1.

What habits do you currently practice in your life that contribute to your
effectiveness?
2. What values are important to you, why?
3. What leadership traits do you admire? Identify a leader who exemplify
these traits.
4. Give your reflection about a significant personal challenge as you go
through the present situation (ECQ).
5. Using the quadrant in Habit 3, fit the events in your past week (April 20-26,
2020) in the quadrant that best describes its urgency and importance.
Estimate the percentage of time you spent in each quadrant. In which
quadrant do you spend the largest percentage of time and effort? Do you
think it’s worth your time and effort? Why?

1. Describe group decision-making and individual decision-making in terms of

efficiency and effectiveness? Which do you think is better when you plan to
increase productivity? Why?
2. Give examples (situations) that best describe the identified “Biased Nature
of Social Perception”.
3. Cite the stressors that you encounter both in your home and in school
according to the three (3) major categories of stressors.
A. Individual Characteristics
 Personality: Five Dimensions, Core Self-evaluation, Social Perception and Attribution

Personality – it is the unique and relatively stable pattern of behavior, thoughts and emotions shown by
individuals

Influence of
Influence of The joint influence of personal qualities and
Personal
the situation situation = Behavior
Qualities

Five Dimensions of Personality

1. Extraversion - is characterized by excitability, sociability, talkativeness, assertiveness, and high
amounts of emotional expressiveness. (Introverted - tend to be more reserved and have to
expend energy in social settings.)

2. Agreeableness
 This personality dimension includes attributes such as trust, altruism, kindness, affection,
and other prosocial behaviors. People who are high in agreeableness tend to be more
cooperative while those low in this trait tend to be more competitive and even
manipulative.

3. Conscientiousness

 Standard features of this dimension include high levels of thoughtfulness, with good impulse
control and goal-directed behaviors. Highly conscientiousness tend to be organized and
mindful of details.

4. Neuroticism

 Neuroticism is a trait characterized by sadness, moodiness, and emotional instability.

Individuals who are high in this trait tend to experience mood swings, anxiety, irritability and
sadness. Those low in this trait tend to be more stable and emotionally resilient.

5. Openness to Experience
  This trait features characteristics such as imagination and insight, and those high in this trait
also tend to have a broad range of interests. People who are high in this trait tend to be
more adventurous and creative. People low in this trait are often much more traditional and
may struggle with abstract thinking.

Core Self-Evaluation (How do we think of ourselves based on 4 particular personality traits)

1. Self-Esteem – the overall value one places on oneself as a person
2. Locus of Control – the extent to which individuals feel that they are able to control things in a
manner that affects them
3. Emotional Stability –the tendency to see oneself as confident, secure and steady.
4. Generalized Self-Efficacy – a person’s beliefs about his or her capacity to perform specific tasks
successfully.

Social Perception and Attribution

(Who am I?)
Personal Identity – my characteristics (height, weight, color, etc.)
Social Identity – groups to which I belong (Rotary, Zonta, YMCA, etc.)
Social Identity Theory – recognizes that the way we perceive others and ourselves is based on both on
our unique characteristics (personal identity) and our membership in various groups (social identity)

Attribution – judging what people are like and why they do what they do.
 Mechanisms by which individuals make judgments what others are like (i.e. assessments of
people’s qualities and the reasons they behave as they do.
Correspondent’s Inferences: Using acts to judge dispositions
 Judgments about people’s dispositions – their traits and characteristics – that corresponds
to what we have observed of their actions.
You Observe – You judge

Causal Attribution of Responsibility: Answering the question why?

Two major explanations for the causes of someone’s behavior
1. Internal Causes – based on the actions where the individual has control
2. External Causes – based on situations over which the individual has no control
Kelley’s Theory of Causal Attribution
 We base our judgments of internal and external causality on three types of information.
 Individuals form causal beliefs by analyzing the consistency, consensus, and distinctiveness
of a response or behavior. Observations of a behavior or response across time provide
information about consistency.

The Biased Nature of Social Perception

 The Fundamental Attribution Error
 The Halo Effect
 Stereotypes: Fitting others into categories
Beliefs that all members in specific groups share similar traits and behavior
 Self-Fulfilling Prophecies: The Pygmalion Effect and the Golem Effect
Pygmalion Effect – holding high expectations (successful)
Golem Effect – low expectations (unsuccessful)
Guidelines in Overcoming Bias in Social Perception
1. Do not overlook external causes of other’s behavior
2. Identify and confront your stereotypes
3. Evaluate people based on objective (unbiased/impartial) factors
4. Avoid making rash (hasty) judgments

 Values (basic conviction about what is right and wrong) – are broad beliefs about what is
appropriate behavior - - the underlying beliefs and attitudes that help determine individual behavior
[Terminal Values and Instrumental Values]

STRESS AND STRESSORS

Stress – the pattern of emotional and psychological reactions occurring in response to demands from
within or outside the organization

Three Major Categories of Stressors:

1. Acute Stressors – those that bring some form of sudden change that threaten us either physically or
psychologically, requiring people to make unwanted adjustments (ex. Change of shift at work)
2. Episodic Stressors – the result of experiencing lots of acute stressors in a short of period of time (ex.
When you have “one of those days” in which everything goes wrong.)
3. Chronic Stressors – the most extreme type of stressor because they are constant and unrelenting
(relentless/persistent/insistent) in nature, having a long-term effect on the body, mind and spirit.
(Ex. Long – term abusive relationship, or a debilitating (incapacitating/unbearable) disease (arthritis
or migraine)

Burnout – a syndrome of emotional, physical and mental exhaustion coupled with feeling of low-esteem
or low self-efficiency, resulting from prolonged exposure to intense stress and the strain reactions
following from them.

Major Symptoms of Burnout

1. Physical Exhaustion
2. Emotional Exhaustion
3. Depersonalization – pattern of attitudinal exhaustion. Becoming cynical (suspicious/skeptical) about
others, derogating (insulting) them and themselves.
4. Feelings of low personal accomplishment

Major Causes of Stress in the Workplace

1. Occupational Demands
2. Conflict between work and non-work tasks
3. Role ambiguity: Stress (uncertainty)
4. Overload; so much work, so little time
5. Responsibility for others – A heavy burden (other people)
6. Lack of Social Support: The costs of Isolation

Organizational stress can have a profound effect on production and motivation in the workplace.

Worries about job security or the demands of a heavy workload...
Some of the factors that commonly cause work-related stress include:
o Long hours.
o Heavy workload.
o Changes within the organization.
o Tight deadlines.
o Changes to duties.
o Job insecurity.
o Lack of autonomy.
o Boring work.

Reducing Stress

1. Employee Assistance Programs

2. Stress Management Programs
3. Wellness Programs

Managing Your Own Stress

1. Manage your time wisely

2. Eat a healthy diet and be physically fit
3. Relax and meditate
4. Get a good night sleep
5. Avoid inappropriate self-talk
6. Take a time – out

Cultural values are the core principles and ideals upon which an entire community exists. This is made
up of several parts: customs, which are traditions and rituals; values, which are beliefs; and culture,
which is all of a group's guiding values

HABITS
How habits are formed?

Habits are patterns of behavior that involve the three overlapping components:
 Desire
 Knowledge
 Skill
(These 3 components are learned rather than inherited)

According to Stephen Covey (author of the 7 Habits of Highly Effective People):

“If you want small changes, work on your behavior; If you want quantum-leap changes, work on your
paradigms.” (Paradigm Shift)

Paradigm – the way an individual perceives (recognizes), understands, and interprets the surrounding
world. A mental map.
The “Social Mirror” – it is a metaphor (an analogy, comparison, or symbol) for the way we see ourselves
because others reflect their perceptions, opinions and paradigms about us through their words and
behaviors. From the “social mirror”, we found images and judgments of ourselves (e.g. I’m not a
creative person,” I’m good in numbers)

 The “social mirror” is a reflection of our memories of how others see us; it is often
inaccurate and limiting. Our real potential can be drawn from our Imagination. (Memories
constrain (limit), imagination is limitless)
 Our paradigms or perceptions of people influence the way we treat them, the way we treat
others influences their behavior and performance

Self-Fulfilling Prophecy – what we believe about ourselves and others influences our self-perception,
behavior and performance

The Seven Habits

1. Be Proactive – the habit of personal vision

 Proactive people use a margin of freedom to make choices that best apply their values,
respond according to values, accept responsibility, focus on the circle of influence (not
worrying about conditions over which they have little or no control). They also become a
transition figure.

“IT IS NOT WHAT PEOPLE DO TO US THAT HURT US. IN THE MOST FUNDAMENTAL SENSE IT IS OUR
CHOSEN RESPONSE TO WHAT THEY DO TO US THAT HURT US.” (Stephen Covey)

 ‘YOU CAN CHOOSE YOUR ACTIONS, BUT YOU CANNOT CHOOSE THE CONSEQUENCES. THEY
ARE GOVERNED BY NATURAL LAWS AND PRINCIPLES.

PROACTIVE LANGUAGE REACTIVE LANGUAGE

 “I choose to go” - “I have to go”

 “I control my own feelings” - “He makes me so mad”
 “Let’s explore alternatives” - “There’s nothing I can do”
 “I can” - “If only”

2. Begin with the End in Mind – the habit of personal leadership

 Mental creation precedes physical creation
 Personal mission statement
 Choosing a life center
 People carefully plan who they want to be, what they want to do, and what they want to
have, and then they let their mental plan guide their decisions
 The mental plan for life’s purpose expressed in written form is called a mission statement

3. “Put First Things First” – the habit of personal management

 Your First Things = those that we, personally, find most worth doing. They move you in the
right direction. They are always important and sometimes urgent.

QUADRANT
 URGENT NOT URGENT
IMPORTANT I II
CRISIS PREPARATION
PRESSING PROBLEMS PREVENTION
DEADLINE-DRIVEN PLANNING
PROJECTS EMPOWERMENT
MEETINGS
NOT IMPORTANT III IV
INTERRUPTIONS TRIVIA
SOME PHONECALLS TIME WASTERS
SOME MAILS EXCESSIVE T.V.

HOW DO YOU SPEND YOUR TIME?

FIT IT IN THE QUADRANT
 The context of put first things first is defined by your mission statement and confirmed by your
conscience

SIX-STEP PROCESS
1. Connect to mission – Direction
2. Review Roles – Relationships
3. Identify Goals – What to do with no. 2
4. Organize Weekly – Have time
5. Exercise Integrity – Whole/Wholly
6. Evaluate – Weaknesses/Strengths

4. Think Win-Win – the habit of interpersonal leadership

- It is a frame of mind and heart that constantly seeks mutual benefit in all human interactions =
All parties feel good about the decision and feel committed to the action plan.
- A win-win person possesses 3 character traits: Integrity, Maturity and Abundance Mentality
(good character)
- People with Integrity = true to their feelings, values and commitment
- Mature People = expresses their ideas or feelings with courage and with consideration

5. Seek First to Understand, Then To Be Understood – the habit of communication

6. Synergize – the habit of creative cooperation

7. Sharpen the Saw – the habit of self-renewal

B. Group Mechanisms

TEAMS AND TEAM BUILDING

Terms and Meanings

Task Team – cooperative small group in regular contact that is engaged in coordinated action

Team Building – process of making teams more effective by encouraging members to examine how they
work together, identify their weaknesses, and develop more effective ways of cooperating

Team Coaching – a leader’s interaction with a team to help its members make appropriate use of their
collective resources by focusing on motivation of members, performance method improvements, or
knowledge/skill deficiencies.

Teamwork – state that occurs when members know their objectives, contributes responsibly and
enthusiastically to the task and support one another

Key Differences between Groups and Teams

Dimensions for Comparison Group Team

Work Products Individual Collective
Performance Monitoring Source External Internal
Focus of Activity Efficient task performance Problem solving
Leadership Single Shared
View of Conflict Dysfunctional and Discouraged Functional and Encouraged

Stages of Team Development

 Forming – members share personal information, start to get to know and accept one another,
and begin turning their attention toward the group’s tasks. An aura of courtesy prevails, and
interactions are often cautious.
 Storming – members compete for status, jockey for positions of relative control, and argue
about appropriate directions for the group. External pressures interfere with the group, and
tensions rise between individuals as they assert themselves.
 Norming – the group begins moving together in a cooperative fashion, and a tentative balance
among competing forces is struck. Group norms emerge to guide individual behavior, and
cooperative feelings are increasingly evident.
 Performing – the group matures and learns to handle complex challenges. Functional roles are
performed and fluidly exchanged as needed, and tasks are efficiently accomplished.
 Adjourning – even the most successful groups, committees, and project teams disband sooner
or later. Their breakup is called adjournment, which requires dissolving intense social relations
 and returning to permanent assignments. The adjournment stage is becoming even more
frequent with the advent of flexible organizations, which feature temporary groups.

Elements of Effective Teams

1. Supportive Environment – management should build a supportive environment (encourage

members to think like a team, provide adequate time for meetings, and demonstrate faith in
members’ capacity to achieve)
2. Skills and Role Clarity – members must be qualified to perform their jobs and have the desire to
cooperate. They must also know the roles of all the other members of the team.
3. Superordinate Goals – a higher goal that integrates the efforts of two or more persons.
Superordinate goals can be attained only if all parties carry their weight. Such goals serve to focus
attention, unify efforts, and stimulate more cohesive teams. (example in a hospital: everyone is
there to help the patients, no matter what their roles are)
4. Team Rewards – rewards are most powerful if they are valued by the team members, perceived as
possible to earn, and administered contingent on the group’s task performance

Empowered Teams
Team members feel more motivated and empowered when they:
 Share a sense of potency (have a can-do attitude)
 Experience meaningfulness (have a commitment to a worthwhile purpose)
 Are given autonomy (have freedom and discretion to control resources and make decisions)
 See their impact on results (can assess, monitor and celebrate their contributions and results)

Potential Team Problems

1. Changing Composition
2. Social Loafing (free-rider effect)

Types of Groups

1. Formal Groups – groups made by the organization to perform assigned tasks

Command Group – (organization chart)
Task Group – formed to complete a particular project (self-managed team)

2. Informal Groups – formed out of social needs

Interest Group – formed to meet a particular objective such as to ask for pay hikes
Friendship Group – members have something in common (camaraderie /friendship/solidarity)

Trends in the Use of Teams

 Committee – designated to work on a special task on a continuing basis

 Project Team or Task Force – convened for a specific purpose and disbands when its tasks is
completed
 Cross-Functional Team – operated with members from different units of an organization
 Virtual Team – members work together and solve problems through computer-based
interactions
 Self-Managing Work Team – members have the authority to make decisions about how they
share and complete their work
Methods on How Teams Make Decisions

• Lack of Response -
• Authority Rule -
• Minority Rule -
• Majority Rule -
• Consensus – (Agreement)
• Unanimity -

Techniques for Creative Team Decision-Making

Structured Approaches in Group Problem Solving

1. Brainstorming – A method of encouraging creative thinking in groups.

2. Nominal Group Technique – The following steps are followed:
a. Individuals are brought together and presented a problem.
b. They develop solutions independently, which are written down.
c. Their ideas are shared in a structured format.
d. A brief time is allotted so that questions can be asked to clarify something.
e. Group members individually designate their preferences for the best alternative by
secret ballot.
f. The group decision is announced.
3. Delphi Decision Making – Members who are selected are relevant people or experts who have
available time to share their brilliant ideas. The procedure followed:
a. A questionnaire is sequentially distributed to the respondents, who do not need to
meet face-to-face.
b. All responses are put in writing.
c. Replies are gathered, summarized and fed back to the members for review.
d. The members are asked to make another decision, based on the new information.
e. The final report is prepared.

4. Dialectic Decision Methods – It is a face-to-face decision making process that follow these
steps:
a. There is a clear statement of a problem to be solved.
b. Two or more competing proposals are generated.
c. Participants identify the explicit or implicit assumptions that underlie each proposal.
d. The group breaks into advocacy subgroups, which evaluate the merits of their
propositions.

The entire group makes a decision based on the competing presentations.

LEADERSHIP
 • It is the process of influencing and supporting others to work enthusiastically toward achieving
objectives
• The catalyst that transforms potential into reality

LEADERSHIP TRAITS

Primary Traits
• Honesty and Integrity
• Personal Drive and Energy
• Desire to Lead
• Self-Confidence
Secondary Traits
• Cognitive Ability
• Charisma
• Flexibility and Adaptiveness
• Positive Affectivity (warmth)
• Creativity and Originality
• Knowledge of Business

Leadership Skills

• Technical Skill – refers to a person’s knowledge of and ability in any type of process or technique
(skills learned by accountants, engineers, etc.)
• Human Skill – the ability to work effectively with people and to build teamwork
• Conceptual Skill – the ability to think in terms of models, frameworks and broad relationships,
such as long-range plans.

Leadership and Position Power

• Bases of Position Power: Reward Power, Coercive Power and Legitimate Power
(Autocratic, Consultative, and Participative Leaders)

Leadership and Personal Power

• Bases of Personal Power: Expert Power and Referent Power

What is Visionary Leadership?

What is Servant Leadership?