MODULE 4

BASIC LEADERSHIP PRINCIPLES AND SKILLS

OBJECTIVES
At the end of the session, students are expected to:
1. Learn the basic definition of leadership, types, factors and what legitimates an individual to lead.
2. View and identify the difference between different leadership models.
3. Know and understand the different factors of effective leadership.
4. Gain proper leadership skills, leadership virtues, and styles for them to become effective leader
in the future to contribute to national growth and development.

OUTLINE

1. Leadership

- Definition
- Two types of Leadership
- Four Factors of Leadership
- Legitimacy of Leadership

2. Bass' Theory of Leadership

3. Leadership Models
4. What makes a person want to follow a leader?
5. The Two Most Important Keys to Effective Leadership
6. Principles of Good Leadership
7. The Process of Great Leadership
8. Virtues
9. Decision Making

CONTENT
1. Leadership
a. Definition
 Leadership is a process by which a person influences others to accomplish
an objective or task, or sway their decision and opinions1;

 Leadership also mean to direct the organization in a way that makes it

more cohesive and coherent; or to influence a group of individuals to
reach a common goal.2
b. Two types of Leadership
 Process leadership3 – these are leaders that acquires their leadership skills
and knowledge thru leadership training, workshop and seminars;
 Trait leadership – a common knowledge that leaders are born and not
made.
c. Four Factors of Leadership4
 Leader - You must have an honest understanding of who you are, what

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 you know, and what you can do as a leader to be able to lead effectively;
 Followers – they are the direct recipient of leadership
 Communication – there must be continuous and two-way communication
between leaders and followers and much of it is nonverbal in form;
 Situation – the circumstance when the leadership is exercised and
followed. No situations are the same. You must always use your
judgment to decide the best course of action and style needed for each
situation.
d. Legitimacy of Leadership5
 Assigned Leadership – the authority to lead is vested in a particular
position a leader occupies like a manager, supervisor, lead, etc;
 Emergent Leadership – the authority to lead comes directly from the
follower who thinks that the group’s goal could be best achieved under
your leadership.
2. Bass' Theory of Leadership6
a. Bass' theory of leadership list down the three basic ways to explain how people
become leaders:
 Trait theory - some personality traits may lead people to be appointed or
led naturally into leadership roles;

 Great Events Theory – a crisis or important event may cause a person to

be appointed or assumed leadership role;
 Process Leadership theory – basically argues that people can learn
leadership skills.
3. Leadership Models
a. Leadership models help us to know what makes leaders act the way they do:
 Four Framework Approach:7
1. Leaders display leadership behaviors in one of four types of
frameworks: Structural, Human Resource, Political, or Symbolic.
a. Structural Framework
i. The leader is a social architect whose leadership
style is to analyze and design course of action. They
focus on structure, strategy, environment,
implementation, experimentation, and adaptation.
b. Human Resource Framework
i. The leader is a catalyst and servant whose
leadership style is to support, advocator and
promotes empowerment.
c. Political Framework
i. The leadership style is based on coalition and
building alliances.
d. Symbolic Framework
i. The leader serve as a prophet, whose leadership
style is inspiration.

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4. What makes a person want to follow a leader?
a. People want to be guided by those they respect and who have a clear sense of
direction.

5. The Two Most Important Keys to Effective Leadership

a. Trust and confidence
b. Effective communication

6. Principles of Good Leadership8

a. Know yourself and seek self-improvement
b. Be technically proficient
c. Seek responsibility and take responsibility for your actions
d. Make sound and timely decisions
e. Set the example
f. Know your people and look out for their well-being
g. Keep your workers informed
h. Develop a sense of responsibility in your workers
i. Ensure that tasks are understood, supervised, and accomplished
j. Train as a team
k. Use the full capabilities of your organization
7. The Process of Great Leadership9
a. Challenge the process
b. Inspire a shared vision
c. Enable others to act
d. Model the way
e. Encourage the heart
8. Virtue

The following virtues are considered the foundation of leadership 10:

a. Prudence – the habit which enable man to direct his actions to human life’s goal.
b. Justice - the habit of giving each one his due with constant and perpetual will.
c. Fortitude – the habit of overcoming the difficulties and pressures of life in the
pursuit of good.
d. Temperance – the habit of bringing the desires and natural inclination of man
under the control of reason.
e. Industry – the habit of working hard and working under pressure.
f. Loyalty – the habit of remaining true to your friends and to your principles (goals)
in times of troubles.
g. Responsibility – the habit of being accountable for one’s actions, duties and
obligations; readiness to answer the consequences of one’s actions.
h. Cheerfulness – the habit of being optimistic, positive and always seeing the
bright side of things.
i. Generosity – the habit of sharing the good that one has with other people;
thinking first of the people around him and looking for ways he can help and

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 serve them,
j. Magnanimity – the habit of having great ideas and ambitions of doing good;
being concerned with doing great deeds of service to others by devoting one’s
life to serve and one’s country or to help people.
9. Decision Making
a. Authoritarian Leadership (Survival)
 A leader makes a decision and announces it.
 The member of the group is not asked for opinion or suggestions but all
major decision is from top to bottom
 The leaders does not consult its member and take sole responsibility of
the organization. 11

b. Consultative Leadership (Security)

 A leader presents a tentative decision subject to change
 The members of the group received a pre-conceived plan and decisions
which are still subject for approval, reform and changes
 The leader consult the member but in the end still take full responsibility
of decision making
c. Enabling Leadership (Participation)12
 A leader defines limits, calls on members to make a decision.
 The members are given more power and privilege in defining the nature,
obective and the course of action of the organization
 Each member of the group has more opportunity to be trained to become
leaders in the future
 The leaders believe in shared aims and objectives and a sense of
commitment to the group
 To motivate the members to participate there must be acceptance of
group values and norms
 There is also feeling of mutual trust and dependency which leades to full
participation by all members and decision-making

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1
Daft. Richard L. (2008). The Leadership Experience, 4 th Edition. Thomson South-Western. Ohio. U.S.A. p 1
2
Ibid
3
Northouse, Peter Guy, G. (2008). Leadership: Theory and Practice I 5 th Edition. SAGE Publication. California. U.S.A. p. 5
4
Talloo, Thelma, J. (2007). Business Organization and Management: For B. Com Course of University of Delhi. Tata Mc Graw
Hill. New Delhi p. 49
5
Rowe, W. Glenn et al. (2011). Cases in Leadership: 2 nd Edition. SAGE Publications, Inc. California, U.S.A. p. 3
6
Bass, Bernard M. (1998). Transformation Leadership: Industrial, Miltary and Educational Impact. Lawrence Erlbaum
Associates, Inc. New Jersey U.S.A. p. 18
7
Talloo. Ibid. p. 132
8
Generalized reflection during the AdU NSTP Instructors Team Building I Caliraya, Lumban, Laguna dated June 24-25, 2011
9
Reflection presented by Professor Gabriel M. Delos Santos, during the AdU NSTP Instructors Team Building I Caliraya,
Lumban, Laguna dated June 24-25, 2011
10
AdU NSTP Teambuilding, Ibid.
11
Select Knowledge. (2000). Managing Team. University of Cambridge. p. 9
12
Select Knowledge. Ibid p. 26