Social Science Department

CFLM 300 – Character Formation, Leadership, Decision Making, Management & Administration

John Michael P. Apao

Instructor

STUDENT NAME: ROCABERTE, JAY CHEEVER G

SUBJECT: CFLM 300 SECTION F – MWF 1-2PM

Chapter I

Learning Objectives:

1. Understand and discuss the ideas of self-leadership and appreciate the important role in the success
of an organization

2. Discuss appropriately the development of self-leadership and practice it in your organization.

3. Discern and demonstrate the simple ways of leading oneself.

4. Know and argue who should be influenced the leaders, the subordinates or both.

Self-leadership- describes how you lead your own life – setting your course, following it, and
correcting as you go. Life and business are often intertwined, so it also reflects how you work
with clients, colleagues, and the leadership in your organization. Self-leadership is something
that needs continual focus at the individual contributor and emerging leadership levels of your
organization.
What does it take to become a self-leader? Below are five core qualities of self-leadership that
anyone can hone:
 Enthusiasm for learning. Almost all people I’ve met who are great self-leaders are
learning enthusiasts. They keep up with trends in their industry, are well-read, and love
to learn and share new information. I’ve also noticed that they usually surround
themselves with others who are also learning enthusiasts. Case in point. Bill Gates is
said to read about 50 books a year, and he credits that for providing him an advantage.
 Goals for life and business. Because many of us live in a combined world of the
personal and professional, setting goals for business and life are critical. Those who
exercise self-leadership take that a step further by monitoring those goals and correcting
the course when needed. One idea I incorporate in my own life is to create a vision
board. It allows me to dream big and visualize what I want my life to be. Secondly,
 create a goal board – this can be a white board of your yearly goals, broken down into
quarterly or monthly goals. As a manager or individual contributor, how are you
communicating and monitoring goal progress – outside of formal performance
evaluations?
 Willingness to let go. Self-leaders have learned where to direct their time and energy,
and where to delegate. This action allows you to better lead in your areas of strength. It
also allows you to create collaborative relationships with your colleagues.
 Plans and schedules. Self-leaders create plans and schedules they also stick to them.
For example, discipline may mean designating blocks of time for creative work, or a
scheduled time to check email and return phone calls. It could also mean shutting down
at a certain time each evening, or a willingness to say no to non-essential work (or life)
activities.
 Focus and discipline. It’s a fact that our brains can only truly focus on one thing at a
time to do a task well. This is even more critical when the task involves creating thinking
or problem solving (rather than a rote task). Self-leaders have developed the skill of
selecting what they want to focus on and tuning out the rest for a set amount of time.
They do their best work and create better results.

Ways Your Self Leadership Will Make You a Better Leader

Having ways to develop your self leadership will make you a better leader and enhance the
impact you can make.We’re all leaders. We don’t need a leadership title to be a leader.
The things we do and the way we behave makes a difference to those we interact with regularly.
How we lead ourselves will influence how we lead others. If we want to be a better leader, we
have to give more attention to our self leadership.

Self leadership is our ability to be who we are and be congruent with our thoughts, actions and
behaviours. It’s knowing our values, standards and intentions to achieve what we want, while
remaining true to who we are.

Why Your Self Leadership Will Make You a Better Leader

To have a strong self leadership capabilities, we need to have:
 High self-awareness.
 Strong self-belief.
 Immense self-confidence.
As we develop our self leadership, we’ll gain new awareness, have more self-belief and self-
confidence. This will also help us communicate better and influence others in a positive way.
The more we influence others positively, the better leader we’ll become.
Ways Your Self Leadership Will Make You a Better Leader

Here are five ways your self leadership will make you a better leader. These are things to focus
on to improve your self leadership abilities.

1. Develop more self-awareness. This can be awareness of our values, intentions,

motivations, strengths and weaknesses. Self-awareness is usually the start of any
change we want to make. More self-awareness leads to greater clarity, which also
means making better decisions.
2. Accept responsibility when things don’t go as expected. No matter how aware we
are, we’ll make mistakes. Rather than blaming others or making excuses, we have to
own our actions and results. Part of taking responsibility is committing to doing what’s
necessary to achieve the outcomes we want.
3. Ask for feedback consistently. We don’t always know how we’re doing or how we
can improve. This is where having a success or accountability partner is invaluable.
Having someone we’re accountable to can lead to receiving honest and blunt
feedback. That will help us make adjustments quicker so we can continue progressing
towards what we want.
4. Have clarity of intention. The clearer our intentions, the easier it will be to decide
what to do or not do. Before doing anything, we have to ask, “What is my
intention?” or “What outcome do I want to achieve?” Our intentions will help clarify
what is or isn’t in our best interest.
5. Focus on possibilities or solutions rather than situations or constraints. Not
everything will go as planned, no matter how aware or how clear we are. When things
don’t go well, rather than giving that more energy, we have to focus on what we want.
When we do, solutions to our challenges will present themselves.
Reflection Questions to Improve Your Self Leadership
Here are questions you can ask yourself as you strive to improve your self-leadership.
1. Where in my life do I think I’m doing well, but if I’m honest, I know I’m not doing as
well as I can?
2. What do I believe about my life and where I am currently?
3. Where am I heading?
4. What’s challenging in my life at the moment and how I can respond better?
5. Who needs more attention, caring and love in my life and how can I give them that?
6. Where have I let myself and others down recently? What can I do to rectify the
situation?
7. What can I do to improve myself and be a better example to others?

Conclusion
We cannot lead others well unless we lead ourselves well first. If we develop our self-
leadership, we’ll become a better leader.
If we’re unable to lead ourselves well first, it’s highly likely we won’t be the leader we can be. It’s
up to us to focus on doing the right things to develop our self-leadership.
Action Step: Reflect and answer the questions listed above. From your responses, focus on
the key actions you can take to improve your self-leadership.
Question: What are additional ways your self leadership will make you a better leader?

Answer the following. Use only the space provided.

1. What is self-leadership and its importance to you and to the organization you’re in or might be
leading?

Self-leadership in broader sense is the management of oneself. It includes directing your

life within a day, week, and month or up to your general course of life. It is significant simply
because it doesn’t only affects yourself but rather affects the people around you. How we
handle ourselves will certainly put an impact on how we are to others. And lastly, self-leadership
is essential to my pursuit of being a great law enforcer.

2. To whom the success of the achievement of organizational goals is dependent and Why?

The success of the achievement of any organizational goals depends on its individual
members; hence, a honed self-leadership will definitely put a good impact on the overall
organization and its development and success.

3. How self-leadership be developed in a person?

Self-leadership is first accepted and learned before it is developed. Acceptance of the

challenge you’re going to put for yourself is often hard yet worthwhile, and there starts the true
development of self-leadership. The more you’re going to lead and discipline yourself is the
more you become a great self-leader.
Chapter II

Learning Objectives

1. Correctly identify the focus of leadership

2. Explain exactly the theories of leadership
3. Enumerate and demonstrate the leadership principles.
4. Understand and lecture the ethics in leadership
5. Enumerate the three major elements of ethical leadership.

Concepts of Leadership

I used to think that running an organization was equivalent to conducting a symphony

orchestra. But I don't think that's quite it; it's more like jazz. There is more
improvisation. — Warren Bennis

Good leaders are made, not born. If you have the desire and willpower, you can
become an effective leader. Good leaders develop through a never ending process of
self-study, education, training, and experience
(Jago, 1982). This guide will help you through the
journey. To inspire your workers into higher levels
of teamwork, there are certain things you must be,
know, and, do. These do not often come naturally,
but are acquired through continual work and study.
Good leaders are continually working and studying
to improve their leadership skills; they are NOT
resting on their past laurels.

D e fi n i ti o n s o f L e a d e r s h i p
“The meaning of a message is the change which it produces in the image.” — Kenneth
Boulding in The Image: Knowledge in Life and Society

Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and
coherent.

Some other popular definitions of Leadership are:

A process whereby an individual influences a group of individuals to achieve a

common goal (Northouse, 2007, p3).

The U.S. military has studied leadership in depth. One of their definitions is a process
by which a person influences others to accomplish a mission (U.S. Army, 1983).

Leadership is inspiring others to pursue your vision within the parameters you set, to
the extent that it becomes a shared effort, a shared vision, and a shared success
(Zeitchik, 2012).

Leadership is a process of social influence, which maximizes the efforts of others,

towards the achievement of a goal (Kruse, 2013).

Note that all the definitions have a couple of processes in common:

o A person influences others through social influence, not power, to get something

accomplished (bosses use power to get things done).
o Leadership requires others, who are not necessarily direct-reports, to get something
accomplished.
o There is a need to accomplish something.

Leaders carry out this process by applying their leadership  knowledge  and skills . This
is called Process Leadership (Jago, 1982). However, we know that we have traits that
can influence our actions. This is called Trait Leadership (Jago, 1982), in that it was
once common to believe that leaders were born rather than made. These two
leadership types are shown in the chart below (Northouse, 2007, p5):
While leadership is learned, a leader's skills and knowledge can be influenced by his
or hers attributes or traits, such as beliefs , values , ethics , and character . Knowledge
and skills contribute directly to the process of leadership, while the other attributes
give the leader certain characteristics that make him or her unique.

For example, a leader might have learned the skills in counseling others, but her traits
will often play a great role in determining how she counsels. A person who has
empathy will make a better counselor than a person who thinks the employees are
simply there do accomplish her biddings.

Skills, knowledge, and attributes make the Leader, which is one of the Factors of

Leadership.
Factors of Leadership

There are four primary factors of leadership (U.S. Army, 1983):

Leader
You must have an honest understanding of who you are, what you know, and what you can do.
Also, note that it is the followers, not the leader or someone else who determines if the leader is
successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To
be successful you have to convince your followers, not yourself or your superiors, that you are
worthy of being followed.

Followers
Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee does. A person who lacks motivation requires a
different approach than one with a high degree of motivation. You must know your people! The
fundamental starting point is having a good understanding of human nature, such as needs,
emotions, and motivation. You must come to know your employees' be, know, and do attributes.

C o m m u n i c a ti o n
You lead through two-way communication . Much of it is nonverbal. For instance, when you
“set the example,” that communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you communicate either builds or
harms the relationship between you and your followers.

S i t u a ti o n
All situations are different. What you do in one situation will not always work in another. You
must use your judgment to decide the best course of action and the leadership style needed for
each situation. For example, you may need to confront an employee for inappropriate behavior,
but if the confrontation is too late or too early, too harsh or too weak, then the results may prove
ineffective.
Also note that the situation normally has a greater effect on a leader's action than his or her
traits. This is because while traits may have an impressive stability over a period of time, they
have little consistency across situations (Mischel, 1968). This is why a number of leadership
scholars think the Process Theory of Leadership is a more accurate than the Trait Theory
of Leadership.

Various forces will affect these four factors. Examples of forces are:

o your relationship with your seniors

o the skills of your followers
o the informal leaders within your organization
o how your organization is organized

Bass' Theory of Leadership

Bass' theory of leadership states that there are three basic ways to explain how people become
leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a
small number of people, while the third one is the dominant theory today. These theories are:

o Some personality traits may lead people naturally into leadership roles. This is the Trait
Theory.
o A crisis or important event may cause a person to rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
o People can choose to become leaders. People can learn leadership skills. This is the
Transformational or Process Leadership Theory. It is the most widely accepted theory
today and the premise on which this leadership guide is based.

Management verses Leadership

While management and leadership have a great deal in common, such as working with people and
accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990):

Management's main function is to produce order and consistency through processes, such as

planning, budgeting, organizing, staffing, and problem solving.

While leadership's main function is to produce movement and constructive or adaptive change

through processes, such as establishing direction through visioning, aligning people, motivating, and
inspiring.
Boss or Leader?
Although your position as a manager, supervisor, lead, etc. gives you the authority to
accomplish certain tasks and objectives in the organization (called Assigned Leadership),
this power does not make you a leader, it simply makes you a boss. Leadership differs in that it
makes the followers want to achieve high goals (called Emergent Leadership), rather than
simply ordering people around (Rowe, 2007). Thus, you get Assigned Leadership by your
position and you display Emergent Leadership by influencing people to do great things.

Total Leadership
What makes a person want to follow a leader? People want to be guided by leaders they
respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense
of direction is achieved by conveying a strong vision of the future.
When people are deciding if they respect you as a leader, they do not think about your
attributes, rather, they observe what you do so that they can determine who you really are. They
use this observation to tell if you are an honorable and trusted leader or a self-serving person
who misuses authority to look good and get promoted.
Self-serving leaders are not as effective because their employees only obey them, not follow
them. They succeed in many areas because they present a good image to their seniors... but at
the expense of their workers.
Good leadership is honorable character and selfless service to your organization. In your
employees' eyes, your leadership is everything you do that effects the organization's objectives
and their well-being.
The Two Most Important Keys to Effective Leadership

According to a study by the Hay Group, a global management consultancy, there are
75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:

o Trust and confidence in top leadership was the single most reliable predictor of
employee satisfaction in an organization.
o Effective communication by leadership in three critical areas was the key to winning
organizational trust and confidence:
o Helping employees understand the company's overall business strategy.
o Helping employees understand how they contribute to achieving key business
objectives.
o Sharing information with employees on both how the company is doing and how
an employee's own division is doing.

So in a nutshell — you must be trustworthy and you need to be able to  communicate a

vision  of where the organization needs to go. The next section,  Principles of
Leadership, ties in closely with this key concept.

Principles of Leadership

To help you be, know, and do,  follow these eleven principles of leadership (U.S. Army,
1983). The rest of the chapters in this Leadership guide  expand on these principles
and provide tools for implementing them:

1. Know yourself and seek self-improvement - In order to know yourself, you have to
understand your be, know, and do, attributes. Seeking self-improvement means
continually strengthening your attributes. This can be accomplished through self-study,
formal classes, reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a solid
familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search for ways to
guide your organization to new heights. And when things go wrong, as they often tend to
do sooner or later — do not blame others. Analyze the situation, take corrective action,
and move on to the next challenge.
 4. Make sound and timely decisions - Use good problem solving, decision making, and
planning tools.
5. Set the example - Be a good role model for your employees. They must not only hear
what they are expected to do, but also see. “We must become the change we want to
see.” - Mahatma Gandhi
6. Know your people and look out for their well-being - Know human nature and the
importance of sincerely caring for your workers.
7. Keep your workers informed - Know how to communicate with not only them, but also
seniors and other key people.
8. Develop a sense of responsibility in your workers - Help to develop good character
traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished - Communication
is the key to this responsibility.
10. Train as a team - Although many so called leaders call their organization, department,
section, etc. a team; they are not really teams... they are just a group of people doing
their jobs.
11. Use the full capabilities of your organization - By developing a team spirit, you will be
able to employ your organization, department, section, etc. to its fullest capabilities.

Attributes of Leadership:  BE,  KNOW,  and DO

Respected leaders concentrate on Be, Know, and Do (U.S. Army, 1983):

o who they are [be] (such as beliefs and character)

o what they know (such as job, tasks, and human nature)
o what they do (such as implementing, motivating, and providing direction)

BE a professional. Examples: Be loyal to the organization, perform selfless service,

take personal responsibility.

BE a professional who possess good character  traits. Examples: honesty,

competence, candor, commitment, integrity, courage, straightforwardness,
imagination.

KNOW the four factors of leadership — follower, leader, communication, situation.

KNOW yourself. Examples: strengths and weakness of your character, knowledge,
and skills.

KNOW human nature. Examples: human needs, emotions, and how people respond to
stress.

KNOW your job. Examples: be proficient and be able to train others in their tasks.

KNOW your organization. Examples: where to go for help, its climate and culture, who
the unofficial leaders are.

DO provide direction . Examples: goal setting, problem solving, decision making,

planning.

DO implement. Examples: communicating , coordinating, supervising, evaluating.

DO motivate. Examples: develop morale and esprit de corps in the organization, train,

coach, counsel.

Environment

Every organization has a particular work environment, which dictates to a

considerable degree how its leaders respond to problems and opportunities. This is
brought about by its heritage of past leaders and its present leaders.

Goals, Values, and Concepts

Leaders exert influence on the environment  via three types of actions:

1. The goals and performance standards they establish.

2. The values they establish for the organization.
3. The business and people concepts they establish.

Successful organizations have leaders who set high standards and  goals  across the
entire spectrum, such as strategies, market leadership, plans, meetings and
presentations, productivity, quality, and reliability.
Values reflect the concern the organization has for its employees, customers,
investors, vendors, and surrounding community. These values define the manner in
how business will be conducted.

Concepts  define what products or services the organization will offer and the methods
and processes for conducting business.

These goals, values, and concepts make up the organization's  personality or how the
organization is observed by both outsiders and insiders. This personality defines the
roles, relationships, rewards, and rites that take place.

Roles and Relationships

Roles are the positions that are defined by a set of expectations about behavior of any
job incumbent. Each role has a set of tasks and responsibilities that may or may not
be spelled out. Roles have a powerful effect on behavior for several reasons, to
include money being paid for the performance of the role, there is prestige attached to
a role, and a sense of accomplishment or challenge.

Relationships are determined by a role's tasks. While some tasks are performed
alone, most are carried out in relationship with others. The tasks will determine who
the role-holder is required to interact with, how often, and towards what end. Normally
the greater the interaction, the greater the liking. This in turn leads to more frequent
interactions. In human behavior — its hard to like someone whom we have no contact
with, and we tend to seek out those we like. People tend to do what they are rewarded
for, and friendship is a powerful reward. Many tasks and behaviors that are associated
with a role are brought about by these relationships. That is, new tasks and behaviors
are expected of the present role-holder because a strong relationship was developed
in the past, by either that role-holder or by a prior role-holder.

Culture and Climate

Culture and climate  are two distinct forces that dictate how to act within an
organization: .

Each organization has its own distinctive culture. It is a combination of the founders,
past leadership, current leadership, crises, events, history, and size (Newstrom,
Davis, 1993). This results in rites: the routines, rituals, and the “way we do things.”
These rites impact individual behavior on what it takes to be in good standing (the
norm) and directs the appropriate behavior for each circumstance.
The climate is the feel of the organization, the individual and shared perceptions and
attitudes of the organization's members (Ivancevich, Konopaske, Matteson, 2007). On
the other hand, culture is the deeply rooted nature of the organization that is a result
of long-held formal and informal systems, rules, traditions, and customs. This differs
from climate, which is a short-term phenomenon created by the current leadership.
Climate represents the beliefs about the “feel of the organization” by its members.
This individual perception of the “feel of the organization” comes from what the people
believe about the activities that occur in the organization. These activities influence
both individual and team motivation and satisfaction, such as:

o How well does the leader clarify the priorities and goals of the organization? What is expected of
us?
o What is the system of recognition, rewards, and punishments in the organization?
o How competent are the leaders?
o Are leaders free to make decisions?
o What will happen if I make a mistake?

Organizational climate is directly related to the leadership and management style of

the leader, based on the values, attributes, skills, and actions, as well as the priorities
of the leader. Compare this to “ethical climate” — the feel of the organization about
the activities that have ethical content or those aspects of the work environment that
constitute ethical behavior. The ethical climate is the feel about whether we do things
right; or the feel of whether we behave the way we ought to behave. The behavior
(character) of the leader is the most important factor that influences the climate.

On the other hand, culture is a long-term, complex phenomenon. Culture represents

the shared expectations and self-image of the organization. The mature values that
create tradition or the “way we do things here.” Things are done differently in every
organization. The collective vision and common folklore that define the institution are
a reflection of culture. Individual leaders cannot easily create or change culture
because culture is a part of the organization. Culture influences the characteristics of
the climate by its effect on the actions and thought processes of the leader. But,
everything you do as a leader will affect the climate of the organization.
The Process of Great Leadership

The road to great leadership that is common to successful leaders include (Kouzes,
Posner, 1987):

o Challenge the process - First, find a process that you believe needs to be improved the
most.
o Inspire a shared vision - Share your vision in words that can be understood by your
followers.
o Enable others to act - Give them the tools and methods to solve the problem.
o Model the way - When the process gets tough, get your hands dirty. A boss tells others
what to do; a leader shows that it can be done.
o Encourage the heart - Share the glory with your followers' hearts, while keeping the
pains within your own.

Answer the following. Use only the space provided

1. Discuss comprehensively the concept of leadership.

Leadership is something honed and molded rather than just being born with it.
Generally, it is influencing others to do, achieve, and finish great things. The challenge thereof is
to become an effective leader. Though it is a fact that one’s traits could greatly affect his or her
leadership amazingly, it also a must to mind that great leadership traits combined with
interaction and process with the members of an organization is a plus to one’s overall
leadership and to the whole team.

2. Enumerate and discuss the factors of leadership.

The following are the 4 factors of leadership:

 Leader
This person is rather part of the team that just an individual outside the group. Leaders
must have an honest understanding of who they are, what they know, and what they can do.
Also, note that it is the followers, not the leader or someone else who determines if the leader is
successful.

 Followers
These are the body of the team and different people require different styles of
leadership. You must know your people! The fundamental starting point is having a good
understanding of human nature, such as needs, emotions, and motivation. You must come to
know your employees' be, know, and do attributes.

 Communication
This factor is the strongest weapon thereof in a team. You lead through two-way
communication. Much of it is nonverbal. For instance, when you “set the example,” that
communicates to your people that you would not ask them to perform anything that you would
not be willing to do. What and how you communicate either builds or harms the relationship
between you and your followers.

 Situation
All situations are different. What you do in one situation will not always work in another.
You must use your judgment to decide the best course of action and the leadership style
needed for each situation. For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak,
then the results may prove ineffective.
3. Why do you think there are forces that affect the factors of leadership?
Human as we are, we are naturally flawed and imperfect, but in the same manner, we
are also great and amazing. And generally speaking, I’d say that being unique, flawed, and
different and diverse specie are the reasons why there are forces that significantly affect the
factors of leadership.

4. Identify the Advantages and Disadvantages of Being a Boss and Being a Leader.
A boss manages their employees, while a leader inspires them to innovate, think
creatively, and strive for perfection. Every team has a boss, but what people need is a leader
who will help them achieve greatness. The disadvantage of being just a boss are many - One is
your employees probably finish a work as compliance rather than with care and effort because
they are not motivated whereas, the advantage of being a leader is you will obtain a lot of
inspired, innovative and motivated members and will definitely achieve your team’s visions and
goals with passion. It will be not easy, but I rather become a great leader than a perfect boss.

5. Illustrate your own perception of the two.

I personally draw in my phone a small illustration that distinguishes the two:

BOSS LEADER