College of Teacher Education

NSTP I – CWTS I

Leaders and Leadership and Team Building for Youth Organization

Objectives

At the end of the lesson, the students must have:

 distinguished leader from leadership in terms of content, roles and process.

 concretized the principles of servant leadership.
 identified the characteristics of groups
 applied qualities of a leader and different leadership styles
 explained the advantages and disadvantages of leadership behaviors.
 developed leadership skills
 discussed the different qualities of a good leader
________________________________________________________________________________________

LEADER

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

Table 1. Three Key Roles of a Leaders

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

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

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

LEADERSHIP

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

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

VIRTUES AS A FOUNDATION OF LEADERSHIP (COVEY, S.R. 1991)

Virtue
 Conformity to a standard of right and morality
 It is beneficial quality or power of a thing and a commendable quality, trait or habit.

Table 2. Virtues as Foundation of Leadership

 The habit which enables man to direct his actions to human life’s goals, knowing the
Prudence
right thing to do and applying it.
 The habit of giving each one his due with constant and perpetual will
Justice  Give stability that man needs to work without fear and anxiety in the search for
happiness
Fortitude  The habit of overcoming the difficulties and pressures of life in the pursuit of good.
 The habit of bringing the desires and natural inclination of man under the control of
Temperance
reason.
Industry  The habit of working hard and working under pressure
Loyalty  The habit of remaining true to your friends and to your principles in times of difficulty
 The habit of being accountable for one’s actions, duties, and obligations; readiness to
Responsibility
answer for the consequences of one’s actions.
Cheerfulness  The habit of being optimistic, positive, always seeing the bright side of things.
 The habit of sharing the good that one has with other people; thinking first of the
Generosity
people around him and looking for ways he can help and serve them.
 The habit of having great ideals and ambitions of doing good; being concerned with
Magnanimity doing great deeds of service to others by devoting one’s life to serve one’s country or
to people.
SERVANT LEADERSHIP
 Different views on this emanated from pious doctrines where Jesus Christ depicted as the best model
of servant leader.
 A leader who humbled Himself to serve His Disciples especially when He performed the “washing of
the feet” symbolizes humility and humbleness of Christ.

Table 3. Ten Principles of Servant Leadership

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

TRAITS OF LEADERSHIP

1. True leadership is the art of changing a group from what it is into what it ought to be.
2. Leadership is the ability to recognize a problem before it becomes an emergency.
3. Leadership and learning are indispensable to each other.
4. Leadership is learning to give whether you get anything or not. If you ever give something to get
something, you are not giving in the true sense of the word, you are trading!
5. On the other side of the coin of leadership is loneliness, for he who is a leader must always act alone,
and acting alone means accepting everything alone.
6. Leadership is the ability to handle uncertainty.
7. What is “it”? This is the aspect of leadership that is concerned with outward appearance. It means
looking, dressing, and talking like a leader.
8. Leadership has nothing to do with ordering people around or directing their every move.
9. The climax of leadership is to know when to do what.

QUALITIES OF A GOOD LEADER

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

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

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

LEADERSHIP BEHAVIORS AND STYLES

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

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

 Leads men by means of the rank position.
Authoritarian/Survival
 S self-centered type of leadership where the leader believes he is the only one
Leadership
capable of directing the subordinates.
 Leads men by always setting an example.
Paternalistic
 This type of a leader manifest an example of a father, who seems to be always
Leadership
after the welfare of hiss children.
Participative/Enabling  Makes the men participate actively in the activity or task in the organization but
Leadership reserves the right to make final decision on critical matters.
 Leaves decision making to the subordinates.
Laisse-Faire
 The leader will give assignment, and then it is up for the subordinates to
Leadership
accomplish the task whatever manner they can.
THE POWER
 If an individual is able to influence the behavior of others, he is exercising power because power is
one’s ability to affect the behaviors of others according to his own will, may either be personal or social.
 Asserting personal autonomy or freedom is an example of personal power, while influencing your
classmates to perform a stage play for a literature or humanities class is an example of social power.

Table 5. Five Bases of Power

 Based on authority granted by an  A superior can tell a subordinate to
organization. do something, and if the
Legitimate
 This power is position-oriented, which subordinate refuses, he can be
Power
means that the higher the position held, the reprimanded or even fried.
greater the sphere or influence.
 Power to give or withhold rewards.  Some fastfood service crew accept
 This power, which is based on reward, is the a night duty or a graveyard shift
most effective motivational force. because this kind of schedule
 However, the limitation of this power is that entails a bigger pay.
Reward Power
employees tend to perform according to  Likewise, employees are
additional pay or rewards, instead of encouraged to come early to work if
commitment and dedication to their job. their company gives incentives for
early birds.
 Power based on force and punishment.  Motorists follow traffic rules and
 Basically, coercive power work on fear. signs because of a corresponding
punishment for every violation
Coercive committed.
Power  Also, bandits surrounded by law
enforcers are likely to surrender
because of the overwhelming force
confronting them.
 Power based on identification, imitation, or  Influence of advertisements.
charisma.
 The power based on identification means
that a person follows a leader because he is
related to some degree with the leader,
either by blood, skills, locality, or others.
Referent  Second power based imitation means that
Power the follower follows because he wants to
imitate the leader’s actions, lifestyle.
 Lastly, the power based on charisma refers
to the ability of a person to capture the
interest, devotion, and confidence of others.
 In short, referent power utilizes trust and
respect.
 Power based on knowledge and wisdom.  Students follow their teachers
 Uses intellect and experience. because he knows something that
 In this case, the more important the they need to learn.
Expert Power
information and the fewer the people who  Patients follow their doctors’ advice
have access to it, the greater the degree of because he knows how to cure their
expert power. illnesses.

MANAGEMENT

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

Figure 1. The Management Cycle

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

Kinds of Environment

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

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

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

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

Table 6. Stages for Success Planning

 The group must try to analyze their past experiences and identify their
Searching look backward
failures and success.
 The group must assess their present status to know what they already
have and what they still need.
Deep look inside
 They must also know what resources are available to them whether it
be human, financial, physical, and informational.
 The group must assess the economic, social and political environment
Wide look around
to know if their desired goal is feasible within the given options.
 The group must foresee possible problems and obstacles that they
may encounter while executing the plan.
Long look ahead
 They should identify measures to resolve possible problems, if not
avoid them.
 II. Organizing
 Second stage in the management cycle.
 In this stage the group decides the nature of the jobs that need to be filled and the specific duties
and responsibilities attached to them.
 The group must also determine the position to be filled and the qualifications of the people who will
fill them.
 Organizing includes staffing, which is the leader’s attempt to find the right person for the right job.
 It also includes the creation of an organizational structure, which seems to be one of the most
difficult tasks among leaders.

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

Self
-
act
uali
zati
on
Esteem need

Belongingness need

Safety/Security

Physiologic need

Figure 2. Maslow’s Hierarchy of Needs

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

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

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

TEAM DEVELOPMENT

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

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

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

a. Shared Goals and Objectives

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

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

c. Trust and Conflict Resolution

 The ability to openly recognize conflict and to seek to resolve it through discussion is critical
to the team’s success.

d. Shared Leadership
 Individual will not function as a team if they are brought together simply to “rubber stamp”
decisions made by the team’s formal leader or others not in the team.
 The development and cohesion of a team occurs only where there is a feeling of shared
leadership among all team members.

3. Team Relationship and Management

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

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

4. Building a Better Team

 The following aspects are necessary for building a better team.

a. Teamwork reflects Camaraderie

 A team will not work if members are self-centered and if they do not know each other. There
will be no fun, excitement, and sharing.

b. Teamwork reflects Unity

 Whatever the outcome of the project, it is the team that works towards it. It is not single stick
anymore, but a bundle of sticks hard to break, strong and fighting.

c. Teamwork divides the Effort and multiplies the Success

 Each group has ample zest and inspiration to become a dream team.

5. The Characteristic of an Effective Team

a. The team members share a sense of purpose or common goals, and each team member is
willing to work toward achieving these goals.
b. The team is aware of and interested in its own processes and it examines norms operating
within the team.
c. The team identifies its own resources and uses them, depending on its needs. The team
willingly accepts the influence and leadership of the members whose resources are relevant to
be immediate task.
d. The team members continually try to listen to and clarify what is being said and show interest in
what others say and feel.
e. Differences of opinion are encouraged and freely expressed. The team does not demand
narrow conformity or adherence to formats that inhibit freedom of movement and expression.
 f. The team is willing to surface conflict and focus on it until it is resolved or managed in a way that
does not reduce the effectiveness of those involved.
g. The team exerts energy towards problem solving rather than allowing it to be drained by
interpersonal issues or competitive struggles.
h. Roles are balanced and shared to facilitate both the accomplishment of task and feelings of
team cohesion and morale.
i. To encourage risk taking and creativity, mistakes are treated as sources of learning rather than
reasons for punishment.
j. The team is responsive to the changing needs of its members and to the external environment
to which it is related.
k. The team members are committed to periodical evaluation of the team’s performance.
l. The team is attractive to its members, who identify with it and consider it a source of both
professional and personal growth.
m. Developing a climate of trust is recognized as the crucial element for facilitating all of the above
elements.

6. Table. 7 Characteristics of Effective Team Leaders

 Communicate
 Make decisions with input from others
 Give the team member the information they 
need to do their jobs
 Keep focused through follow-up
 Show loyalty to the organization, the team, 
and team members
 Have wide visibility
 Criticize constructively and address problems 
 Share their mission and goals
 Demonstrate assertiveness
 Treat team members with respect
 Want to take charge
 Set guidelines for how team members are to 
treat one another
 Are open, honest, and fair
 At consistently
Set goals and emphasize them
 Listen to feedback and ask questions
Create an atmosphere of growth
 Give praise and recognition
Develop plans
 Display tolerance and flexibility
 Exhibit a willingness to change
 Make themselves available and accessible
 Accept ownership for team decisions
Represent the team and fight a “good fight”
when appropriate

7. Table 8. A Dream Team Leader provides the support needed for success (Maxwell, 1995).
DICTATORS FACILITATORS
1. Hoard decisions 1. Push decisions down the line

2. Makes decisions alone or restrict them to 2. Involve others as much as possible, in

an elite group. key decisions and give people space to
make those decisions.

3. View truth and wisdom as their domain
since they are the leader.
4. Surprise their workers with edicts from
above.
5. Guard their own interest.
6. Take for themselves.
3. View truth and wisdom as being
accessible to everyone throughout the
organization.
4. Let those responsible decide how the jobs
will be done.
5. Serve everyone’s interest by developing
people.
6. Give to the organization.

8. Table 9. Characteristics of Effective Team Members

 Support the team leaders  Help the team leader to success
 Ensure that all viewpoints are explored  Express opinions, both for and against
 Compliment the team leader on team efforts  Provide open, honest, and accurate
information
 Support, protect, and defend both the team  Act in a positive and constructive manner
and the team leader
 Provide appropriate feedback  Understand personal and team roles
 Bring problems to the team (upward  Accept ownership for team decisions
feedback)
 Recognize that they each serve as a team  Balance appropriate levels of participation
leader
 Participate voluntarily  Maintain confidentiality
  Show loyalty to the organization, the team  View criticism as an opportunity to learn
leader, and the team
 State problems, along with alternative  Give praise and recognition when warranted
solutions/options
 Operate within the parameter of team rules  Confront the team leader when his or her
behavior is not helping the team
 Share ideas freely and enthusiastically  Encourage others to express their ideas fully
 Ask one another for opinions and listen to  Criticize, ideas, not people
them
 Avoid disruptive behavior such as side  Avoid defensiveness when fellow team
conversations and inside jokes members disagree with their ideas
 Attend meetings regularly and promptly 

9. Symptoms of Team Problems

Table 10. Common Team Problems

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

Prepared by

CHRISTIAN JAY L. SUBASTE

NSTP-CWTS 1 Coordinator

References

Textbook

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

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

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

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

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

Quilang, Alexander et. Al. (2012). The National Service Training Program
 College of Teacher Education
NSTP I – CWTS I

WORKSHEET # 4-A
LEADERS AND LEADERSHIP AND TEAM BUILDING FOR YOUTH ORGANIZATION

Name: __________________________________

1. The following instruments (adapted from Smith, 1997) can help you as a leader at all levels to
obtain valuable feedback from the group you supervise. Some instruments are self-assessment
to aid you in appraising your strengths and weaknesses in leadership roles.

Instrument 1 Leadership choices: Empowerment or Direction?

Directions: For each question, circle one letter that best expresses your opinion. When you have answered all questions, transfer your
answer to the scoring sheet provided.

It is more important for strong leaders in organizations:

1 a. To give workers responsibility and authority
b. To supervise the work of others carefully
2 a. To teach and learn
b. To manage and direct
3 a. To make most important decisions alone
b. To involve group members in important decisions
4 a. To pay attention to the feelings of workers
b. To focus primarily on the performance of workers
5 a. To show by example what hard work and long hours mean
b. To delegate task efficiently
6 a. To encourage skilled workers to find best practices for work tasks
b. To give specific directions on how to complete assigned tasks
7 a. To demonstrate expertise in technical matters
b. To praise and reward demonstrations of expertise by workers
8 a. To provide time for consensus decision-making by group members
b. To make executive decisions promptly
9 a. To resolve worker conflicts by personal intervention
b. To encourage workers to resolve their own conflicts
10 a. To keep workers informed
b. To keep workers motivated
11 a. To listen to the opinion of workers
b. To share their experience with others
12 a. To run a tight ship
b. To manage a company widely known as a great place to work
13 a. To accept work standards developed by the workers themselves
b. To set high standards for worker performance
14 a. To reward effort and performance
b. To reward knowledge and ability
15 a. To hire based on past accomplishment
b. To hire based on future promise
16 a. To develop mission and vision statements with group members
b. To develop mission and statements alone or with a small executive committee
17 a. To call attention to mistakes by workers
b. To turn quality control over to workers themselves
18 a. To accumulate power
b. To distribute power
19 a. To anticipate change
b. To control operations
20 a. To protect the interests of workers
b. To develop the abilities of workers.

Score Sheet

EMPOWERING LEADERSHIP DIRECTIVE LEADERSHIP

1A 11A 1B 11B
2A 12B 2B 12A
3B 13A 3A 13B
4A 14B 4B 14A
5B 15B 5A 15A
6A 16A 6B 16B
7A 17B 7B 17A
8A 18B 8B 18A
9B 19A 9A 19B
 10B 20B 10A 20B
TOTAL _____________ TOTAL _____________

After placing your answers in each category, get the total as shown by the score sheet. The one that has the greatest
value reflects the type of your leadership. Empowering leaders give members/employees room to think and participate while Directive
leaders just give specific orders.
Instrument 2 The Leader’s Relationship to the Team

This instrument has been adapted to apply to team leaders from “The Team-Player Survey”, contained in Glenn M.
Parker’s, Team Players and Teamwork. (Jossey-Bass, 2002).

Directions: your response for each item that most closely expresses your opinions. When you have answered all items, transfer your
answer to the score sheet, and then interprets your relation to the team either as a Contributor, Collaborator,
Communicator, or Challenger. Definitions of each of these styles are provided on the score sheets.

1. When I lead team meetings, I usually

a. _____ serve as a technical expert for the team
b. _____ remind the team often of our mission
c. _____ try to involve everyone in decision-making
d. _____ point out where I think the team is going to astray
2. I consider my most important responsibility as a team leader is to
a. _____ keep the team on track with our mission
b. _____ maintain good interpersonal relations among team members
c. _____ disseminate comprehensively the activities goals to the members
d. _____ provide necessary objections and “devils advocate” debate
3. When meetings become stressful for team members, I sometimes
a. _____ try too hard to be light-hearted and witty
b. _____ am too blunt in telling team members what I think
c. _____ give up trying to involve everyone in the meeting
d. _____ seek the advice of outsiders in understanding team problems
4. When team members experience conflict with one another or with me, I usually
a. _____ try to get all points of view out in the open
b. _____ explain my own point of view as clearly as possible
c. _____ view such conflict as a sign that changes are needed in team processes
d. _____ try to diffuse conflict by humor or friendliness
5. I believe I am viewed by team members as
a. _____ a leader sure of the facts
b. _____ a flexible leader
c. _____ a supportive leader
d. _____ an honest and straightforward leader
6. In looking back over my performance as a team leader, I believe that I am often too
a. _____ driven by expected results
b. _____ flexible and understanding
c. _____ sure of my own position
d. _____ tempted toward quick fixes
7. When the team does not meet expectations, I usually
a. _____ work harder for participation from all members
b. _____ call a summit meeting of the team to get back on track
c. _____ increase my efforts to provide more and better information for the team
d. _____ insist that the team turn its attention to our goals and mission
8. I have difficulty
a. _____ criticizing an action that the team unanimously supports
b. _____ motivating the team to higher standards
c. _____ expressing ideas and suggestion outside my area of expertise
d. _____ giving a team member my evaluation on how he or she relates to other members
9. I think team members look upon me as
a. _____ a leader with very high standards
b. _____ a leader who sometimes can see the big picture
c. _____ a leader more interested on how the team works than what it accomplishes
d. _____ a leader obsesses with details
10. In my opinion, problem-solving team member requires
a. _____ the participation of all team members
b. _____ Excellent listening skills by team members
c. _____ courage in asking unpopular and difficult question
d. _____ reliable information
11. In assembling new team, I usually make an effort to
a. _____ establish casual, friendly relations with team members
b. _____ focus as soon as possible on goals and procedures
c. _____ understand the team’s expectation of me as their leader
d. _____ make sure everyone shares the same essential information about the team’s assignment or project
12. I sometimes make team members feel that they
a. _____ aren’t being completely honest with me
b. _____ aren’t measuring up to my expectations
c. _____ don’t see the forest for the trees
d. _____ don’t care enough about the feelings of other team members.
13. One of my most important roles as team leader is to
a. _____ achieve results efficiency as possible
b. _____ work with the team so that they participate in goal-setting
c. _____ involve all team members in decision-making
d. _____ encourage the expression of contrary opinions and ideas
14. In most cases team decision-making should be based on
a. _____ the original charter or mission statement for the team
b. _____ challenging the team process in my eagerness to obtain results
 c. _____ discussion that involves all team members
d. _____ the merits of the evidence
15. I believe I am sometimes guilty of
a. _____ worrying too much about how team members interrelate
b. _____ challenging the team’s ideas too severely
c. _____ forgetting team process in my eagerness to obtain results
d. _____ concentrating too much on big picture issues and ignoring smaller team achievements
16. The word or phrase team members would probably use to describe me is
a. _____ independent
b. _____ reliable
c. _____ visionary
d. _____ sociable
17. In my activities as team leader, I am usually
a. _____ dependable and hardworking
b. _____ dedicated and flexible
c. _____ supportive and friendly
d. _____ informed and honest
18. What irritates me most about some team members is their failure to
a. _____ base discussion and decisions on agreed-upon goals
b. _____understand the importance of working well together
c. _____ compromise when necessary to achieve consensus
d. _____ meet deadlines and live within resources limitations

SCORE SHEETS
Transfer your answer to the appropriate spaces below; add and get the totals. The greatest number would reflect the
type of leadership that you prefer.
Questions # Contributing Leader Collaborating Leader Communicating Leader Challenging Leader

1 a. __________ b. __________ c. __________ d. __________

2 a. __________ b. __________ c. __________ d. __________
3 a. __________ b. __________ c. __________ d. __________
4 a. __________ b. __________ c. __________ d. __________
5 a. __________ b. __________ c. __________ d. __________
6 a. __________ b. __________ c. __________ d. __________
7 a. __________ b. __________ c. __________ d. __________
8 a. __________ b. __________ c. __________ d. __________
9 a. __________ b. __________ c. __________ d. __________
10 a. __________ b. __________ c. __________ d. __________
11 a. __________ b. __________ c. __________ d. __________
12 a. __________ b. __________ c. __________ d. __________
13 a. __________ b. __________ c. __________ d. __________
14 a. __________ b. __________ c. __________ d. __________
15 a. __________ b. __________ c. __________ d. __________
16 a. __________ b. __________ c. __________ d. __________
17 a. __________ b. __________ c. __________ d. __________
18 a. __________ b. __________ c. __________ d. __________
TOTALS ______________ ______________ ______________ ______________

As a leader, your primary relationship to the team is indicated by the highest total score. In descending order, the other
number indicates the relative strength of you other relationships to the team. Interpret your scores according to the following category
descriptions:

1. Contributing Leader
 Focused on providing reliable information to the team. This leader sets high standards for personal and team
performance. Team members credit this kind of leader with excellent organizational abilities, including management of
budget and schedules. Members of the team may criticize this kind of leader for narrowness of mental picture and
firmness.

2. Collaborating Leader
 Focused on fulfilling the overall goals and mission of the team. This works well with others in a “bahala na” spirit of
flexibility. Team members credit this kind of leader with vision and far-ranging intellect. Members may criticize this kind of
leader for losing track of details and undervaluing small, but necessary tasks.

3. Communicating Leader
 Focused on the processes by which the team attains its goals. This leader listens well and encourages participation by all
team members. Team members credit this kind of leader with good “people skills” and conflict resolution abilities.
Members may criticize this kind of leader for caring more for people and processes than for results.

4. Challenging Leader
 Focused on enhancing team performance through “gadfly” questions and comments. This leader often disagrees with the
approaches, processes, and conclusions of the group. Team members credit this kind of leader with permitting risk and
independent judgment. Members may criticize this kind of leader for being so perfectionist without considering the
weaknesses of other in terms of their capabilities.

2. Oral Participation

Direction: Using your score sheets for the two leadership assessment tools, share the results with your
classmates. Discuss also ways on how to improve your relationship with team members
based on the type of leader you most likely appear to be.
 College of Teacher Education
NSTP I – CWTS I

WORKSHEET # 4-B
LEADERS AND LEADERSHIP AND TEAM BUILDING FOR YOUTH ORGANIZATION

Name: __________________________________

Instruction: Answer the following questions.

1. What makes you an effective team leader? Select at least 10 characteristics of effective team leaders
that are inherently found in you.
2. As a team member, which of the enumerated characteristics describe you as an effective member of
the youth organization?
3. Which symptoms of team problems has your team commonly encountered? Describe and explain the
problems and you own ways of solving it.