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Laguna State Polytechnic University

San Pablo City Campus
Province of Laguna

GRADUATE STUDIES AND APPLIED RESEARCH

MAY ANN A. CATIPON

Ed.D. Major in Educational Management

ELSA C. CALLO
Professor

TOPICS FOR RESEARCH

CG 602 SEMINAR IN VALUES DEVELOPMENT

1. Describe the various personality traits that affect how managers think, feel, and
behave.

Close your eyes and imagine a leader. Did you think of a general? The president? It’s not
unusual to associate leadership with power, but to gauge effective leadership, I’d argue that
power will only take you so far on the battlefield, in the Oval Office, and, yes, even in the
workplace. In order to achieve sustainable success, managers need to embrace a humanistic
model, which emphasizes compassion, the value of each individual, and respect.

Here are 15 personality traits that are key to effective leadership:

1. OPENNESS AND FRIENDLINESS

People appreciate and will react more positively when they feel they can trust their
leader, communicate in an open way, and not fear saying the wrong thing. A strong leader is
one that people feel comfortable interacting with, knowing they will get an honest answer.

The humanistic leader is sociable, easy to talk, and relatable.

2. KINDNESS
All people respond well to others who are cheerful, nice, and seem to put others firs t.
Developing kindness, even with people who are harder to get along with, makes a leader
more effective.

The humanistic leader can be trusted.

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3. THOUGHTFULNESS
People are able to enjoy their work more and, thus, are more productive when their
leader respects and incorporates their views. Thinking of others and, often, putting their
needs first helps a leader gain trust and loyalty.

The humanistic leader shows empathy and is able to put themselves into the shoes of the
people they lead.

4. EMOTIONAL STABILITY
Emotions at work shift throughout the day, yet people expect leaders to be stable
emotionally throughout the day. This, in turn, sparks emotional stability with the team
members, and work gets done more effectively.

The humanistic leader is emotionally resilient.

5. CREATIVITY
People require new ideas and insight from their leaders to thrive at work. A creative
mind that can think outside of the box is highly effective in the workplace.

Humanistic leaders are capable of thinking from different perspectives, systems thinkers,
deep thinkers, and full of imagination and new possibilities!
6. EFFECTIVE COMMUNICATORS
People readily follow leaders who can clearly explain what they want and expe ct through
written, spoken, and non-verbal communication avenues. Strong leaders are able to connect
with people through clear and honest communication.

The humanistic leader knows how to state their goals in a way people can understand.
7. INTEGRITY
Being honest, reliable, and trustworthy are all critical to leaders because people are more
likely to follow those they feel they can fully trust. Being a person of integrity means being
someone who stands behind your word and shows up when you say you will—this trait
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shows the people under you that they can trust you not only professionally, but also
personally.

The humanistic leader is truthful in every interaction with the people they lead, and this
builds trust within teams.
8. SELF-AWARENESS
To lead others, a leader must be aware of their own needs, strengths, and shortfalls, and
demonstrates this by taking measures to improve when needed. Only through self-
awareness will leaders be empowered to make changes to become stronger leaders. Others
respond well to those who are aware of their own personality traits and how they affect
others.

The humanistic leader is in touch with their own person, and they use that self-awareness
to better impact others around them.
9. EMPATHY
Being able to understand and respond to the emotions and experiences of others creates
a strong, personable leader. Empathy is vital to building strong connections with team
members, and those connections help the leader accomplish more.

Humanistic leaders respond to the emotions and experiences of others with empathetic
understanding, and they use that empathy to make better decisions that affect the team.
10. ENGAGED
An engaged leader is actively interacting with team members throughout the day. This
leader knows what is happening in their people’s lives, how they are doing on their projects,
and what could happen to make things flow more freely throughout the day.

The humanistic leader is an active and engaged participant in the work that is happening,
and this leader is not afraid to get their hands dirty with the daily work.
11. HUMOROUS
Being too serious can be detrimental when leading a team. Laughter raises the spirits of
people in an organization, even during stressful or challenging times. Humor allows a leader
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to see the bright side of anything that happens, even if something negative takes place.
People respond well to appropriate humor.

Humanistic leaders understand and embrace the power of laughter through appropriate
and timely humor, which can help lessen stress and improve overall morale.
12. PASSIONATE
Leaders who are passionate about their mission are able to communicate a clear vision
to the people they lead. That passion can lead to a charismatic approach that people
respond well to. They are excellent at communicating the purpose behind their actions, and
that passion can spread to others.

Humanistic leaders have a strong passion for what they do, and they can convey that
passion to the people they lead.
13. RESPECTABLE
Respect is earned, and the integrity and passion of a strong leader is something that
people will respect when it is delivered with openness and empathy. By embracing these
character traits, leaders will gain the appreciation of those they lead. These lead ers carry
themselves in such a way that they demand and command respect from those around them.

In every action and reaction, humanistic leaders live a respectable life.

14. ACCOUNTABLE
Leaders who excel at what they do understand the importance of holding themselves
accountable for their actions. Either through others who are in leadership over them or with
accountability to their own teams, good leaders will check in with others to ensure they are
attaining their goals well.

Humanistic leaders understand the value of accountability, and they hold themselves, not
just their teams, accountable for their own successes.
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15. ETHICAL
Ethical leaders believe in the dignity and value of others and will push to protect them
throughout the work of the organization. Ethical behavior flows through every decision, and
these leaders will push for actions that protect the common good.

Humanistic leaders have strong ethical values and use those values to drive their own
decision-making.
If you want to be an effective leader, you need to be kind, thoughtful, creative, an
effective communicator, self-aware, have integrity and empathy, engaged, passionate,
ethical, and accountable.

You may already possess some of these personality traits, but others may require work
to build these leadership traits so you can become a strong humanistic leader.

HOW TO BUILD HUMANISTIC LEADERSHIP TRAITS

A humanistic leader is one who embraces the leadership traits that help them relate
more effectively to others. If you are in a position of leadership and want to be successful, it
is time to build these humanistic leadership traits. Start with this list and identify those
areas where you need to improve. Then, take measures to improve each day, pushing for
more openness, integrity, passion, or any other area in your work. While it may take time,
by focusing on becoming a humanistic leader, you will become more effective in leading the
people around you.

2. Appreciate how moods and emotion influence all members of an organization.

It can be easy for managers to brush off emotions in the workplace, but ignoring them can
have dire consequences. It's no secret that emotions play a role in the workplace. When people
are stressed, upset, or angry, it can affect their work performance and interactions with others.
For managers, it's important to be aware of these emotions and how to deal with them. By
understanding and acknowledging the role emotions play in the workplace, managers can create
a positive environment for their team and help them to excel.
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The emotional culture in a workplace can help with predicting workplace outcomes. Here are
some fundamental ways that emotions at work affect an organization:

• A joyful work environment attracts top talent - As well as bringing in the best people,
an atmosphere of fun and support between co-workers fuels higher retainment levels
and commitment to the company.
• Too much of a good thing - Excess amounts of fun or camaraderie can get in the way of
critical thinking and lead to lower productivity.
• Excess stress impairs brain power - Stress is shown to cause issues with memory,
attention, impulse control, and mental flexibility. For this reason, workplaces that are
excessively disciplinary or have a disregard for fostering a positive emotional culture,
can end up with less productive employees.
• Emotional exhaustion leads to burnout - Burnout is thought to come from low morale
at work over a prolonged period of time. This can be because of any number of
workplace issues such as feeling undervalued at work, a lack of influence, or a lack of
camaraderie between team members.
• Positive emotions lead to innovation - When workers feel safe to express themselves
and are encouraged to take risks, they are more likely to come up with new ideas. And
when those ideas are met with support and enthusiasm, they are more likely to be
developed into successful products or services.

Types of Emotions in the Workplace

Human beings experience a complex landscape of emotions throughout their lifetime and it is
only natural that these would be present in some form within the work environment.

Positive Emotions in the Workplace

These positive emotions are common in a healthy and productive workplace:

• Feeling valued - This involves feeling that our positive traits have been recognised and
responded to appreciatively.
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• Happiness - This involves an overall sense of contentment and meaning experienced

within a job role.
• Camaraderie - In the workplace, camaraderie is a feeling of trust, collaboration, and
friendship between colleagues.
• Excitement - A feeling of mental stimulation and heightened joy in relation to the
company's goals or the person's individual role.
• Engagement - A heightened sense of focus and connection to a task or process within a
job role. It can also include engagement with the company's ethos or team members.
• Belonging - This involves a feeling of being "in the right place", and feeling connected
with a role or team.
• Confidence - A sense of personal empowerment and courage within a role. An ability to
put forward unique ideas without feeling shy or otherwise inhibited.
• Pride - This is a great feeling about a person's own role in a company as well as their
contributions or skills.
• Flow - A profound sense of absorption in an activity that completely engages a person's
brain so they feel at one with the task.

Negative Emotions in the Workplace

Some negative emotions at work are inevitable, or even at times helpful. However, extensive
amounts of these emotions can drain the psychological health of a team:

The most common negative emotions in the workplace are:

• Burnout - This is extreme emotional fatigue that is the result of chronic stress within a
job.
• Stress - In short bursts, stress is a fear response that can activate our brains so we
become more alert and engaged with a task. In the long-term, or in highly difficult
situations, stress can have a negative impact on our minds and bodies alike.
• Aggression - This is defined as ‘any incident in which employees and other people are
abused, threatened or assaulted at work’. This includes verbal abuse and passive-
aggression.
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• Pessimism - A negative outlook on the future of the company, the work itself, or the
social dynamics within the team. A tendency to focus on negative information and form
opinions based on that.
• Anxiety - This negative emotion causes a person to feel unsafe either emotionally or
physically. Anxiety at work can be about retaining employment, meeting demands, social
aspects of the workplace, or even the tasks themselves.
• Depression - Work-related depression is often triggered by an accumulation of stress
that seems unsurpassable. It can cause feelings of hopelessness or apathy within the job.
• Anger - This is another response to stress at work that involves a more expulsive and
sometimes destructive approach. Workplace anger can result from irritation, outrage, or
feelings of injustice.
• Isolation - This often affects remote workers but can affect those within an office
environment too. Isolation is the lack of needed social contact and connection. It can
occur within a team if one person feels undervalued or ignored.

How Do Emotions Affect the Workplace

Our emotions have a great impact on our workplace. Positive emotions such as joy and
hope can improve our productivity and help us to build positive relationships with our
colleagues. On the other hand, negative emotions like anxiety and anger can lead to conflict and
make it difficult to focus on the task at hand.

Emotional labor is the term used to describe the efforts we put into managing our emotions
in the workplace. This can be positive emotional labor, like trying to remain positive in the face
of adversity, or negative emotional labor, like putting on a brave face when you're feeling
overwhelmed. Either way, it's important to be aware of how your emotions are affecting your
work life.

3. Describe the nature of emotional intelligence and its role in management.

While technical skills may help you quickly climb into a management position, your soft skills
are what will help you successfully lead teams and foster positive workplace
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relationships. Emotional intelligence, in particular, is a key leadership skill that will help you
effectively coach team members, solve problems, and collaborate with colleagues. Here’s a closer
look at what emotional intelligence is and why it is such an important quality for leaders to
possess.

Emotional intelligence refers to your ability to recognize, understand, and manage your own
emotions. It also refers to your ability to understand the emotions of those you interact with. By
developing your emotional intelligence, you will be able to improve your workplace relationships
and positively influence your colleagues and team members.

High emotional intelligence means that you are able to recognize your feelings, what they
mean, and how they can impact others. Leaders with high emotional intelligence are able to
utilize their emotions appropriately to influence positive outcomes.

This is a must-have skill for leaders. It helps them effectively manage teams without causing
rifts or conflicts. Emotionally intelligent leaders are able to get the most out of their employees
and adapt their leadership style as needed to accommodate employees with different
personalities.

The Pillars of Emotional Intelligence

Emotional intelligence is often broken down into five key components:

• Self-awareness
• Self-regulation
• Social awareness
• Social skills
• Self-motivation

By improving in each of these areas, managers can improve their overall emotional intelligence to
become better workplace leaders.
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Self-Awareness

To get the most out of your team, you first need to be able to get the most out of yourself,
which is why self-awareness is so important for leaders.

Self-awareness simply means understanding how you feel and how these feelings can
affect others in the workplace. You should be able to recognize your strengths, weaknesses, and
emotions.

Self-Regulation

Self-regulation or self-management refers to your ability to manage and control your own
emotions. Leaders need to be able to keep their emotions under control and maintain a positive
outlook despite whatever obstacles they may run into.

This is particularly important in stressful situations, as leaders need to be able to respond

to adversity in a calm and appropriate manner.

Social Awareness

Social awareness has to do with your ability to empathize with others and understand
their emotions. To effectively communicate with their team members, leaders need to be able to
understand and recognize their employees’ feelings.

Empathetic leaders support the professional and personal growth of their employees and
are able to effectively maintain positive workplace morale.

Social Skills

Social skills are essential for a successful leader. Social skills include your ability to
effectively communicate, collaborate, influence, coach, and mentor others. It also refers to your
ability to successfully resolve conflicts and manage difficult situations.
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Leaders with developed social skills are able to build and maintain positive workplace
relationships to the benefit of themselves and their colleagues.

Self-Motivation

The ability to self-motivate is a critical skill for managers to possess. Leaders need to be
constantly working towards their personal and professional goals, as well as the goals of the
organization as a whole.

Successful leaders should also be able to effectively motivate their employees and
maintain high standards for productivity and efficiency.

Why Emotional Intelligence is Important in Leadership

Emotional intelligence is important for a variety of reasons. Emotionally intelligent leaders

are able to develop and maintain a positive, productive, and efficient workplace while constantly
motivating their employees to put their best foot forward.

Leaders with this important skill are able to create workplace environments in which
employees feel comfortable taking risks and sharing their ideas. They are able to make difficult
decisions, resolve conflict effectively, and adapt to changing business goals and circumstances.

A lack of emotional intelligence inhibits a leader’s ability to effectively collaborate and

communicate with others. When a leader is not able to manage their emotions, employees may be
less eager to share their ideas and are less likely to reach their full potential.

4. Why is it that an organization’s values and norms can become too strong? Justify.

Organizational values describe the core ethics or principles which the company will abide by,
no matter what. They inspire employees’ best efforts and also constrain their actions. Strong,
clearly-articulated values should be a true reflection of your organization’s aspirations for
appropriate workplace behavior, and play an important role in building a positive culture at your
organization.
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Well-drafted and current organizational values:

• Guide staff behavior, as well as strategic and operational decisions

• Provide a solid foundation for your employment policies, and “fill the gaps” where policies
are silent
• Over time, improve the organization’s ethical character as expressed in its operations and
culture
• Demonstrate integrity and accountability to external stakeholders
• Set the organization apart from its competitors
• Reduce risk of inappropriate behavior
• Strengthen the employment value proposition

Every organization preference some values over others. A university might value intellectual
rigor, independence and the pursuit of knowledge. By comparison, a listed telecommunications
company would prefer customer service, network reliability, and profit. For this reason, there is
no such thing as a one-size-fits-all Code of Ethics.

Group norms are ground rules that can encourage a group to work efficiently and discourage
behaviors that hinder its effectiveness. Although unwritten, they govern how group members
interact with each other, work as a team, make decisions, and even how they dress. With each
role that a person adopts, their behavior changes to fit the general expectations for that role.

Positive group norm examples include:

• Be open-minded
• Treat managers and colleagues with courtesy and respect
• Avoid office politics and hidden agendas
• Take ownership for mistakes- never throw anyone under the bus
• Share information
• Don’t be territorial: act for the overall good of the team and the company
• Come to meetings fully prepared
• No technology use during meetings
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• When you commit to doing something- do it

Group norms provide you with an expectation of how to behave in a particular group. These
groups can range from friendships to office cultures to the citizenry of a nation. Conformity is
when you act in ways that fulfill these norms, which is are accurate ways of predicting and
understanding what people do in a given role or setting.

As the leader, we at healthy and productive group norms as a key to success. They allow
teams to clarify their purpose and roles and improve their collective performance. Other benefits
include:

• Improved trust
• More efficient use of time
• Better understanding of one another’s intentions
• Reduced risk of office politics, which are notorious for eroding teams

5. What could you or the person who was treated unfairly have done to improve
matters and rectify the injustice on the spot? Discuss.

“If you don’t like something, change it. If you can’t change it, change the way you think
about it.” ~Mary Engelbreit
Many times, in the past, I’ve complained that things weren’t fair. Sometimes I was
legitimately wronged—like when I was a kid and an adult in my life regularly told people lies
about me, seemingly to justify her disdain and mistreatment.
Other times, I victimized myself to avoid taking responsibility—like when I didn’t prepare
well and bombed at a community theater audition but attributed my failure to favoritism. As an
adult, I blamed many of my difficult early experiences for the perpetual chip on my shoulder. I
bemoaned the injustices of the world because I felt so many befell me. It wasn’t my fault that I
was angry all the time; there was just a lot to be bitter about. At least that’s what I thought back
then.
One day, when I was commiserating with a friend who was upset about a seemingly unfair
situation in her life, I wondered: What good does this do us? Grumbling about injustice doesn’t
make things just, and the ensuing hostility doesn’t help us effectively address things that need
fixing.
We can’t create positive change from a negative mindset. We have to heal your pain before
we can set out to heal the world. And we have to stop seeing yourself as a victim if we want
to access your personal power.
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Still, despite knowing this and making a conscious effort to change, I still feel an
instinctively strong and irate response to perceived unfairness at times. If a friend gets passed
over for a promotion because it went to the boss’s daughter, I feel outraged for that friend. If I see
someone hit a parked car and speed away, I seriously consider following them and issuing a
citizen’s arrest. If I believe someone is earning boatloads of money unethically, I ruminate on how
it’s not right, and wish I could do something to stop it. I think it’s wrong when someone cuts in
line; it’s wrong when someone bucks a system; it’s wrong when systems don’t do what they’re
supposed to… the list goes on and on.
I’m learning to understand my strong emotional response so that I can challenge the
feelings and thoughts that disempower me. If you’d like to do the same, you may find this post
helpful.

Our Biological Response to Unfairness

While we all learned about fairness in childhood, scientists have proven we’re actually
hardwired for it.
Studies have shown that the reward centers of our brains activate when we recognize
fairness, even when it pertains to someone else. When we witness unfairness, it triggers our
amygdala, the primitive part of the brain that controls fear and anger.
This means that when we feel like we’ve been treated unfairly, we go into fight-or-flight
mode, with its resulting sense of anxiety.
Psychologists suggest that when we fight for fairness for others, it’s actually self-
interest in disguise, meaning we’ve recognized it provides us with some type of advantage to be
fair.
No matter how you slice it, we experience a strong, instant physical and biological reaction
to perceived injustices, and this can limit our ability to think rationally and respond proactively.

Dealing with Unfairness

Those people who don’t let unfairness make them bitter aren’t somehow better than
others.
They aren’t necessarily people who haven’t experienced severe injustice or inequality, and
they also aren’t people who simply accept whatever happens without ever taking a stand.
The people who handle unfairness well possess three things in common:

• They catch their emotional response before it leads to obsessive thinking.

• They think rationally before they act.

• They recognize the difference between what they can control and what they can’t.
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Stopping Obsessive Thinking

Dwelling on unfairness doesn’t do anything to change it; it actually affects our ability to do
that since obsessive thinking drains our energy, magnifies our emotions, and keeps us more
focused on problems than solutions.
This has been the biggest challenge for me, as I’ve found it almost satisfying at times to
think about things that seem wrong, as if this is productive.
If you struggle with this as well, recognize when you start fixating on blaming thoughts,
and visualize a stop sign in your head. Then repeat an affirmation along the lines of, “This isn’t
productive. It is what it is, and I can either accept it or try to change it.”

Thinking Rationally Before Acting

In order to think rationally, we need to recognize that our biological reaction is just that,
and consciously choose not to let it dictate our actions.
According to psychologist and author Marcia Reynolds, when we feel slighted or cheated,
and react emotionally, we then use our logical brain to rationalize that response. For example, we
may tell ourselves, “I snapped, but he deserved it!”
We can be far more effective if we use our logical brain first, before we do something we’ll
later regret.
In some cases, when we think rationally, we may realize an unfair situation is not a big
deal in the grand scheme of things—when someone cuts us off and runs a red light, for example.
It’s annoying, but is it really worth fuming during a car ride that could otherwise be pleasant?
Other times we’ll still feel strongly that we need to fight for justice, but this doesn’t require us to
act with aggression. It requires calm, careful planning and acting… if it’s something we can, in
fact, control. This leads to the last step.

Knowing What We Can Control and Doing Something About It

We can’t change mistreatment that happened in the past. We can address mistreatment
that’s happening now. We can’t change someone else’s decision or behavior if they aren’t willing
to change. We can change how we respond to them (and choose to help educate and positively
influence them). We can’t change that tragedies have occurred, in our own lives or in places
across the globe. We can support causes that seek to prevent future tragedies, or even spearhead
our own.
And we can’t guarantee specific outcomes for our actions, but we can increase our odds of
making a difference by being clear-headed, patient, and consistent. Sometimes there will be
unfair things that we simply need to accept, and it might feel instinctive to fight that. We’re only
human, and we will sometimes give in to our emotional responses.
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What’s important is that we try to move beyond them so we don’t let the things we can’t
control take control of us.

References

April 20th, 2021 by C. N. P. D. (2022, September 16). 15 most important personality traits of effective
leaders. JWU College of Professional Studies. Retrieved October 14, 2022, from
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C%20ethical%2C%20and%20accountable.
Emotions in the workplace: Why managers need to care. Yours App. (n.d.). Retrieved October 10, 2022, from
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emotions/#:~:text=Emotions%20and%20moods%20can%20have,and%20stick%20to%20establi
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Organisational values. Worklogic. (2022, September 28). Retrieved October 10, 2022, from
https://www.worklogic.com.au/services/organisational-
values/#:~:text=Organisational%20values%20describe%20the%20core,and%20also%20constra
in%20their%20actions.
Staff, H. R. D. Q. (2022, September 22). The importance of emotional intelligence in leadership: HRDQ.
HRDQ. Retrieved October 11, 2022, from https://hrdqstore.com/blogs/hrdq-blog/emotional-
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%20and%20professional%20goals.