Module 2: Leading and Leadership

Objectives

To enhance the leadership skill of the

students.

To figure out what are the duties and

responsibilities of a leader.
 Overview
This session focuses on the function of a leader and how important a leader on
an organization.
 Meaning of Leadership

Leadership is the process of

influencing others to behave
in preferred ways to
accomplish organizational
objectives.
Leadership possesses
as many definitions as
the term motivation. Is
an elusive, yet very real
Meaning of
concept that daily
Leadership
influences every
person in every
organization in the
world.
 Meaning of Leadership

Leadership is the relation in which one

person (the leader) influences others
to work together willingly on related
task to attain goals desired by the
leader and/or group.
 Meaning of Leadership

Leadership is the managerial

activity that maximizes
productivity, stimulates creative
problem, and promotes morale
and satisfaction (Blake and
Mouton)
 Leaders

Good leaders are made not born. If you have the

desire and willpower, you can become an
effective leader.

To inspire your workers into higher levels of

teamwork, there are certain things you must be,
know and do.

These do not 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 laurels.
 1. Leader
You must have an honest understanding
of who you are, what you know, and what
you can do. To be successful you have to
convince your followers, not yourself or

Four Factors your superiors, that you are worthy of

being followed.
of Leadership
 Four Factors of Leadership

2. Followers

Different people require different styles of leadership. 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.
 Four Factors of Leadership

3. Communication

You lead through two-way communication. Much of it is

nonverbal. What and how you communicate either builds
or harms the relationship between you and your
employees.
 4.Situation
All situations are different. What you do in
one situation will not always work in
Four Factors another. You must use your judgment to

of Leadership decide the best course of action and the

leadership style needed for each
situation.
 Principles of Leadership

Know yourself and seek self-

improvement – In order to know
yourself, you have to understand your Be technically proficient – As a
be, know and do attributes. Seeking leader, you must know your job and
self-improvement means continually
have a solid familiarity with your
strengthening your attributes. This can
employees’ task.
be accomplished through self-study,
formal classes, reflection, and
interacting with others.
 Seek responsibility and take
responsibility for your actions –
Search for ways to guide your
organization to new heights. And when
things go wrong, they always do sooner
or later – do not blame others. Analyze
the situation, take corrective action, and
move on to the next challenge.

Principles of
Leadership

Make sound and timely decisions –

use good problem solving, decision
making and planning tools.
 ▪ 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
Principles of Gandhi
Leadership
▪ Know your people and look
out for their well-being –
Know human nature and the
importance of sincerely
caring for your workers.
 Principles of Leadership

Keep your workers informed – know how to

communicate with not only them, but also seniors
and other key people.

Develop a sense of responsibility in your workers

– help to develop good character traits that will help
them carry out their professional responsibilities.
 Principles of Leadership

Ensure Train Use

Ensure that tasks are Train as a team – Use the full
understood, although many so capabilities of your
supervised, and called leaders call organization – by
accomplished – their organization, developing a team
communication is the department, section, spirit, you will be
key to this etc. a team; they are able to employ your
responsibility. not really teams… organization,
they are just a group department, section,
of people doing their etc. to its fullest
jobs. capabilities.
 Attributes of Leadership

BE a professional. Example: Be loyal to the

organization, perform selfless service, take personal
responsibility.

BE a professional who possess good character traits.

Example: Honesty, competence, candor, commitment,
integrity, courage, straightforwardness, imagination.
 leader, communication,
and situation.
▪ KNOW yourself. Examples:
Human needs, emotions,
and how people respond
to stress.
▪ KNOW your job.
Attributes of Examples: Be proficient
Leadership 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
leader are.
 ▪ DO provide direction.
Examples: Goal setting,
problem solving, decision
making, planning.
▪ DO implement. Examples:
Communicating,
Attributes of coordination, supervising,
Leadership evaluating.
▪ DO motivate. Examples:
Develop morale and esprit
de corps in the organization,
train, coach, counsel.
 ▪ The four pillars of an organization are
Leadership, Management, Command and
Control. They are important for every
leader and manager to understand
because they directly drive the
organization.
▪ Leadership drives the interpersonal
aspects of the organization, such as moral
and team spirit.
▪ Management deals with the conceptual
The Four Pillars of issues of the organization, such as
planning and organizing.
Leadership
▪ Command guides the organization with
well thought-out visions that makes it
effective.
▪ Control provides structure to the
organization in order to make it more
efficient.
 Villamargo as cited by
Coloma & Herrera (2004)
give three function of
Leadership, such as;

Functions of
Leadership 1. Providing Vision
2. Achieving Goals
3. Initiating
camaraderie and
smooth relationship.
 Three Types of Leadership

There are three types of Leadership

• Authoritative type of leadership through
fear;
• Persuasive or democratic type of
leadership- the one that practices the
philosophy of management; and
• Free-rein type, wherein the leader just
allows his followers to do what they want.
 Adaptability-
adjustable to
changing situation
Consideration-
Traits which a thoughtful and kind
leader should Dedication- devotion,
have: especially to duty
Dignity-quality of
being honorable or
excellent
 Faith- a belief without
evidence; confidence or
dependence on a
person
Traits which a
Experience-something
leader should
have: undergone
Honesty-trustworthiness
Initiative- first move,
does not wait to be told
Traits which a leader should have:

Integrity-
Judgment-
uprightness of
decision reached
character

Justice- Kindness-
impartiality; gentleness of
righteousness heart, humanness

Knowledge-
knowledgeable
 Loyalty
Persuasiveness
Poise
Traits which a
leader should Resourcefulness
have: Tact
Thoughtfulness
Unselfishness
 Leadership style is the manner and
approach of providing direction,
implementing plans, and motivating
people.

AUTHORITARIAN
(AUTOCRATIC)
I want both of you to…
This style is used when leaders tell their
Leadership Style employees what they want done and how
they want it accomplished, without
getting the advice of their followers.
Some of the appropriate conditions to
use it is when you have all the
information to solve the problem, you are
short on time, and your employees are
well motivated.
 PARTICIPATIVE
(DEMOCRATIC)
Let’s work together to solve this…
This style involves the leader including one
or more employees in the decision making
process (determining what to do and how to
do it). However, the leader maintains the
final decision making authority. Using this
tyle is not a sign of weakness; rather it is a
sign of strength that your employees will
Leadership Style respect.
This is normally used when you have part of
the information, and your employees have
other parts. Note that a leader is not
expected to know everything – this is why
you employ knowledgeable and skillful
employees. Using this style is of mutual
benefit – it allows them to become part of
the tea, and allows you to make better
decisions.
 DELEGATIVE (FREE
REIGN)
You two take care of the problem while I go…

In this style, the leader allows the employees to

make decisions. However, the leader is still
responsible for the decisions that are made.
This is used when employees are able to
analyze the situation and determine what
Leadership Style needs to be done and how to do it. You cannot
do everything! You must set priorities and
delegate certain tasks.

This is not a style to use so that you can blame

others when things go wrong, rather this is a
style to be used when you fully trust and
confident in the people below you. Do not be
afraid to use it, however, use it wisely!
 Leadership models help us to understand
what makes leaders act te way they do.
The ideal is not to lock your self in to a
type of behavior discussed in the model,
but to realize that every situation calls for
a different approach or behavior to be
taken.
The Four Framework Approach
In the Four Framework Approach, leaders
Leadership display leadership behaviors in one of
Model four types of frameworks: structural,
human resource, political or symbolic.
This model suggests that leaders can be
put into one of these four categories and
there are times when one approach is
appropriate and times when it would not
be. That is, any style can be effective or
ineffective, depending upon the situation.
 Structural Framework
In an effective leadership situation, the
leader is a social architect whose leadership style
is analysis and design. While in an effective
Leadership situation, the leader is a petty tyrant whose
Model leadership style is details. Structural leaders focus
on structure, strategy, environment,
implementation, experimentation, and adaptation.
 Leadership Model
Human Resource Framework
In an effective leadership situation,
the leader is a catalyst and servant whose
leadership style is support, advocating, and
empowerment. While in an ineffective
leadership situation, the leader is a
pushover, whose leadership style is
abdication and fraud. Human Resource
leaders believe in people and communicate
that belief; they are visible and accessible;
they empower, increase participation,
support, share information, and move
decision making down into the
organization.
 Political Framework
In an effective leadership
situation, the leader is an advocate,
whose leadership style is coalition and
building. While in an ineffective
leadership situation, the leader is a
hustler, whose leadership style is
manipulation. Political leaders clarify
Leadership what they want and what they can get;
Model they assess the distribution of power and
interests; they build linkages to other
stake holders, use persuasion first, and
then use negotiation and coercion only if
necessary.
 Symbolic Framework
In an effective leadership situation,
the leader is a prophet, whose leadership
style is inspiration. While in an ineffective
leadership situation, the leader is a
fanatic or fool, whose leadership style is
Leadership smoke and mirrors. Symbolic leaders
view organizations as a stage or theater to
Model plat certain roles and give impressions;
these leaders use symbols to capture
attention; they try to frame experience by
providing plausible interpretations of
experiences; they discover and
communicate a vision.
 ▪ Servant Leadership is both
a leadership philosophy and
set of leadership practices.
Traditional leadership
generally involves the
accumulation and exercise of
power by one at the “top of
Servant the pyramid.” By
comparison, the servant-
Leadership leader shares power, puts
the needs of others first and
helps people develop and
perform as highly as
possible.
 Robert K.
▪ While servant leadership is a
timeless concept, the phrase
Greenleaf
“servant leadership” was coined and the
by Robert K. Greenleaf in The
Servant as Leader, an essay that he
modern
first published in 1970. In that servant
essay, Greenleaf said:
leadership
movement
 ▪ “The servant-leader is servant first… It
Robert K. begins with the natural feeling that one wants
to serve, to serve first. Then conscious choice
Greenleaf brings one to aspire to lead. That person is
sharply different from one who is leader first,
and the perhaps because of the need to assuage an
unusual power drive or to acquire material
modern possessions…The leader-first and the
servant-first are two extreme types.
servant
leadership
movement
 ▪ Between them there are shadings and
blends that are part of the infinite
variety of human nature.” “The
difference manifests itself in the care
taken by the servant-first to make sure
that other people’s highest priority
Robert K. Greenleaf needs are being served. The best test,
and difficult to administer, is: Do those
and the modern served grow as persons? Do they, while
servant leadership being served, become healthier, wiser,
movement freer, more autonomous, more likely
themselves to become servants? And,
what is the effect on the least privileged
in society? Will they benefit or at least
not be further deprived?”
 Robert K. ▪ Robert Greenleaf recognized that
organizations as well as individuals
Greenleaf could be servant-leaders. Indeed, he
and the had great faith that servant-leader
modern organizations could change the world.
In his second major essay, The
servant Institution as Servant, Greenleaf
leadership articulated what is often called the
movement “credo.” There he said:
▪ “This is my thesis: caring for persons,
the more able and the less able serving
each other, is the rock upon which a
good society is built. Whereas, until
recently, caring was largely person to Robert K.
person, now most of it is mediated
through institutions – often large,
Greenleaf
complex, powerful, impersonal; not and the
always competent; sometimes corrupt. If
a better society is to be built, one that is
modern
more just and more loving, one that servant
provides greater creative opportunity
for its people, then the most open
leadership
course is to raise both the capacity to movement
serve and the very performance as
servant of existing major institutions by
new regenerative forces operating
within them.”
 Dela Cruz, Sonia G. (2005). National
Development via National Service
Training Program. Mandaluyong City:
Books Atbp. Publishing Corp.

Del Rosario, Ed. D. (2012). Resurreccion

et. al. National Service Training Program
1. Bulacan: St. Andrew Publishing House.

Bibliography
NSTP Updates: Powerpoint. OSS CHED.
November 29, 2012

Servant Leadership.
http://en.wikipedia.org/wiki/Servant_lea
dership.