College of Teacher Education

NSTP I – CWTS I

Leaders and Leadership

Team Building for Youth Organization

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At the end of the chapter, the students must have:
 distinguished leader from leadership in terms of
content, roles and process.

 concretized the principles of servant leadership.

 identified the characteristics of groups

 applied qualities of a leader and different

leadership styles

 explained the advantages and disadvantages of

leadership behaviors.

 developed leadership skills

 discussed the different qualities of a good leader

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 LEADER
 a leader is one who help/facilitates communities of people, takes risks, and envisions a better future
for his group, encourages commitment, and helps people move ahead along a path to accomplish a
goal.
 Leaders are necessary to make decisions, to direct community activities, and to speak for the
community both in relation to its internal organization and its outside relationships.

Table 1. Three Key Roles of a Leaders

KEY ROLES CHARACTERISTICS

GUIDE  assumes the role as the director, organizer, mentor, guru, and adviser

FRONTRUNNER  be a spearhead, leading light, trailblazer, and groundbreaker.

HEAD  be called chief, manager, superior, principal, boss, and supervisor.

 as a process of giving control, guidance, headship, directions, and governance.

 It is synonymous with the basic principles of management.
 Is the art of influencing people to get the necessary support and cooperation in community affairs to
maintain solidarity among people. It is the ability to influence others towards desired goals. It also
means “doing the right things”.

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 VIRTUES AS A FOUNDATION OF LEADERSHIP (COVEY, S.R. 1991)
Virtue
 Conformity to a standard of right and morality
 It is beneficial quality or power of a thing and a commendable quality, trait or habit.
Table 2. Virtues as Foundation of Leadership
VIRTUES CHARACTETISTICS
 The habit which enables man to direct his actions to human life’s goals, knowing
Prudence
the right thing to do and applying it.

 The habit of giving each one his due with constant and perpetual will
Justice  Give stability that man needs to work without fear and anxiety in the search for
happiness

Fortitude  The habit of overcoming the difficulties and pressures of life in the pursuit of good.

 The habit of bringing the desires and natural inclination of man under the control of
Temperance
reason.

Industry  The habit of working hard and working under pressure

 The habit of remaining true to your friends and to your principles in times of
Loyalty
difficulty

 The habit of being accountable for one’s actions, duties, and obligations;
Responsibility
readiness to answer for the consequences of one’s actions.

Cheerfulness  The habit of being optimistic, positive, always seeing the bright side of things.

 The habit of sharing the good that one has with other people; thinking first of the
Generosity
people around him and looking for ways he can help and serve them.

 The habit of having great ideals and ambitions of doing good; being concerned
Magnanimity with doing great deeds of service to others by devoting one’s life to serve one’s
country or to people.

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  Different views on this emanated from pious doctrines where Jesus Christ depicted as the best
model of servant leader.
 A leader who humbled Himself to serve His Disciples especially when He performed the “washing of
the feet” symbolizes humility and humbleness of Christ.
Table 3. Ten Principles of Servant Leadership
PRINCIPLE CHARACTERISTICS
 Seeks to identify the will of a group and helps clarify that will
1. Listening
 The servant leader seeks to listen receptively to what is being said.
 Strives to understand and empathize with others. People need to be
2. Empathy
accepted and recognized for their special and unique spirits.
 Becomes one of the greatest strength of servant leadership, the potential for
3. Healing healing one’s self and other whereby many people have broken spirits and
have suffered from a variety of emotional hurts.
 Aids the servant leader in understanding issues that involve ethics and value
4. Awareness
and view most situations from a more integrated and holistic position.
 Reminds servant leaders to give primary reliance on persuasion rather than
5. Persuasion
positional authority in making decisions within an organization.
 Seeks to nurture the servant leader’s abilities to “dream great dreams”.
 The ability to look at a problem (or an organization) from a conceptualizing
6. Conceptualization
perspective means that one must think beyond day-to-day realities with
sensible and functional ideas.
 Enables the servant leader to understand the lessons and events from the
7. Foresight past, the realities and phenomena of the present, and the likely impact of a
decision for the future.
 Prioritizes the needs of other and emphasizes the use of openness and
8. Stewardship
persuasion rather than control.
9. Commitment to  Makes servant leaders believe that people have an essential value beyond
the Growth of their concrete contributions as workers thereby the servant leader is deeply
People committed to the growth of each individual.
10. Building  Suggests that true community can be created among those who work in
Community business and other institutions.

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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. If you ever give something to get
something, you are not giving in the true sense of the word, you are trading!
5. On the other side of the coin of leadership is loneliness, for 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.
10. Respect

QUALITIES OF A GOOD LEADER

1. Good leaders enable people to feel and become empowered.

2. Good leaders inspire values of caring. In such a caring community, each person is valued.
3. Good leaders ensure that learning and competence matter.
4. Good leaders, particularly those in administration, create an atmosphere where work is stimulating,
challenging, and fun.
5. Good leaders help people feel a sense of unity.
6. Good leaders help members develop a sense of security and trust not only in the leader but also in
one another.
7. A good leader displays reliability and integrity
8. A good leader is honest and trustworthy, and has integrity.
9. The best leaders use thinking to help members develop a set of intentions, outcomes, goals, and
directions.

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 CHARACTERISTICS OF A LEADER
Even if leaders have no common traits, they share characteristics that, in total, define their work. Leaders:
1. have the will to lead rather than manage;
2. maintain high morale among their people;
3. inspire commitment and teamwork;
4. display, at times, energy, passion, and enthusiasm;
5. are focused and able to focus those they lead;
6. take prudent risks;
7. are honest with themselves
8. carry on despite setbacks;
9. know their field and job in great depth;
10. work to instill values in their people;
11. orient themselves toward the customer;
12. take a long-term perspective;
13. invite input;
14. tolerate mistakes;
15. set standards and objectives;
16. remain calm under fire;
17. ensure that people have resources to do their job;
18. believe in themselves and their people;
19. initiate change rather than react to it;
20. take responsibility;
21. aren’t afraid to work side by side with good, ambitious people;
22. envision a better future;
23. don’t blame others;
24. have a “buck stops here” attitude
25. want to win;
26. are curious and flexible;
27. test assumptions constantly;
28. don’t over control;
29. give subordinates leeway to act;
30. tolerate, it not invite, dissent;
31. believe they can affect the world for the better;
32. see opportunity in challenges;
33. make instinctive decisions based on experience; and
34. take time to teach people their point of view.

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 LEADERSHIP BEHAVIORS AND STYLES

 there is no specific leadership behavior that would guarantee efficiency and effectiveness of the
operation/mission of a certain group or organization.
 The adoption of a particular leadership behavior depends on the nature of the leader, members and
work of a certain organization.

Table 4. Four Types of Leadership which one applies to a leader.

TYPES CHARACETRISTICS

AUTHORITARIAN/  Leads men by means of the rank position.

SURVIVAL  S self-centered type of leadership where the leader believes he is the only
LEADERSHIP one capable of directing the subordinates.

 Leads men by always setting an example.

PATERNALISTIC
 This type of a leader manifest an example of a father, who seems to be
LEADERSHIP
always after the welfare of hiss children.

PARTICIPATIVE/
 Makes the men participate actively in the activity or task in the organization
ENABLING
but reserves the right to make final decision on critical matters.
LEADERSHIP

 Leaves decision making to the subordinates.

LAISSE-FAIRE
 The leader will give assignment, and then it is up for the subordinates to
LEADERSHIP
accomplish the task whatever manner they can.

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  If an individual is able to influence the behavior of others, he is exercising power because power is
one’s ability to affect the behaviors of others according to his own will, may either be personal or
social.
 Asserting personal autonomy or freedom is an example of personal power, while influencing your
classmates to perform a stage play for a literature or humanities class is an example of social power.

Table 5. Five Bases of Power

TYPE MEANING EXAMPLE
 Based on authority granted by an  A superior can tell a subordinate to
organization. do something, and if the
LEGITIMATE  This power is position-oriented, which subordinate refuses, he can be
POWER means that the higher the position held, reprimanded or even fried.
the greater the sphere or influence.

 Power to give or withhold rewards.  Some fastfood service crew

 This power, which is based on reward, is
the most effective motivational force.
 However, the limitation of this power is that
REWARD
employees tend to perform according to
POWER
additional pay or rewards, instead of
commitment and dedication to their job.
accept a night duty or a graveyard
shift because this kind of schedule
entails a bigger pay.
 Likewise, employees are
encouraged to come early to work
if their company gives incentives
for early birds.

 Power based on force and punishment.  Motorists follow traffic rules and
 Basically, coercive power work on fear. signs because of a corresponding
COERCIVE punishment for every violation
POWER committed.
 Also, bandits surrounded by law
enforcers are likely to surrender

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 because of the overwhelming
force confronting them.

 Power based on identification, imitation, or  Influence of advertisements.

charisma.
 The power based on identification means
that a person follows a leader because he
is related to some degree with the leader,
either by blood, skills, locality, or others.
 Second power based imitation means that
REFERENT the follower follows because he wants to
POWER imitate the leader’s actions, lifestyle.
 Lastly, the power based on charisma
refers to the ability of a person to capture
the interest, devotion, and confidence of
others.
 In short, referent power utilizes trust and
respect.

 Power based on knowledge and wisdom.  Students follow their teachers

 Uses intellect and experience.
 In this case, the more important the
EXPERT
information and the fewer the people who
POWER
have access to it, the greater the degree of
expert power.
because he knows something that
they need to learn.
 Patients follow their doctors’
advice because he knows how to
cure their illnesses.

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MANAGEMENT

 anyone who has the ability to influence others and bend them to his will is a potential leader, but is
this leader does not possess the skills necessary to manage his team, then the team is bound to fail.
 As a leader, it is important that you are aware of the management cycle which consist of planning,
organizing, directing, controlling, and innovating.

Innovating Planning

Controlling Organizing

Directing

Figure 1. The Management Cycle

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I.PLANNING

 Is the most important stage in the management cycle. The success and failure of any program
depends on how well the group plans their actions.
 This concept may be represented in the adage which says that, “by making a good plan, the
work is half-done and by failure to prepare, you’re preparing to fail”.
 During this stage the group decides what task to accomplish.
 The group sets its short term, medium term, and long term goals.
 It considers the economic, social and political environment and the resources that will be
available.
 Ideintifying the kind of environment that is involved in the process will help in the successful
performance of the task at hand.

Kinds of Environment

1. Economic Environment
 involves competition, production, distribution, consumption, purchasing power, the country’s
economic system, and other relevant factors.
 Vital for organizations that venture into business and entrepreneurship.

2. Social Environment
 Involves culture which includes the beliefs, values, and norms of the society.
 Important to determine the social environment to ensure the effectiveness of any social
marketing campaign.

3. Political Environment
 Includes political system, laws, public opinion, international relations, peace and order and
other political determinants that might be involved.
 It is important to know the political environment to effectively match the organization’s policy
and system to the prevailing political system.

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 Aside from identifying the kind of environment involved in the accomplishment of a task, stages for
success planning also involve the following:

Table 6. Stages for Success Planning

STAGES ACTIVITY
 The group must try to analyze their past experiences and identify their
Searching look backward
failures and success.
 The group must assess their present status to know what they
already have and what they still need.
Deep look inside
 They must also know what resources are available to them whether
it be human, financial, physical, and informational.
 The group must assess the economic, social and political
Wide look around environment to know if their desired goal is feasible within the given
options.
 The group must foresee possible problems and obstacles that they
may encounter while executing the plan.
Long look ahead
 They should identify measures to resolve possible problems, if not
avoid them.

II. ORGANIZING

 Second stage in the management cycle.

 In this stage the group decides the nature of the jobs that need to be filled and the specific duties
and responsibilities attached to them.
 The group must also determine the position to be filled and the qualifications of the people who
will fill them.
 Organizing includes staffing, which is the leader’s attempt to find the right person for the right job.
 It also includes the creation of an organizational structure, which seems to be one of the most
difficult tasks among leaders.

III. DIRECTING

 Providing direction and entails in helping them improve their skills, and providing them the
encouragement and moral support they need.
 The leader must know where to go: he should know if his group is going too fast or too slow.
 Importantly, he should know when and how to fix a problem by utilizing task groups and
committees.
 He should also be sensitive to the needs of his members.

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 Self-
actualization

Esteem need

Belongingness need

Safety/Security

Physiologic need

Figure 2. Maslow’s Hierarchy of Needs

IV. CONTROLLING

 Determines the progress of specific tasks that lead to the achievement of the goal.
 The leader should be aware of the activities of his members to ensure that the objectives of the
group are met.
 Open communication line is necessary to give and receive feedback.

Feedback
 One of the most important skills a leader must develop to influence the performance of his
people is the skill of giving feedback.
 Feedback allows members of the group to receive information about their performance.
 The leader must learn to give effective direct feedback to keep the group relationship
healthy to promote teamwork and productivity.

V. INNOVATING

 it involves the creation of new ideas which requires going through the same cycle of planning,
organizing, directing, and controlling.

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1. A Youth Organization is a collection of teams comprising of young people.

a. The success of a youth organization depends on the ability of the teams within it to work
together to attain the commonly held objectives.
b. Team leaders must be concerned with developing more cohesive and cooperative relations
between members and the teams.

2. Factors Contributing to Team Development and Effectiveness

 The development of a team is based on the assumption that any tea, is able to work more effectively
if its members are familiar with the four factors that contribute to the team development and
effectiveness.

a. Shared Goals and Objectives

 The team must state the goals and objectives.
 The goal must be an overall understanding of the role of the team in the total organization.

b. Utilization of Resources
 Use of resources effectively at its disposal.
 Establishing an environment that allows individual resources to be used.
 Maximum use of team members require full participation and self-regulation.

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
 Individual will not function as a team if they are brought together simply to “rubber stamp”
decisions made by the team’s formal leader or others not in the team.

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  The development and cohesion of a team occurs only where there is a feeling of shared
leadership among all team members.
3. Team Relationship and Management

a. A team is a number of persons associated together in work or activity. It is put together in a

coordinated ensemble, marked by devotion to teamwork rather than individual achievement.
b. In a relationship in an organization or movement, people have various expectations of each
other. These expectations sometimes are not stated; sometimes they are unconscious. In the
rush of activity, an organization may move along, but friction often begins to build up between
people. Many times, it is because we have different expectations of other and of ourselves in
doing a particular task.
c. The management of the organization depends on proper coordination. Coordination implies
enabling people to reach their own goals, transform their situation and take their destiny into
their own hands.

4. Building a Better Team

 The following aspects are necessary for building a better 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 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.

5. The Characteristic of an Effective 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 be immediate task.

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 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.
g. The team exerts energy towards problem solving rather than allowing it to be drained by
interpersonal issues or competitive struggles.
h. Roles are balanced and shared to facilitate both the accomplishment of task and feelings of
team cohesion and morale.
i. To encourage risk taking and creativity, mistakes are treated as sources of learning rather
than reasons for punishment.
j. The team is responsive to the changing needs of its members and to the external environment
to which it is related.
k. The team members are committed to periodical evaluation of the team’s performance.
l. The team is attractive to its members, who identify with it and consider it a source of both
professional and personal growth.
m. Developing a climate of trust is recognized as the crucial element for facilitating all of the above
elements.

6. Table. 7 Characteristics of Effective Team Leaders

 Communicate  Are open, honest, and fair

 Make decisions with input from others  At consistently

 Give the team member the information they

 Set goals and emphasize them
need to do their jobs

 Keep focused through follow-up  Listen to feedback and ask questions

 Show loyalty to the organization, the team, and

 Create an atmosphere of growth
team members

 Have wide visibility  Give praise and recognition

 Criticize constructively and address problems  Develop plans

 Share their mission and goals  Display tolerance and flexibility

 Demonstrate assertiveness  Exhibit a willingness to change

 Treat team members with respect  Make themselves available and accessible

 Want to take charge  Accept ownership for team decisions

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 Set guidelines for how team members are to  Represent the team and fight a “good fight”
treat one another when appropriate

7. Table 8. A Dream Team Leader provides the support needed for success (Maxwell, 1995).

DICTATORS FACILITATORS
1. Hoard decisions 1. Push decisions down the line

2. Makes decisions alone or restrict them to an 2. Involve others as much as possible, in key
elite group. decisions and give people space to make
those decisions.

3. View truth and wisdom as their domain since 3. View truth and wisdom as being accessible
they are the leader. to everyone throughout the organization.

4. Surprise their workers with edicts from 4. Let those responsible decide how the jobs
above. will be done.

5. Guard their own interest. 5. Serve everyone’s interest by developing

people.

6. Take for themselves. 6. Give to the organization.

8. Table 9. Characteristics of Effective Team Members

 Support the team leaders  Help the team leader to success
 Ensure that all viewpoints are explored  Express opinions, both for and against
 Compliment the team leader on team efforts  Provide open, honest, and accurate information
 Support, protect, and defend both the team and
 Act in a positive and constructive manner
the team leader
 Provide appropriate feedback  Understand personal and team roles
 Bring problems to the team (upward feedback)  Accept ownership for team decisions
 Recognize that they each serve as a team
 Balance appropriate levels of participation
leader
 Participate voluntarily  Maintain confidentiality
 Show loyalty to the organization, the team
 View criticism as an opportunity to learn
leader, and the team
 State problems, along with alternative
 Give praise and recognition when warranted
solutions/options

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 Operate within the parameter of team rules
 Share ideas freely and enthusiastically
 Ask one another for opinions and listen to them
 Avoid disruptive behavior such as side
conversations and inside jokes
 Attend meetings regularly and promptly
 Confront the team leader when his or her
behavior is not helping the team
 Encourage others to express their ideas fully
 Criticize, ideas, not people
 Avoid defensiveness when fellow team
members disagree with their ideas

9. Symptoms of Team Problems

Table 10. Common Team Problems

SYMPTOMS DESCRIPTION
Backbiting and complaining Members of the team openly complain about and find fault with one
another.
Presence of a “spy of the Members of the team suspect and distrust new members.
owner”
Two coalitions The team has two factions, one of which has very little influence or
power.
Personal stress Stress shows up in the team members, evidence by “blowing up” and
physical symptoms.
Combative behavior Team members resort to yelling and to a combative behavior in the
name of playing the devil’s advocate.
Infinite details Team members scrutinize every detail and check on all aspects of minor
or major decisions.
Amount of time to make Decisions on minor issues are brought to the top of the organization,
decisions requiring excessive time.
Shifting and changing decisions Decisions are often changed shortly after being made.

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Prepared by

CHRISTIAN JAY L. SUBASTE

NSTP-CWTS 1 Coordinator

References

Textbook

Coloma, Teresita M., and Herrera, Mauricia M (2004). Towards a Relevant and Responsive National Service Training Program in the Schools: Focus
on Community Organization and Development. Mega-Jesta Prints, Inc.

Dela Cruz, S.G. (2005). National Development via National Service Training Program (CWTS and ROTC). Mandaluyong City. Books Atbp. Publishing
Corp.

Dela Cruz, S.G. (2005). National Development via National Service Training Program (CWTS 2). Mandaluyong City. Books Atbp. Publishing Corp.

Lee, Sergio J., and Lee, Serge-Albert C. (2007). National Training Service Program, CWTS I and LTS I: A Source Book 2 nd Edition. C & E Publishing,
Inc.

Floresta, Ma. Lourdes et. al. (2005). Literacy Training Service: Book 1 Basic Training Module. C & E Publishing, Inc.

Quilang, Alexander et. Al. (2012). The National Service Training Program

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