication flows downwards.
 Decision making does not involve others.
 Emphasis on difference and status.
 Criticism is punitive.
 STYLES OF LEADERSHIP

• Participative
- allows subordinates to participate in decision-
making, consequently the subordinates have the
feeling of satisfaction and freedom.

• Laissez Faire
- leader leaves all decision making and
responsibility to the group.
 THEORY OF LEADERSHIP

 SITUATIONAL THEORY OF
LEADERSHIP
- leader is a product of a given situation and
the behavior may in fact vary from one situation
to another.
 THEORY OF LEADERSHIP

5 KINDS OF LEADERS ACCORDING TO

SITUATIONAL THEORY

• Natural Leader (Mahatma Gandhi)

• Charismatic Leader (Pres. Cory Aquino)
• Rational Leader (Carl Marks)
• Consensus Leader (Presidents of democratic
countries)
• Leader by Force (Adolf Hitler)
 THEORY OF LEADERSHIP

4 METHODS IN SITUATIONAL THEORY

• Directing
- provides specific instructions and supervises the
accomplishment of task.
- high direction, low supportive behavior.

• Coaching
- leader monitors the accomplishment of tasks, explain
decisions and asks for feedbacks and suggestions.
 THEORY OF LEADERSHIP

• Supporting
- leader supports the efforts of others.
- high supportive and low directive behavior.

• Delegating
- leader gives the responsibility for decision making and
problem solving to mature staff who have demonstrated their
competence.
- leader recognizes that there are more than one right way to
do things and gives authority to staff that matches their level
of responsibility. This leads to staff empowerment.
 THEORY OF LEADERSHIP

 CHARACTERISTICS OF A LEADER
IN SITUATIONAL THEORY

• Realize and respect dignity of people.

• Should not manipulate human beings or use them to
achieve his own purpose.
• Set examples for others.
• Promote happiness among members.
• Should be able to speak well and write well.
• Able to motivate others.
• Able to influence others.
• Possess all human qualities.
 Part II:
LEADERSHIP 101
In this chapter, participants will be able to:

•Learn and understand the nature of problem, and how

to
manage problems effectively.

• Learn and understand the types of problem solver and

how participants can improve their problem solving
skills.

•Learn, differentiate, understand and apply critical

thinking and creative thinking.

• Learn and apply the art of problem solving.

 PROBLEM 101

 What is a problem?
- a problem is a question or puzzle that
needs to be solved.

- “problems are what people have when

they want something and don’t know how to
get it”.
- Tudor Rickards
 TYPES OF PROBLEM

• ROUTINE
- the problem solver knows a solution method and only needs to carry out.

• NON-ROUTINE
- the problem solver does not initially know a method for solving the problem.

• WICKED
- situations which important problem solving decisions commit those involved
to one solution and excluding other possibilities.

• VICIOUS
- problems in which obvious solutions create bigger problems.

• COMPLEX
- problems which involved many variables, many constraints and many parties
involved.

• MORAL DILEMMA
- situation in which one ought to do A, and one ought to do B, but cannot do
both A and B.
 TYPES OF PROBLEM
• UNFAMILIAR
- problem which you have not had the chance to face.

• URGENT
- a problem that needs solution immediately.

• CRITICAL
- life and death situation.

• PERSISTENT
- problems which keeps on coming.

• INTER-PERSONAL
- problem between two or more human beings which affected
their lives.

• MANAGEMENT
- problems that arise in the field of Management.
 SEVEN STEPS IN PROBLEM
SOLVING

• DEFINE AND IDENTIFY THE PROBLEM

- identify exactly what the actual problem is all about.

• ANALYZE THE PROBLEM

- list down all symptoms and root causes.

• IDENTIFY THE POSSIBLE SOLUTIONS

- look for ideas and solutions.

• EVALUATING POSSIBLE SOLUTIONS

- adopting alternative solution paths at the same time if main solution does not
work.

• SELECTING BEST SOLUTION

- select one or more solutions to try.

• IMPLEMENT THE SOLUTION

- get going and begin the solution.

• EVALUATE THE SOLUTION

- investigate to determine whether the solution(s) worked and to what extent.
 DEWEY’S PATTERN OF
REFLECTIVE THINKING
 PROBLEM DEFINITION
 What is the specific question or
problem?
 What are the group’s limitations?
 What are the key terms, and what
do they mean?
 PROBLEM ANALYSIS
 What is the nature of the problem?
 What caused the problem?
 Why is it a problem?
 What are your goals?
 What are the obstacles preventing
you from attaining your goals?
 How does it affect the persons
involved?
 What are the short-range effects?
 What are the long-range effects?
 SOLUTIONS – SELECTION
 What are the available solutions?
 What creative solutions can we
generate?
 Brainstorming
 CRITERIA
 By what criteria will you judge a
solution?
 How well does each solution meet
these criteria?
 What additional effect will
preferred solution generate?
 What are the possible negative side
effect?
 What are possible bonus effects?
 What is the best solution or
combination of solutions?
 TYPES OF PROBLEM
SOLVERS

 NOT MY PROBLEM type

- these people ignore the customers and company problems as if these
problems didn’t touch them personally.

 DON’T ASK ME type

- some people can’t do simple calculations, keep checkbook or receipt
record, or do basic Math. Few employers have the time or means to teach
these basic skills.

 WHAT NOW? Type

- some well-meaning employees can’t seem to mature into independent
problem solvers. They don’t trust their own judgment. As result, they bother
somebody every two minutes with a problem too big for them to handle.
 TYPES OF PROBLEM
SOLVER

 STRAIGHT LINER type

- they know how to solve straightforward problems. But if the
situation requires a new solutions or any creativity, they can’t
handle it. They may keep their job and find comfortable place in
the company, but they shouldn’t expect to advance to high levels of
management.

 CREATIVE PROBLEM SOLVER type

- business will always have spots for people who can use their
creativity to solve problems. Creative problem solvers make themselves
irreplaceable.

“We are continually faced with a series of great opportunities disguised as

insoluble problems”
 John W. Gardner
 (
 THE PROBLEM SOLVER IN
YOU

TYPE OF PROBLEM SOLVER WAYS TO IMPROVE

Pay attention to the needs of your customers, co-workers

Not my problem and subordinates. Consider their problems your
problems and work to help them find solutions.

Learn every skill that comes along. Teach yourself new

Don’t Ask Me tasks, techniques or skills by studying as well as asking
help from friends and co-workers.

Take responsibility for decision-making in your life.

Build confidence by tackling smaller problems on your
What Now? own, then gradually increase the complexity of problems
that you tackle until you become an independent
problem-solver.

Try to expand your creative abilities by brainstorming.

Straight Liner Learning to be flexible with new ideas and concepts will
help you tackle more challenging problems.

Continue to tackle problems head on. Remember to treat

all of your company’s problems as your own, to have
Creative Problem Solver
your professional skills and education, to independently
tackle problems, and to think “outside-the-box”.
 TYPES OF THINKING
In
PROBLEM SOLVING
CREATIVE
THINKING is….
Exploring ideas, generating possibilities, looking for
many right answers rather than just one

To maximize the ability of the brain to think of new ideas

Looking at problems or situation from fresh perspective

that suggested an unfamiliar solution
 TYPES OF THINKING
In
PROBLEM SOLVING

CRITICAL THINKING
is…
Skilled, active, interpretation and evaluation of
observations, communication, information and
argumentation

Employs on broad intellectual criteria such as clarity,

credibility, accuracy, precision, relevance, depth,
breadth, significance.
 CREATIVE THINKING VS.
CRITICAL THINKING IN
PROBLEM SOLVING

Creative Thinking Critical Thinking

 Generative  Analytical
 Divergent  Convergent
 Possibility  Probability
 Diffuse  Focused
 Subjective  Objective
 Associative  Linear
 Richness or Novelty  Reasoning
 The answer is “Yes, and…”  The answer is
“Yes, but…”
 FIVE CLASSIC CREATIVITY
METHODS

EVOLUTION
This is the method of incremental improvement. New ideas stem
from other ideas, new solutions from previous ones, the new ones
slightly improved over the old ones.

SYNTHESIS
With this method, two or more existing ideas are combined
into a third, new idea.
REVOLUTION
Sometimes the best new idea is a totally different idea
from its previous one.
 FIVE CLASSIC CREATIVITY
METHODS

REAPPLICATION
Look at something old in a new way. Discover how
something can be reapplied. The key is to see beyond the
previous applications to see what other application is
possible.

CHANGING DIRECTION
Many creative breakthroughs occur when attention is
shifted from one angle of a problem to another. This is
sometimes called creative insight.
 EUREKA STEPS OF
PROBLEM SOLVING

1.  PREPARATION
- gathering of information and preliminary attempts at a
solution. 

2.  INCUBATION
- putting the problem aside to work on other activities or
to sleep. 

3.  ILLUMINATION
- appearance of the key to the solution (often referred to
as the “Aha!” or “Eureka!” experience). 

4.  VERIFICATION
- checking the solution to make sure that it is valid.
 OBSTACLES IN GROUP PROBLEM
SOLVING

 Unclear objective
– group are not totally sure what they are suppose to
achieve.
 Blurred responsibility
– group is unclear about authority of the group. Who
are they reporting to? What is the authority and
responsibility of the group leader? Who will make the
decision?
 Status
– Working in a group will not necessarily iron out
perceived differences in authority. People with higher
status may be dangerously influential in manipulating
ideas and information.
 OBSTACLES IN GROUP PROBLEM
SOLVING

 Expertise
– Appointing people on the basis of their expertise can also
prove dangerous. Experts may concentrate on their specialist
areas, ignoring areas they know little about.

 Time constraint (both too much and too little)

 Conflicting Goals
– Among members of the group

 Self censorship
– Group members avoid speaking up against the majority
for fear of being ridiculed or because they do not want to waste
the group’s time.

 Pressure on dissenters
– Those who insists on dissenting are branded as a nuisance
or nay-sayers. Their loyalty questioned.
 THINGS LEADERS SHOULD
REALIZE IN PROBLEM
SOLVING & DECISION-
MAKING
Leaders face multiple and
sometimes complex choice
processes.
Problem Solving & Decision
making information may not
be available.
The way people think affect
the way people define
problems, identify
alternatives, and choose
preferred solutions.
Leaders face multiple and
sometimes complex choice
processes.
Problem Solving & Decision
making information may not be
available.
The way people think affect
the way people define problems,
identify alternatives, and choose
preferred solutions.
Decisions that is ethical is
usually hardest to make.
 CHARACTERISTICS OF A
C R E AT I V E T H I N K E R

 The creative person wants to know about all kinds of things.

Because he/she never knows when these ideas might come together
to form new ideas.

 Knowledge is the stuff from which new ideas are made. Yet,
knowledge alone won’t make a creative person or solve a problem.
The real key to creative problem solving is what you do with the
knowledge.

 Creative problem solving requires an attitude that allows you

to search for new ideas and use your knowledge and experience.

 By changing one’s perspective and playing with our

knowledge, one can make the ordinary extraordinary and the
usual commonplace.
 Part III:
EMOTIONAL INTELLIGENCE
for LEADERS
At this chapter, participants will be able to:
 learn about emotional intelligence and stress.
 learn more about one’s self and the importance of self-
control in leadership.
 learn how to manage one’s emotion and of the emotions of
others as well.
 learn how to become emotionally intelligent leaders.
 What is
EMOTIONAL INTELLIGENCE?

 Emotional intelligence is a personal attribute that

enable people to succeed in life, including self-
awareness, empathy, self-confidence and self-control.

 Emotional intelligence is the core of effective

communication and presentation. The way people
communicate depends on the person’s self-awareness,
self-control and how a person perceive things around
him.