CHAPTER 1

LET’S GET STARTED

Learning Objectives

After reading this chapter, you will be able to:

1. Understand and discuss the idea of self-leadership and appreciate the important role it
plays 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 one self

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

ENGAGE: K-W-L CHAT

Fill in the K-W-L chart with the needed information. K stands for what you
KNOW about the lesson, W stands for what you WANT to learn about the lesson
and L stands for what you LEARNED about the lesson. The L column being the
last column should be filled in at the end of the lesson. Therefore before going to
the main part of the lesson, the
KNOW AND WANT columns should be filled in first.

K… KNOW

W… WANT
 L… LEARN

EXPLORE: READ AND UNDERSTAND THE TEXT

UNDERSTANDING SELF-LEADERSHIP

“Personal leadership is not a singular experience. It is rather the on going process of keeping
your vision and values before you and aligning your life to be congruent with those most
important things” BY: STEPHEN COVEY

“Good government is no substitute for self-government” BY: MAHATMA GANDHI

“First we make our habits then our Habits make us “BY: CHARLES NOBLE

Most leadership professors and experts in their leadership lectures often quote
“leadership is self-governance”, which simply means an individual must lead himself first before
he can lead others.

He must have the ability to deliberately control his own thoughts and actions to attain his
personal goals or the goals of the organization he leads. When he has foresight , he makes the
right decision and choices on his own and shows commitment in achieving his goals, then he has
skills in self-leadership.

Apart from setting goals, self-awareness is another aspect helping to make people great
self-leaders.

SIGNIFICANCE OF SELF-LEADERSHIP

Self-leadership is the first stage, or leadership level, Self-leadership is of great

importance to the staff, whether managers or ordinary subordinates.

1. Self-leadership allows leaders or senior officers who undergo very little or no

supervision, to prepare and set targets on their own, as well as to control their own self to
execute such plans.
2. For lower-level employees or subordinates, who cannot always be sure of the kind of
governance or leaders they may face in their careers, self-management enables them to
become effective and efficient workers under any leadership they may encounter, be it
laissez faire, free-rule, democratic or autocratic.

3. Self-leadership helps make individual decision-makers proactive, focused, and

autonomous. People, who do not have a strong sense of self-leadership tend to feel that
they are not in control of themselves, frequently lose concentration and easily get
frustrated.

Thus, the effectiveness of organizational objectives accomplishment depends on the self-

leadership of both superiors and subordinates.

DEVELOPMENT OF SELF-LEADERSHIP

As mentioned earlier, everybody is a future leader. Leadership is therefore not an inborn trait,
but it is developed to become a leader through learning and training people with a sincere
interest. The following are the ways of developing self-leadership:

1. Clarity of Purpose
This means that each entity must have a vision and be able to set it up. Being your own
leader, your purpose or vision will be the foundation upon which you will build self-
leadership. Without clearly planned expectations or intent for your life, you will be at
risk, attempting to fulfill the wished or ideas of people for your life and you will end up
lost in the middle of nowhere.

2. Aim at Success and Take Reasonable Risk

 Risk-taking is a necessary part of life. Challenge yourself to take on challenging
assignments. Do not deter yourself or others from past failures rather concentrate on
success. However, risks which are applicable to your intent should be fairly measured.

3. Spend Time to Reflect on Your Life

Reflections can also mean letting others make an objective evaluation of you. Although
you remain the active doer of the things that you are doing, you may only see thing from
your viewpoint. Taking some time off to think about life. Compare experience of current
and present to hopes of the future. You can never notice those small defects until you
pause to examine yourself.

4. Don’t Tolerate Just Anything

You should nit risk your dream. You should learn to be intolerant to any suggestions or
ideas that don’t suit your vision. This intolerance is not just toward others but also toward
you. It involves not tolerating negative factors such as laziness, anxiety and many others
in your nature.

SIMPLE WAYS TO LEAD YOURSELF

1. Know your Values and Stick to Them

The ones with real values and ethics are the most trustworthy leaders, Find ideals that
reverberate with your philosophy, temperament, and creeds to become an effective
leader, people tend to be drawn instinctively to somebody who has a dream, intent and
dignity. One who treats people respectfully and is empathetic to their needs. Make sure
that you know what type of leader you want to become. Personal beliefs in leadership,
core values, and the implementation of those values help leaders become successful.

2. Move Towards Purpose

You can’t be a leader unless you have a clear intention to help you through the dark
times. The aim at the end of a tunnel is like a light; a hope that keep us going. One has to
spent tine questioning the real intent or inspiration behind being a leader. As a leader, you
achieve larger objectives. If you have a clear purpose, then you can make sure the team is
aligned with a common purpose.

3. Keep Improving Yourself

Great leaders are working hard to improve, expand and evolve into a better version of
them. Whether you’ve just started leading or you’ve been a veteran in your place, make it
a point to learn something new by going back home.

4. Make Mistakes but Never Make the Same Mistake Twice

 “All leaders make mistakes. They are a part of life. Successful leaders recognize their
errors, learn from them, and correct their faults.”
BY:John C. Maxwell

The only thing that sets a leader different from a great leader is that he never makes the
same mistake twice. Note also that on the black of disappointment always come the
greatest successes. Trying new stuff, and doing things that challenge your comfort zone,
is important. You might end up making mistakes whilst doing so. Everyone does. So over
them there’s no need to be ashamed.

5. Lead by Example
None is easier than leading from the front. Not only is it a brave thing to do but it is a
very leading thing. Perhaps that’s why they all find it toughest. The only thing that can
turn you into a leader is when you begin to act like one.

INFLUENCE OR INFUENCED?

“Your job gives you authority. Your behavior earns you respects”

BY:Irwin Federman

If you influence others and provide direction and guidance, then you lead them. Many of
us only assume that leaders are those individuals born with unique abilities or gifts or situations
that are right. That’s not always the case, though, the fact is that everyone is prospective leader.
That fact is that everyone is prospective leader. That makes a person a good leader is not just his
skill and skills but primarily his character and attitude.

Leader must influence and should be influenced. Everyone can influence somebody
either for the good or for bad. Even the shyest person can influence at least 10,000 people in his
or her lifetime. While it is up to everyone to determine how to use this leverage, this only means
that anybody can be a leader. A person to be called a leader should have follower for him. He has
to direct his people to something which will bring goodness, not harm. Just as a good leader
should, it only takes skill, knowledge and compassion for an individual to harness influence.

Furthermore, if a person refuses to use this power at all and does not take a personal
stance on issues, he or she can be easily be convinced and the person would most likely end up
being influenced as the one. When it comes to this, it seems that there are only two alternatives-
to be the influencer or the one affected.

“Leadership is practiced not so much in words as in attitude and in actions.”

BY: Harold S. Geneen

EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch?v=ATdrg_c99tk

Write your answers here..

CHAPRTER II

ORGANIZATIONAL LEADERSHIP
Learning Objectives

After reading this chapter, you will be able to:

1. Fully understand and discuss the concept of leadership

2. Correctly identify the factors of leadership
3. Explain exactly the theories of leadership
4. Enumerate and demonstrate the leadership principles
5. Outline accurately the process of great leadership
6. Enumerate the six points of leadership power
 7. Report comprehensively the leadership traits, styles and their pros and cons
8. Understand and lecture the ethics in leadership
9. Discuss correctly how to become an ethical leader.
10. Enumerate the three major elements of ethical leadership
11. Describe perfectly the impacts of ethical leadership
12. Illustrate and explain correctly the 4-v model of ethical leadership
13. Lecture on the values formation in leadership and the reasons why values matter to
leaders

ENGAGE: K-W-L Chart

Fill in the K-W-L chart with the needed information. K stands for what you
KNOW about the lesson, W stands for what you WANT to learn about the lesson
and L stands for what you LEARNED about the lesson. The L column being the
last column should be filled in at the end of the lesson. Therefore before going to
the main part of the lesson, the KNOW AND WANT columns should be filled in
first.

K…KNOW

W…WANT
 L…LEARN

CONCEPT OF LEADESHIP

Leadership is the practice of driving people to achieve goals. This plays an important role
in success and efficiency of subordinates. Leaders do this by providing many means of shaping
the actions of subordinates. It’s a process whereby an individual influences other and guides the
organization in a manner that makes it more cohesive and coherent.

While leadership is learned, a leader’s skills and knowledge can be influence by his or
her 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. A leader might gave learned the skill in counseling
others, but her traits will often play a great role in determining how he counsels.

FOUR PRIMARY FACTORS OF LEADERSHIP

(U.S. Army, 1983)

1. Leader

An individual appointed as a leader must understand himself honestly, what he knows

and what he can do, take note that it is the followers that decide whether the leader is successful,
not the leader of anyone else. If they don’t trust their leader, or lack confidence, they’ll be
uninspired. To be successful you have to persuade your followers that you are worthy of being
followed, not yourself or your superiors.

2. Followers

Different people expect different leadership styles. A newly-employed deserves more

supervision that an accomplished subordinate does. An individual without motivation needs a
different approach than one with a high motivation level. You have known your people, as a
leader. The basic starting point is to have a clear understand of human nature such as needs,
feelings and motivation. You have to come to learn there be, know and do qualities your people.

3. Communication

Being a leader, you lead by bidirectional communication. A great deal of that is

nonverbal. For example, when you “set an example” that show your people you wouldn’t ask
them to do something you wouldn’t want to do. What and how you interact either strengthens or
destroy your relationship with your followers.

4. Situation

Every situation is different. Everything you do is one situation isn’t automatically going
to work in another. You have to use your direction to determine the best course of action and the
style of leadership needed for each situation. You may need to face a subordinate for
inappropriate behavior, for example, but if the confrontation is too late or too early, too harsh or
too mild, them the outcomes may prove ineffective.

Take note also that the disorder typically affects a leader’s actions more that its
characteristics. This is because while traits can be impressively stable over a period of time, they
have little consistency in situations (Mischel, 1968)

THEORIES OF LEADERSHIP
 The theories below explain how people turn themselves into leaders. The first two
demonstrate to a small number of people the nature of leadership, while the third is the dominant
theory today.

1. Trait Theory
Some personality traits may lead people naturally into leadership roles.

2. Great Evens Theory

A crisis or important event can cause a person to rise to the occasion, putting forth
extraordinary qualities of leadership in an ordinary person.

TOTAL LEADERSHIP

People want feedback from those leaders they respect and who have a good sense of
direction. They must be ethical, in order to gain respect. This provides a sense of direction by
conveying a clear vision of the future. When people decide to value you as a leader, they don’t
think of your qualities, but rather watch what you’re doing so they can assess who you really are.
They use this insight to say if you are an upright and trustworthy leader or a self-serving
individual who exploits power 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 superiors,
but at the expense of their workers. Honorable character and selfless service to your organization
is good leadership. In the eyes of your peoples the leadership is all you do that affects the aims
and well-being off the organization.

MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

(Lamb, McKee, 2004)
1. Trust and Confidence
2. Effective Communication
● Helping employees understand the overall business strategy of the organization.
● Helping workers understand how they help achieve the organizational goals.
● Sharing information with workers on how the organization is doing and how its own
group of employees is doing.
So leaders need to be trustworthy and be able to convey a vision of where the organization
needs to go.

LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
To seek self-improvement means to continually reinforce your attributes. This can be
done by self-study, formal classes, reflection, and interaction with others.
In knowing self and seeking self-improvement, leaders should:
 a. Evaluate their selves by using the leadership traits and determine their strengths and
weakness
b. They have to understand their “be,” “know” and “do,” attributes.
c. They must work to improve their weaknesses and utilize their strengths.
d. By knowing their selves, and their experience and knowledge of group behavior, they can
determine the best way to deal with any given situation.

The strong, hard stand may be most successful with some leaders, and in certain
circumstances; however, the “big brother” approach may work better in other situations. In
many ways leaders would also improve their own selves. Leaders could ask colleagues and
superiors for an honest appraisal of their ability to lead. That will help them identify their
strengths and weaknesses.

2. Be Technically and Tactically Proficient

We can’t give that which we don’t have. We can’t make things we don’t know right.
Respect is the leader’s reward showing competence. Thus, leaders must:
a. Know their job and have a solid familiarity with their subordinates’ tasks.
b. Demonstrate their ability to accomplish the mission.

Tactical and technical skills can be learned from on – the – Job training seminar and self-
directed learning efforts, as mentioned above.

3. Seek Responsibility and Take Responsibility for your Actions

Leaders must:
a. Look for ways to drive the organization to new heights.
b. Look aggressively for demanding tasks.
c. Must use initiative and sound judgment when attempting to perform jobs which are not
needed by grade.
d. No blame someone as they often prefer to do sooner or later when things go wrong. They
will look at the situation; take corrective measures and move on to the next challenge.
Seeking responsibilities also means that leaders:
a. Should be held responsible for their actions.
b. Are responsible for the results of the acts of their subordinates. Regardless of their
subordinates’ actions, they are held responsible for the decisions and their execution.
c. Must issue all directions in their own name.
d. Must stick to their beliefs and do what they believe to be right, but accept justified and
constructive criticism.
e. Must now withdraw or demote for a failure that is the result of their own mistake.

4. Make Sound and Timely Decisions

This principle suggests that leaders must:
 a. Use good problem solving, decision making, and planning tools.
b. Estimate a situation quickly, and make a sound decision based on that estimate.
Hesitation or a reluctance to take a decision leads subordinates to lose confidence in their
leadership skills. In effect, loss of trust creates confusion and reluctance within the
organization. They do not hesitate to reconsider their decisions until they make a decision
and find it is wrong one. Subordinates respect the leader who immediately corrects errors,
rather than attempting to direct through a poor decision.
c. Establish a rational and organized thinking process through the practice of realistic
situational estimates.
d. Plan for any incident reasonably foreseeable when time and circumstance allow.
e. Seek their subordinates ‘ advice and suggestions wherever possible before making the
decisions.
f. Announce decisions in time to allow the required plans to be made by subordinates.
g. Encourage subordinates to actively predict and make plans.
h. Make sure their policies and plans are familiar with them.
i. Consider the effects of their actions on all organizations ‘leaders.

5. Set the Example

“We must become the change we want to see.”

-Mahatma Gandhi

Leaders of the organization must:

a. Be a good role model for their employees. They must not only hear what they are
expected to do, but also see.
When subordinates advances by promotion through ranks, all too often he or she
develops the mentality of “doing as I say, not as I do.” Nothing

Forces subordinate out faster. As a leader, your duty is to set by personal example the
expectations for your subordinates. If you have high personal expectations, then you can
reasonably expect the same from your subordinates. If your personal standards are not high, then
you set a double standard for your subordinates, and you will quickly lose their respect and trust.
Know your image represents your subordinates. Examples are demonstrating leadership.

b. show their subordinates a desire to do the same thing that they expect them to do.

c. be physically fit, well groomed, and dressed appropriately. Hold positive outlook. Establish a
desire to compete by capitalizing on the strengths of its subordinates. The more complicated the
situation, the better the chance to show a calm and confident attitude.
d. behave themselves so that their personal habits are not open to criticism.

e. exercise initiative in their subordinates and foster the spirit of initiative.

f. avoid showing favoritism to any subordinate.

g. share risk and suffering with their subordinates to demonstrate their ability to hear their share
of the hardship.

h. develop the thought among their subordinates that they are the best officer for their position.

i. delegate authority and avoid over-supervision to create leadership among its subordinates.

6. Know Your People and Look Out for their Welfare

Leaders should:

a. Know human nature, and the importance of caring genuinely for its subordinates. It is one
of the concepts, which is most important.
b. Know their subordinates and their responses to different situations. The knowledge could
save lives. A subordinate who is anxious and lacks self-confidence should never be put in
a position where an important, immediate decision is needed. Knowledge of the
personalities of subordinates will allow the leader to decide how each subordinates is best
handled and when close supervision is required.

c. Put the interest of their subordinates before theirs.

d. Correct complaints and do away with discontent.

e. See the company or organization leader and let them see him / her, so that every
subordinates knows them and thinks they know them.
f. Be accommodating.
g. Get to know the subordinates under their control, and understand them.
h. Let them see that they are ready to be completely prepared to perform any role that they
can be assigned.
i. Be concern their selves with organization’s leaders ‘living conditions.

j. Help their workers get the appropriate help from the personal resources that are available.

k. Protect the well-being of their subordinates by strong hygiene and sanitation supervision.

l. Determine what the mental disposition of their subordinates is; maintain communication
with their thoughts.
 m. Ensure bonuses are allocated equally and equitably. Encourage customize development.

n. Provide ample time for leisure, and focus on participation.

o. Share their subordinates ‘struggles so that they can understand their reactions better.

7. Keep your Subordinates Informed

To promote efficiency and morale, a leader should:

a. Inform the subordinates of all happenings in his organization and give reason why thing
should be done. This is done when time and well-being permit, of course. Informing the
colleagues about the situation makes them feel a part of the team smart subordinates
perform better, and can carry on without your personal oversight if they are aware of the
situation. Know how to communicate with superiors and other key people as well as with
them.
The key to providing information is to ensure that subordinates have enough
information to intelligently do their job and encourage their commitment, passion,
loyalty, and convictions.
b. Explain whenever possible why they have to do the activities and how they plan to do
them.
c. Assure their self, through regular inspections, that immediate subordinates pass on the
information necessary. Be alert to detect the spread of rumors. Stop rumors by replacing
them with the truth.
d. Create their subordinates aware of existing legislation and regulations concerning their
salaries, promotions, rights and other than confidential matters.

8. Develop a Sense of Responsibility in Your Subordinates

a. Leader should help develop good character qualities that will assist them in carrying out
their professional duties. Another way to show your colleagues that you are involved in
their well-being is to provide them with the opportunity to develop their careers.

b. Assigning task and delegating the authority to carry out task fosters mutual trust and
respect between the leaders and subordinates. It also helps the subordinates to exercise
responsibility and give full cooperation in the execution of tasks. You show confidence in
your subordinates when you properly delegate authority, you point to a lack of
leadership, and your subordinates may take it as a lack of confidence in their abilities

c. Operate through the Chain of command. Provide clear thought-provoking directions.

Speak what to do to your superiors, not how to. Hold them accountable for the outcomes,
even if ultimate responsibility remains yours. Delegate sufficient authority to enable them
to carry out the task.
 d. Provide regular opportunities for your subordinates to perform duties usually performed
by the next higher ranks.
e. Be quick to acknowledge the achievements of your subordinates when they show
initiative and creativity. Improve mistakes in judge and actions in a way that will make
the subordinates try harder.
f. Avoid public criticism or condemnation. Give free advice and assistance when the
subordinates need it. Let your subordinates know that you will tolerate honest errors in
return, without punishment; teach them through critical and positive guidance.

g. Assign the subordinates to roles according to demonstrated or potential capability.

h. Be prompt in helping subordinates, and be fair. Have confidence in each subordinate,

until you are convinced otherwise. Willingly accept accountability, and ensure that your
subordinates abide by the same standard.

9. Ensure that Task is Understood, Supervised, and Accomplished

The secret to obligation is communication. This idea is in exercise of command

necessary. Before you can expect the success of your subordinates they must first know what is
expected of them. You have to convey the directions clearly, in a concise way. Speak at a level
that their intellect would be offended.

a. Before your subordinates begin a job, let them have the opportunity to ask questions or
seek advice. Supervision is paramount. You cannot know it the assigned task is being
done correctly without supervision. Subordinates view over-supervision as abuse, and
effectively halt their initiative.
b. Let subordinates use their own strategies, and then test their progress regularly.

c. Ensure that an order is required before the order is issued. Use the chain of command
established. Give clear, concise, and constructive orders through research and practice.

d. Encourage subordinate to ask question about anything that they do not understand in your
instructions or directives.
e. Ask your subordinates if there is any question or confusion about the mission or task/s to
be done.
f. Monitor the execution of your orders and ensure that your subordinates have the
resources necessary to carry out the task or assignment.
g. Vary the monitoring schedule and the points you emphasize during inspections. Exercise
care and supervisory thinking.

10. Train as a Team

 Although a lot of so-called leaders call their organization department, sections, a team;
they’re not teams, they are just a group of people who do their job.

a. With perfection and teamwork as an aim, each waking hour subordinate should be trained
and developed, challenged and checked, corrected and encourage.

b. Subordinates are measured in appearance, bearing and attitude, self-improvement and

most importantly, performance.
c. There can be no reason for leaders failing to train their subordinates to the highest state of
physical condition and instructing them to be the very best in the arms profession.

d. Train with a reason and emphasize the core element of teamwork.

Cooperation is the secret to efficient operations. Teamwork is important to the entire
order, from the smallest unit. As a leader you have to ensure that your subordinates work
in synergy. Train, play, and act like a team. Be sure every subordinates knows his/her
role and responsibilities within the context of the team.

When team spirit is in existence, the most challenging task become much easier to
achieve. Teamwork is a bidirectional road. Individual subordinates give their best and the
team provides security, appreciation and a sense of accomplishment to the subordinates
in exchange.

11. Employ Your Command In Accordance With Its Capabilities

You’ll be able to employ the organization to its fullest ability by creating a team spirit;
successful execution of a mission depends on how well you know the strengths of your
organization.

a. If the assigned roles are one that the subordinates were not prepared to do, it is very likely
to result in failure. Failures lower the morale and self-esteem of your organization.

b. Seek challenging tasks for your subordinates but be sure the team is equipped for them
and is able to complete the task successfully.
c. Do not volunteer the team for activities that they are not able to complete. The
organization will not able to complete. The organization will not only fail but your
subordinates will think you’re out for personal glory.
d. Keep yourself updated as to the operational effectiveness of the team. Make sure
subordinates are given duties that are fair.
e. Analyze all assigned tasks. If the means available to you are insufficient, notify the
immediate supervisor and request the appropriate support.
f. Assign duties to your subordinates equally.
 g. Use your unit’s full capabilities before you ask for help.

SUPERVISION FOR LEADERS

Supervision maintains an understanding of the situation, and ensure proper

implementation of plans and policies (U.S. Army Handbook, 1973). This involves giving
guidance and reviewing performance of a job.

There is a small supervisory unit. There is over-supervision (micro-management) on one

side of the band; and under supervision on the other side.

Over-supervision stifle initiative creates resentment and decreases morale and motivation.
Under-supervision leads to miscommunication, lack of coordination and the subordinates’
impression that the leader is not concerned with. Nonetheless, all workers will benefit from
proper monitoring by seniors with more knowledge and experience, who usually appear to more
critically view the situation.

EVALUATION

Evaluating is part of supervising. It is defined as evaluating the value, quality, or

significance of people, ideas, or things. This involves looking at the ways people accomplish a
task. This means receiving feedback and understanding the feedback on how well everything is
being done. People require feedback to be able to judge their performance. Without it, they may
continue to perform tasks poorly, or stop taking steps that make their job perfect.

Use the checklist to list the activities to be completed. When it comes to recalling a list of
items, almost every one of us has bad memory. List tasks by priorities.

Example:

“A” – priorities must be done today.

“b”- priorities must be done by tomorrow, and

“C” – priorities need to be followed up within a week.

Through following through on them double check the important things. Strange things
can happen if you don’t know them. Paperwork gets lost, plans get changed, and people forget. If
you have a checks and double checks system, you will find errors, have time to correct them, and
mitigate any damage.

It might seem like a waste of your time and energy following through, but in the long run
this pays off. You’ll be spending less time and efforts correcting long-standing errors and
omissions.
INSPIRING Subordinates

It is much easier to get people to do something of they have the drive to do so. Inspire
means to “breathe life in.” and to do that, we have to have a life of our own. Three main actions
will aid you in accomplishing this:

1. Be Passionate
A trickle-down impact can arise in the organizations where there is a leader with
great enthusiasm about a project. You have to devote yourself to the job that you
do. Do not expect your people to be worked up about it if you don’t express the
excitement.

2. Involve subordinates in the decision making process

People involved in the decision-making process are much more deeply involved
than those who simply carry out the order of a manager. Help them contribute,
and inform them that you value their opinions. When it makes sense to do so,
listen to them and integrate their suggestions.

3. Know what your organization is about

“The Army is not made up of people. The Army is people. Every decision we make
is a people issue”
General Creighton W. Abrams

The same is the organization. It may be making a product or providing a service, but they
are still men. The primary responsibility of a leader is to grow people and encourage them to
attain their full potential. Your people may come from various of backgrounds, but they all have
goals they want to achieve. Create a “people setting” in which they can really everything they
can be.

TRAINING AND COACHING

Training and coaching are two different thing although some use them interchangeably:

Training – is a structured lesson designed to give people the knowledge and skills to perform a
task.

Coaching – is a process designed to help the employee develop more expertise and resolve
obstacle to improving job performance.

Training and coaching are going hand in hand. First you train people with a great deal of
technical support and you teach them with motivational tips. Training as well as coaching help
create the conditions that encourage somebody to learn and develop. People learn from
experiences of other, by building an image of what they are trying to learn in their minds by
acquiring and knowing the knowledge they need, by applying it to their job and/or practice.

COMMON POINTS OF BOTH COACHING AND TRAINING

a. Testing to assess levels of knowledge, capacity and trust.

b. Defines targets that can be routinely calculated. This helps differentiate these into step-
by-step actions.
c. Clarify course, goals and responsibility. To promote accountability, include the
individual or team in the decision-making process.
d. Encourage peer coaching by reminding them that everyone has a stake in each other’s
success.
e. Coaching is more than telling people how to do something, it involves giving guidance,
building skills, generating obstacles, removing barriers to success, building better
systems, learning through discovery.
f. Cope with emotional challenges by helping them improve, analyzing and pointing out
ways they hold back, encouraging them when they become frustrated, and so on.

g. Give feedback by pointing and suggesting solution, rather than actively criticizing errors.

As a leader you must view coaching from two different viewpoints:

1. Coaching to lead other, and
2. Being coached to achieve self-improvement.

LEARNING

Conditions of Learning

To be successful in guiding subordinates, the leader must familiarize himself with these
learning conditions and strictly follow them while training his people:

a. The Person Must be Motivated to Learn

You cannot teach certain people who are not inspired to learn knowledge or skills.
They’ve got to feel the need to learn what you say. Many workers are inspired to
do good work. They want to be able to carry out their duties properly. Their
motivation is to be able to catty out their work in return for a salary, rewards,
challenges, job satisfaction etc.

b. Involve your Subordinates In the Process.

Keep their attention in the learning process by deliberately engaging their minds
and emotions. Participate in them through their mind and emotions. Participate
them through active capability practice, or through conversation. With a lengthy
lecture you can’t keep their attention.
 People normally pay attention for a short period of time (less than 30 minutes).
We need to use what they’re told or their minds wander. It you’re lecturing for an
hour, there’s very little to recall.
Alternatively, give a brief lecture; explain (15 minutes or less), and then practice
them. Provide feedback throughout the practice session until they are able to do it
themselves. If this is a large, complicated task, break it down into short steps of
learning.

THE SIX POINTS OF LEADERSHIIP POWER

Power refers to the ability a person has to control another’s actions such that he or she
behaves according to his or her wishes. Such power is a capacity or potential as it means a
potential that does not need to be realized in order to be effective. That is, there may be a power
but it doesn’t need t be used to be successful.

The strength of leadership is much more than the use of force. Leadership encourages
others to genuinely WANT to attain a goal, while dominance drives others to attain a target. A
superior police officer, for example, has certain powers over enlisted personnel, but that power
does not need to be used to be successful. The mere knowledge that an enlisted person has of the
power of an office has some control over him or her.

Below are French, Raven’s (1959), Dix Points of Leader Power. These power points will
help you to assess the impact you and others have on achieving full negotiating skills.

1. Coercive Power – Power that is based on fear.

A person with coercive power that can make thins hard for humans. These are the
people you wish to avoid being angry with. Employees who work under a
coercive boss are unlikely to commit themselves, and are more likely to resist the
manager.

2. Reward Power – Compliance achieved on the basis of the ability to distribute rewards
which others find important

Might give people special benefits or incentives. Trading favors with him or her
might seem beneficial.

3. Legitimate Power – The power a person receives in an organization’s formal hierarch as

a consequence of his or her role
 The person has the right to expect you to comply with valid demands, given his or
her status and your job responsibilities.

4. Expert Power – Influence based on special skills or knowledge.

Experience and knowledge give the person respect. Expert influence is the most
firmly and regularly connected to productive output of subordinates.

5. Referent Power – Influence based on individual or desirable possession of wealth or

personal traits.

Sometimes this is seen as beauty, elegance, or appreciation. You like the

individual and you want to do things for him or her.

6. Informational Power – Providing information to others which leads to thinking or acting

in a new way.

SIGNIFICANCE OF SELF-CONTROL IN LEADERSHIP

A cyclone has the power to cause heavily damage

to crops, houses and even cities. It could pack

a wind of125-280 km/h enough to create a

widespread destruction. It is said that the

cyclone derives its power from its calm center.

Anonymous

“He who is slow to anger is better than the

Mighty and he who rules his spirit, than he who captures a city.”

Proverbs 16.32

For leadership the same principle holds true. Leaders being influential individuals within
the organization and having the greatest impact on the lives of their people, must learn and
exercise self-control. Leaders are gaining people’s trust, power and respect when they exemplify
self-control. The more power a leader has, the greater the confidence, influence and respect
people will have for him. Will you have a calm area like the cyclone? Have you been self-
disciplined? Can one define your life as one of self-control?
EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch/Q8NdH3fRujw

Write your answers here…..

LEADERSHIP TRAITS

“A leader is one who knows the way, goes

 the way, and shows the way.”

John C. Maxwell

EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch/acKR2D4RqFQ

Write your answers here…

If you describe a leader, he or she can prove to be a creator of difference between success
and failure. A good leader has a futuristic vision and knows how to turn his visions into success
stories in the real world.

Whether you’re just starting out as a leader, or have been leading for a while, you’ll
certainly benefit from understanding the basic characteristics that all great leaders have. The role
of manager or boss transcends productive and efficient leaders. We also found a way to achieve
the perfect blend of charm, passion and self- assurance. It may seem as if some people are born
with leadership skills, but with time and practice the reality is most leadership characteristics can
be trained, adopted, and strengthened. As we delve into the list of effective traits, you will learn
the behaviors and attitudes of a good leader.

Let us take a close look at some of the important qualities of leadership, which separate
good leaders from bad ones. You must have all these qualities to become a good leader, but if
you lack some of these qualities, then you might struggle to make the mark in the leadership
world.

1. HONESTY AND INTEGRITY

“The supreme quality of leadership is

Unquestionably integrity. Without it, no real
Success is possible, no matter whether it is on a
Section gang, a football field, in an army,
or in an office.”
Dwight D. Eisenhower
34 President of United States
th

Honesty and integrity are two key ingredients that make for a good leader. How
can you expect honesty from your followers when you yourself lack these qualities? Leaders
flourish when they hold their core values and beliefs and his won’t be possible without
ethics.

2. CONFIDENCE

You should be comfortable enough to be an effective leader and ensure people

obey your orders. If your own decisions and values are uncertain, otherwise your
subordinates will never obey you. You must be oozing with confidence as a
leader, display some assertiveness in order to gain the respect of your
subordinates. This doesn’t mean you should be overconfident, but at least you
should show the degree of confidence needed to make sure your followers trust
you as a leader.

3. INSPIRE OTHERS

“If your actions inspire others to dream more,

Learn more, do more and become more,
you are a leader.”
John Quincy Adams
 Probably the hardest thing a leader has to do is persuade others to comply. It can
only be so if by setting a good example you inspire your followers. They look up to you
when the going gets tough, and see how you react to the situation. They’ll follow you,
when you handle it well. As a leader, you should think positive and your actions will
make this positive approach clear. When you succeed in empowering subordinates, you
can easily resolve every obstacle now and in the future.

4. COMMITMENT AND PASSION

The team looks up to you and you’ll have to be enthusiastic about that if you want
them to give their all. If your team sees you’re getting your hands dirty, they’ll give their
best too. It will also help you gain your subordinates ‘confidence and instill new energy
in your team members, which will make them perform better. When they believe you are
not fully committed or lack motivation, then inspiring your followers to achieve the goal
would be an uphill task for you as a leader.

5. GOOD COMMUNICATOR

As a leader you have to communicate your vision clearly to your team and tell
them the plan for achieving the goal, it will be very difficult for you to get the results you
want if you don’t. You can never be a good leader because you can’t effectively express
your message to your team Words have the potential to get people motivated and make
them do the unthinkable. If you are making effective use of them, you can also achieve
better results.

6. DECISION-MAKING CAPABILITIES

A leader should have the ability to take the right decision at the right time, in
addition to having a futuristic vision. Leaders take actions that have a profound impact on the
people. A leader should think long and hard before taking a decision but stand by it once the
decision is made. Although most leaders make their own decisions, it is highly recommended
that you consult key stakeholders before you make a decision. After all, they will benefit from
your decisions or suffer from them.

7. ACCOUNTABILIY

“A good leader takes a little more than his share

of the blame and little less than his share of the
credit.”
Arnold H. Glasow
 Make sure each of the subordinate is responsible for what they do. Give them a
pat on the back if they do well but when they fail make them realize their mistakes and
work together to improve. Holding them to account for their actions will create a sense of
duty among your subordinates and they will be more serious about the organizations.

8. DELEGATION AND EMPOWERMENT

You just can’t do it all, right. Focusing on key responsibilities is vital to a leader,
while leaving the rest to others. Empower and delegate the duties to your followers.
When you try to micromanage your subordinates, a lack of trust will grow and, more
importantly, you won’t be able to focus on important things, as you should. Delegate the
subordinate’s duties and see how they do. Provide them with all the resources and
support they need to attain target and give them an opportunity to bear responsibility.

9. CREATIVITY AND INNOVATION

“Innovation distinguishes between a leader

and a follower.”
Steve Jobs

In order to get ahead to today’s fast-paced environment, a leader must be creative

and innovative at the same time. That helps you and your team stand out from the crowd,
is creative thinking and relentless creativity. Think about coming up with unique ideas
out of the box and transforming those ideas and goals into reality.

10. EMPATHY
As leaders, empathy with your follower will grow. Don’t adopt a dictatorial style,
and utterly lack empathy. You’ll fail to connect more directly with your followers.
Knowing the followers’ issues, and experiencing their pain, is the first step towards
becoming effective leaders. Even that is not enough until you work hard and provide the
appropriate solution for your followers.

LEADERSHIP STYLES AND THEIR PROS AND CONS

Below are the leadership styles Lewin, K. has defined. Et al. Read each style carefully
and discuss their advantage and disadvantages over the lines given below.

1. TRANSACTIONAL LEADERSHIP
This strategy is strongly disciplinary, and is often called a leadership style of
“telling.’’ The leader gives instructions to the members of his team and them uses
 various incentives and punishments to either appreciate or punish what they do in
response. Leaders give praise for a job well done or for a group member to perform a
department-wide mission hated because they missed a deadline.

PRO:

CON:

If you often use the threat of having to stay late when you need to inspire your team and
you are continually brainstorming clever ways to acknowledge solid work, you might be a
transactional leader.

2. TRANSFORMATIONAL LEADERSHIP
With this style of leadership, by empowering their workers to change, leaders are
trying to enhance or transform the individual or group into which they lead. Such
leader are working at making changes and finding new ways to get things done. And
as a result, by their ideas or insights into how something should be improved or
adjusted for their own work, they encourage and motivate others. Under
transformational leaders, people have plenty of flexibility, as well as plenty of
breathing space to innovate and thing outside the box.

PRO:

CON:

When you look at every single existing process with a discerning eye and a strong sense that it
might be better, you could be a transformational leader. You also encourage other people to get
out of their comfort zones and reach their own boundaries. You will burst with pride whenever
you see a member of a team achieved something previously thought impossible.

3. SERVANT LEADERSHIP
 “Leaders are the one who are willing to give up something of their own for us. Their
time, their energy, their money, maybe even the food off their plate. When it matters,
leaders choose to eat last.”
-SIMON SINEK

Servant leaders work with this traditional motto: “Serve first and lead.” Instead of
thinking about how to inspire people to follow their lead. They channel most of their energies
into seeking ways to help others.

They make other people’s needs a priority over their own. Besides being natural leaders, those
who follow the paradigm of servant leadership don’t try to old a white-knuckle grip of their own
rank or strength. Instead, they focus on the advancement and growth of the people who follow
them.

PRO:

CON:

You might be a chief servant if you’re known to say, “What can I do to help?” So you attach
great importance to avoiding roadblocks so helping others get things done. When you are asked
you never think twice about helping out, because you know that when you return, your own to –
do list will still be there.

PRO:

CON:

4. DEMOCRATIC LEADERSHIP

You could also hear these styles of leadership referred to as “participatory leadership.”
Members manage organization and programs as well, a democracy.

Even though these leaders on the organizational hierarchy are statistically higher, they
prioritize working together and actively engaging their colleagues in the decision-making
process. Democratic leader respect other people’s ideas and feedback, and encourage discussion
of those inputs. We don’t carry on orders from above, but take a much more inclusive approach
to doing things.
PROS:

CON:

If you think the best meetings are the ones where everyone has a fair chance to weigh in, you
might be a democratic leader. You could not remember that last time you made an important
decision without at least one other person getting input.

5. AUTOCRATIC LEADERSHIP

On the contrary to democratic leadership there is autocratic leadership. You might think of that
as an alternative to “my way or the highway.” Autocratic leaders see themselves as having
absolute power and making decisions on their subordinates’ behalf. They decide not just what
needs to be done, but how to accomplish certain tasks too.

PROS:

CON:

You will be an autocratic leader if you think that group meeting and brainstorming just slow
thing down, so it’s easier if you make important decisions on your own and if you hate them
when workers challenge your decisions. That’s final when you’ve said something.

6. Bureaucratic leadership

To put it another way, bureaucratic leadership goes “by the book.” With this style of
leadership, there is a specified collection of boxes to check to be a true leader. Bureaucratic
officials, for example, possess hierarchical authority. A power comes from a formal position or
title rather than from the unique characteristics or characteristics they hold. They also have a set
loss of duties, as well as clear rules and procedures for how they will handle and make decisions
for others. They just have to follow the path set out for them.

PRO:

CON:
 You may be a bureaucratic leader if you often find yourself questioning how your
predecessor has treated those situations that you want to make sure you follow the greed
protocol. You also seek assurance that whenever you are charged with something different, you
are doing things right.

7. LAISSEZ-FAIRE LEADERSHIP

This is a French word that translate to “leave it be” which sums up this hands-ff
leadership approach accurately. Micromanagement is just the opposite. Laissez-faire leaders
have the tools and services required to do so. But then they step back and let their team members
make decisions, solve problems and get their work done without having to worry about their
every move being obsessively watched by the leader.

PRO:

CON:

You could be a laissez-faire leader if in project status update meetings you hardly do any of the
conversations. Alternatively, members of your team are the ones who fill you in where things
are. You’re really only focused on two key points in mist events and projects: the beginning and
the end.

8. CHARISMATIC LEADERSHIP

Charismatic leadership have charismatic personalities, and great deal of

determination achieve their goals, such leaders use eloquent communication and persuasion to
unite a team around a cause, instead of promoting actions by strict instructions. You will spell
out their dream clearly and get other people excited about the same target.

PRO:

CON:

You could be a charismatic leader if you’re known to give outstanding styles of

presentations of “rally the troops.”
ETHICS IN LEADERSHIP

“An ethical leader is someone who lives and dies for integrity. Doing the right thing, even when
it hurts, is the ethical leader’s mantra.”

EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch?v=FxrMso4g2yw

Write your answers here..

HEATHER R. YOUNGER
Founder of Customer Fanatic

Ethics is about the type of values and morals that a person or a community finds
acceptable or necessary. In addition, ethics is concerned with the morality and actions of
individuals. They look to leaders when it comes to ethics to lead on ethics and take responsibility
for both good and bad results.

Ethically leading leaders are role models, promoting the value of ethical standards, keeping
their people accountable for those principles, and crucially-designing environments in which
others work and live. As mentioned below, it has been shown that ethical leadership produces a
variety of positive results, and reduces the risk of many negative tool in an ethical system
designed to support ethical behavior.

Ethical leadership is leadership motivated by respected by respect for ethical beliefs and
values, and other people’s integrity and rights (Watts, 2008). It is therefore related to values such
as honestly, sincerity, care, beauty and fairness (brown, M. et al, 2005).
How to become an ethical leader?
a. Define and align you values
Consider the morals you were raised with:
● “Treat others how you want to be treated”
● “Always say “Thank you,"
● “Help those who are struggling,” etc.
But as you evolve, and as society progresses, traditions alter, often causing changing
values. Ask yourself what matters to you as a person, and then align that with your
leadership goals. It not only reflects your honestly in describing your belief s, it also
inspires the colleagues to do the same, building a shared vision for all staff.

b. Champion the Importance of Ethics

An ethical leader’s job is to focus on the overall significance of ethics, including ethical
standards and other ethical issues, and how those factors that influence society. As an
ethical leader, educating peers about ethics is crucial, particularly in cases where they
face an ethical issue at work.

c. Hire People with Similar Values

Although your views need not be identical to those of your workers, you should be able
to establish common ground with them. This often starts with the hiring process and is
sustained though a declaration of vision.

d. Promote Open Communication

Each subordinate is different although they share similarities. Be open with every
decision you make, and seek input from your team. It makes you become a better leader
and helps you feel more comfortable in expressing your thoughts or concerns with your
subordinates. Collecting input from your team will help you improve as a leader and will
push the organization forward.

Good ethical practitioners tend to be good communicators. Individuals interact

differently. Some may feel comfortable speaking in public, irrespective of staff or
circumstance, while others may refuse to talk with a leader due to fear, anxiety or simply
not knowing how to express what they are trying to say. They could speak better via
email, rather than in person.

Communicating with each member of the team is an ethical leader’s task but also
allowing for open conversation, as some people may have questions and concerns that
need to be answered. Creating camaraderie with your team is vital to the leaders.
Relationships of quality appear to be founded upon honestly, justice, dignity,
transparency, compassion and respect.
e. Beware of bias

As people, many of us have antiquated or mistaken convictions, subconscious or

otherwise. Every leader wants to admit to their shortcomings but failure to practice self-
awareness will lead to detrimental effects. Everyone has prejudice, but you haven’t been
 called on for the longest time, because you’ve never really been hones in fact having
prejudice that can impinge on the feeling of ease at work if another person. For you to
build and maintain better relationship with your subordinates, be am open-minded leader.

f. Lead by Example
Leading by example is a noble attribute of a leader. The best way to ensure an ethical
organization is to lead by example. It is important to remember as an ethical leader, that
action always speak louder than words. People are more likely to judge others, rather than
what they say, based on how they behave. Ethical leaders may begin to earn the respect
of their peers by practicing and demonstrating the use of ethical, truthful =, and unselfish
conduct to subordinates.

g. Find your Models

In history, there are many leaders, doing a litter study of strong, powerful leaders and
trying to identify what they are doing well. Then incorporate it into their own style of
leadership.

h. Care for Yourself so you are able to care for Others

The As the saying goes, “You can’t pour from an empty cup.” The cornerstone for strong
leadership is to have a calm and competent disposition. This can be done by ensuring that
you, as a person, are focused on fulfilling your own needs such as sleep, nutrition and a
true relationship with loved ones.
It may seem easy to devote time to self-care, but ultimately it’s crucial to improving your
leadership abilities. The leader who is happy and satisfied with life seeks peace and
fulfillment for those they lead.

IMPACTS OF ETHICAL LEADERSHIP

Ethical leader will help to build a healthy atmosphere through constructive partnership at three
levels: the individual, the team, and the organization at large. Nurturing connections at each of
these levels will result in the following outcomes and benefits:

1. The Well-being of the Individual

A strong ethical leader has an important responsibility for maintaining a positive working
environment. Ethical leaders leading by example should persuade others to do likewise.
People are generally influence by the things occurring around them. Good contract
between colleagues can help to influence efficiency and attitude in the workplace.

2. The Energy of the Team

Ethical leadership can also include behavior control and co-operation within a team. In
the workplace morale usually is stronger when people get along with each other. When
colleagues work as a team, this can help build relationship in the workplace and improve
the group’s overall performance. Strong leaders usually lead by example.

3. The Health of the Organization

 The value of maintain a positive mindset in the workplace has much do with improving
the organization’s overall health. When people are able to show respect for each other
and value the views of others, this can help to create a productive work climate. There
can be an ethical organization when people’s groups work together in an atmosphere of
mutual respect, and contribute to the overall objective.

THE 4-V MODEL OF ETHICAL LEADERSHIP

The 4-V model aims to reconcile internal beliefs and values for the common good with
external behaviors and actions.
The four V’S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue
These characteristics help to build a strong ethical leader. In the end, an ethical leader’s
main goal is to create a world in which the future is positive, inclusive and allows all
individuals to pursue and fulfill their needs and fulfill their maximum potential.

VALUES FORMATION IN LEADERSHIP

Values is not subject that has been talked about so often but one that plays an important
role in acts and performance. Because values are personal and not always clearly defined, they
remain an essential but under-discussed and undervalued part of who you are as an individual
and as a leader.

Everyone has values, and when clearly understood and established, they become much
more important. To get most out of what happens, the best initial steps would be to identify your
values and write down those that are important to you.

REASONS WHY VALUES MATTER TO LEADERS

1. Values Guide Your Decisions
You have a lot of decisions to make as a dictator, those that only affect you and those that
impact many others, once you start with your principles, choice, big or small, can be
taken faster, simpler and with greater confidence. Go your choices against your merit
scheme. It’s the best place to start.

2. Values Strengthen Your Ability to Influence

If you associate with your beliefs, you are communicating with your passions. People are
drawn to you when you speak with your passion, they are more likely to hear your
message and you will be more successful in persuading and influencing. As a leader it
should be self-evident why this is vital to your values.

3. Values Create Clarify

When you’re happier your life is simpler in so many ways. Clarify helps you concentrate,
make yourself more successful and much more. One of the fastest ways in your life to
 achieve clarity is to be clear about your beliefs first. If you work from this point of
departure all the other clarification advantages will follow.

4. Values Reduce Stress

The majority of the people I know want less tension in their lives. It’s doubly important
as a leader because your tension is infectious-it infects those around you. It’s easier to
communicate when the choices are smoother, and you’re clearer about issues that you’ll
have less tension. In the past you may not have been talking about values in this way; but,
it is absolutely true that living from your values is a great way to reduce stress.

5. Values Guide Your Actions

Knowing and understanding you beliefs, is one thing. Behave according to them is
another matter. This reality has an effect on all the ideas that have been shared so far,
because all the advantages are achieved when you recognize and then act upon your
beliefs. Of those advantages, this is the most practical. Your beliefs are what drive your
actions.

While it helps to define who you are, having clear beliefs can be so much more useful on
a daily basis. It allows you to be a more successful, efficient and confident leader by
being clear on your values.
ACTIVITIES

Answer the following:

1.Discuss comprehensively the concept of leadership.

2.Identify the factors of leadership and briefly discuss each factor.

3.Identify and differentiate the different theories of leadership.

4.Make a brief discussion of the following leadership principles.
a. Know yourself and seek self-improvement

b. Be technically and tactically proficient

c. Seek responsibility and take responsibility for your actions

d. Make sound and timely decisions

e. Set the example

f. Develop a sense of responsibility in your subordinates

g.Ensure that tasks are understood, supervised and accomplished

h. Train as a team
 i. Employ your command in accordance with its capabilities

5. Create a scenario on the six points of leadership power.

a. Coercive power

b. Reward power

c. Legitimate power

d. Expert power
 e. Referent power

f. Informational power

6. what do u think will be the possible impacts and outcomes of unethical conduct of a
leader.

7. Give at least 3 of the best things you can do to become an ethical leader.
8. enumerate the 3 major elements of ethical leadership and briefly discuss each.

9. illustrate and explain correctly the 4-v model of ethical leadership.

10, explain the reasons why values matte to leaders.