CURRICULAR PROGRAM

National Service Training Program (NSTP) Law.

- The National Service Training Program (NSTP) law or Republic
Act No. 9163 is a program aimed at enhancing civic
consciousness and defense preparedness in the youth by
developing the ethics of service and patriotism while
undergoing training in any of its three (3) program components

1 Reserve Officers' Training Corps (ROTC)

Which is designed to provide military training to tertiary level
students to motivate, train, organize, and mobilize them for national
defense preparedness.

2. Literacy Training Service (LTS)

Which is designed to train the students to teach literacy and
numeracy skills to children, out- of-school youth, and other segments
of society in need of their service.

3. Civic Welfare Training Service (CWTS)

Which refers to activity's contributory to the general welfare and
the betterment of life of the members of the community or the
enhancement of community facilities, especially those devoted to
improving health, education, environment, entrepreneurship, safety,
recreation and morals of citizenry, and other social welfare
services.

What will become of NSTP graduates?

Graduates of non-ROTC components shall belong to the National Service
Reserve Corps (NSRC) which could be tapped by the state for literacy
and civic welfare activities. Graduates of the ROTC component shall
form part of the AFP Citizen Armed Force, subject to DND
requirements.

Who is responsible for supervising The NSTP to students?

School authorities shall exercise academic and administrative
supervision over the design, formulation, adoption, and
implementation of the different NSTP components in their respective
schools

Guidelines for the Establishment of the National Service Reserve Corps

(NSRC)

Background
Section 11 of RA 9163 or the National Service Training Program Act of
2001 specifically provides for the creation of a National Reserve
Corps (NSRC), composed of graduates of the non-ROTC components: the
Civic Welfare Training Service (CWTS) and Literacy Training Service
(LTS). Member of the Corps may be tapped by the state for literacy
and civic welfare activities, through the joint effort of DND, CHED
and TESDA

Mission
To provide a trained and motivated manpower pool that can be tapped
by the State for civic welfare, literacy, and other similar endeavors
in the service of the nation.

Function
1. To assist in the disaster preparedness, mitigation, response, and
rehabilitation programs
2. To serve as an auxiliary to the Disaster Coordinating Council
(DCC) response units
3. To assist in the promotion of civic welfare activities
4. To assist in the implementation of literacy programs
5. To assist in socioeconomic development
6. To assist in environmental protection
7. To perform other similar endeavors

Composition
The NSRC shall be composed of the graduates of CWTS and LTS
components of the NSTP

LESSON 2
SELF-AWARENESS AND VALUES DEVELOPMENT

- Self-awareness is defined as an awareness of one's own

personality or individuality.
- The term "self" often refers to yourself, ma, himself, herself,
oneself, and your own self.
- This term refers to a person in a prime condition, as entire
person or individual
- Awareness is defined as having or showing realization,
participation in commitment to, and knowledge of the
development of one's values

You as Filipino.
1 Being aware of and remaining constantly on guard against the
Alipino tendency towards negativism you can eventually propel
yourself into positivism.

2. Use your lakas at tibay ng loob (courage and strength) to move

away from the fatalistic gulong ng palad (wheel of fortune) and
bahala na (come what may) attitude

3 Begin by getting involved with your own life Makialam ka sa buhay

mo, cooperate, makisama ka by first initiating a change in yourself

4. Begin without expecting instant miracles. You have got only one
real friend and one worst enemy and that is yourself

5 Believe in your abilities and work unyieldingly to reach your

objective

Self-Management Sequence

- Life is not matter of luck or fortune

- If we leave our lives up to chance, chances are, we will fail
- Success in self-management is always the result of something
else, something that leads up to it
- Most of what seems to happen to you, happens because of you
something you created, directed influenced, or allowed to
happen
- The Self-management Sequence
The Five Steps That Control Dur Success or Failure
1 Behavior-behavior means our actions. Each moment of each
day will determine whether we will be successful that
moment or that day in everything that we do

2 Feelings every action we take is first filtered through

our feelings. How we feel about something will always
determine or affect what we do and how we do it

3 Attitudes - our attitudes play a very important part in

helping us become successful. Good attitudes are created,
controlled, or influences entirely by our beliefs

4. Beliefs - what we believe about anything will determine

our attitudes about it. Create our feelings, direct our
actions, influence us to do well or poorly, and lead us to
succeed or fail. The belief that we have about anything is
so powerful that it can make something appear to be
 something different than what it really is Belief does not
require that something be the way we see it to be

5. Programming - we believe that we are programmed to

believe. Our conditioning from the day we were born has
created, reinforced, and nearly permanently cemented most
of what we believe about ourselves and what we believe
about most of what goes on around us
a) Programming creates beliefs.
b) Beliefs create attitudes
c) Attitudes create feelings.
d Feelings determine actions.
e) Actions create results.

Human Person and Values Development.

The Human Person
- The human person is the subject of education: he she is a human
person learning and being taught.
- The human person is also the object of education: he Ishe at
the center of the curriculum and the entire program. Helche is
multidimensional: a distinction between the person as self and
the person in community.
- The human person is an Individual, a self-conscious being of
incalculable value in himself/herself.
- His/her physical, intellectual, moral, spiritual,
socioeconomic, and political well-being is recognized by the
state

1 The Being
- This is the fundamentally positive reality which can be sensed
in the very depths of the human person.
2. The "I"
- This is the reality felt at the level of the head.
3. The Sensibility
- It carries a message from the T from the being, and from the
in-depth conscience.
4. The Body
- It is the biological reality and has its own laws.
5. In-Depth Conscience
- This reality is a place where the other four pivotal centers
can be perceived in a synthesis. This is the place of the
person in the process of growth, a place where what is good can
be sensed
Behavior
 - It is the manner of conducting oneself. It is the response of
an individual, group, or species to its environment. It is a
way a person behavior
Attitude
- it is a position assumed for a specific purpose. It is an
organismic state of readiness to respond in a characteristic
way to a stimulus as an object, concept, or situation.
-Human attitude affects much of a person's behavior which in turn
depends on the kind of environment he/she is interacting with
-The attitude can be readily changed depending on the kind of
stimulus, concept, or situations that will greatly affect the human
person

Ten Commandments of Human Relations

1. Speak to people. There is nothing as nice as a cheerful word or
greeting
2. Smile at people. It takes 72 muscles to frown and only 14 to smile
3. Call people by name. The sweetest music to anyone's ear is the
sound of his/her own name. 4. Be friendly and helpful. If you want
friends, you must be one.
5. Be cordial Speak and act as if everything you do is a joy to you
6. Be genuinely interested in people. You can like almost everybody
if you try.
7. Be generous with praise and cautious with criticism.
8. Be considerate with the feelings of others. It will be
appreciated.
9. Be thoughtful of the opinion of others. There are three sides to a
controversy-yours, the other fellow's and the right one.
10. Be alerted to give service. What counts most in life is what we
do for others.

Values Development.

Value
- Value is derived from the Latin word, "valere" which means to
be worth or to be strong. A thing that has value when it is
perceived to be intrinsically good and desirable.
- Values are the basis of judging what attitudes and behavior are
correct and desirable and what are not. It is, therefore,
crucial that there be an appropriate framework as well as a
strategy for providing the context and operational guidelines
for implementing a values education program

Value System: Various Views

According to Clyde Kluckhohn, "a value is a conception, explicit or
implicit, distinctive of an individual or characteristic of a group,
of the desirable which influences the selection from available modes,
means and ends of action.

According to Cornelius J. Van der Poel, "values refer to the

understanding" of a certain good for an individual or society which
is considered worthy of realization.

1. Values of Being
Honesty - honesty must be practiced with other individuals, with
institutions, with society, and within oneself.
Courage - this means daring to attempt difficult things that are good
Peace ableness-this means calmness, peacefulness, and sincerity.
Self-reliance and potential - these refer to a person's
individuality, awareness, and development of his/her gifts and
uniqueness. The tendency to blame others for difficulties must be
overcome
Self-discipline and moderation - these to physical, mental, and
financial self-discipline. These involve moderation in speaking, in
eating, and in exercising. These also include the controlling and
bridling of one's own appetites and understanding the limit of body
and mind
Fidelity and Chastity - these refer to the value and security of
fidelity within marriage and of restraints and limits before marriage

2. Values of Giving

Loyalty and dependability- these refer to loyalty to family,

employers, country church, schools, and other organizations and
institutions. These mean reliability and consistency in doing what
one s says he/she will do.
Respect-this means respect for life, property, parents, elders,
nature, and the beliefs and rights of others, it refers courtesy,
politeness, and manners, it means self-respect and the avoidance of
self- criticism
Love it means individual and personal caring that goes beneath and
beyond loyalty and respect
Unselfishness and Sensitivity- these pertain to becoming more
extroverted and less self-centered These mean learning to feel with
and for others. These refers to empathy tolerance, brotherhood, and
sensitivity to the needs of people and situations
Kindness and Friendship- these refer to awareness that being kind and
considerate is more admirable than being tough or strong. These
involve tendency to understand rather than confront and be gentle,
particularly towards those who are young and old and weak
Justice and Mercy these refer to obedience to law and fairness in
work and play. These involve an A understanding of the natural
consequences and the law of the harvest. These refers to the grasp of
mercy and forgiveness, and understanding the futility

LESSON 3
YOUTH LEADERSHIP TRAINING AND ORGANIZATION

Leader and Leadership Leadership is the art of influencing people to

get the necessary support and cooperation in community affairs and to
maintain solidarity among people. It is the ability to influence
others towards desired goals. It also means "doing the right things
LA leader is a one who help facilitating communities of people, take
risks, and envision a better future for his/her group, encourages
commitment, and helps people move ahead along a path to accomplish

A goal Leaders are needed to make decisions, to direct community

activities, and to speak for the community both in relation to its
internal organization and its outside relationship. LAs Peter Drucker
pointed out, a leader has followers. Even poor leaders have
followers, but usually not for a long time. That is because the goal
of leadership is to get results

Virtues as the Foundation of Leadership

Virtue is defined as conformity to a standard of right and morality.
It is a beneficial quality or power of a thing, and thus, a
commendable trait or habit

The following virtues are considered the foundation of leadership.

A-Prudence - the habit which enables man to direct his actions to
human life's goals,
B-Justice- the habit of giving e each one his/her due with constant
and perpetual will gives
stability that a person needs to work without fear and anxiety in
search of happiness
C- Fortitude - the habit of overcoming the difficulties and pressures
of life in pursuit of goodness
D-Temperance - the habit of bringing desires and natural inclinations
of man under the control of reason
E-Industry - the habit of working hard and working under pressure
F-Loyalty - the habit of remaining true to your friends and to your
principles (goal) in times of difficulty
G-Responsibility- the habit of being accountable for one's action,
duties, and obligations readiness to answer for the consequences of
one's actions
H.Cheerfulness- the habit of being optimistic, always seeing the
bright side of things

I-Generosity - the habit of sharing the good that one has with other
people, thinking first of the people around him/her and looking for
ways he/she can help and serve them
J-Magnanimity - the habit of having great ideals and ambitions of
doing good, being concerned with doing great deeds of service to
others by devoting one's life to help one's country and people

Leadership Styles
Authoritarian leadership (Survival)

1.A leader makes decision and announces it

- A leader announces his/her decision with no feeling of
responsibility or accountability to share
2 A leaders present a decision but "cells it to the members"
- the reasons his/her decision and shares the reason behind it,
which has been prepared in
3. A leader presents a decision and invites questions for
clarification
- A leader announces his/her decision, but responds to questions
for clarification on an impromptu boss with a rationale to
explain to the members

Consultative Leadership Security

1 A leader presents a tentative decision subject to change
- A leader announces his-her tentative decisions and states that
heshe is open to question and clarification and discussion.
2.A leader presents a situation, gets input, decides
- A leader identifies a situation or problem and assumes a
facilitating role to elicit assumptions and suggestions, then
slips out of his/her facilitating role and decides.
3. A leader calls on members to decide but holds the veto power.
- A leader calls on the group to identify situations and
limitations, explores possibilities, and decides contingent on
the leader's veto power.

Enabling Leadership (Participation)

1 A leader defines limits and calls on members to decide
- A leader shares any "givens" (eg available funds, time
allowance, etc) and facilitates a decision by members based on
limitations or parameters.

2 . A leader calls on members to identify limits, explore

possibilities, and decide.
- A leader maintains a facilitating role by allowing members to
identify a situation or problem, identify limits, explore
possibilities, and decide.

National Plan of Action for Promoting the Good Citizenship Values

The first National Congress on Good Citizenship was held on 27-28 of

October 2006 and its theme was "The Good Citizenship Values: Building
blocks of Development."

It paved the for the implementation of projects and programs for NSTP
including the Organization for Plan Implementation: Special Task
Forces areas of concern as follows:

An Education and Training Task Force

1 Education and Training, Capacity Building, and Technical Assistance
2. Advocacy and Information Dissemination Task Force
3. Research and Materials Development Task Force
4 Social Engineering Task Force

Building a Better Team

The following aspects are necessary for building a better team

1. 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
2. Teamwork reflects unity
- It is the team that works towards the outcome of the project
whatever it is. The team is no longer a single stick, but a
bundle of sticks-hard to break, strong, and fighting
3. Teamwork divides the effort and multiplies the success
- Each group has ample rest and inspiration to become a dream
team.
A Dream Team Leader
- A dream team leader provides the support needed for success
(Maxwell, 1995). The support is created when the leader decides
to be a facilitator rather than a director
- The total control by the leader, even if he/she is somewhat
able to achieve it is never effective as a group effect

Decision-Making
Decision-making skills and techniques underpin most aspects of
management. The art of good decision-making is complex, encompassing
a wide range of personal and interpersonal skills such as
fact-finding, logical thinking, analytical ability, sensitivity to
others, creativity, and assertiveness

Importance of Decision-making
Deciding something means making a choice or arriving at a conclusion
and neither of these things is easy.

Decision is a choice between two or more options/alternatives. It is

the act of process of deciding, a determination arrived at after a
careful consideration. It is a determination of either to win or to
lose.

Decisions involve a commitment to action; and the hardest step in

achieving anything is making a true commitment. The decisions are
important because they have the power to trigger the process of
forming aspirations and turning goals into reality.

Kinds of Decisions
1. Operational decision - this is concerned with how the different
functions of the organization such as marketing, production, finance,
etc. Will contribute to its strategic plan
2 Strategic decision- the decision at this level is likely concerned
with the scope of the organization's activities
3. Routine decision- this is an ordinary decision on a wide range of
issues. The decisions are left to one person, usually the leader.
4 Urgent decision - this is a decision intended for some problems
that occur suddenly and may cause serious consequences if not dealt
with urgency
5. Problematic decision- this decision must be taken when a
difficulty has emerged and there is no obvious solution. Experts from
outside the team may be called to give advice.
6. Consultative decision- this is a decision that involves those who
are affected by the results of the decision. Consulting other people
from outside the organization means inviting others to serve as
consultants

Decision making Approaches

There are two main approaches to decision-making that are linked to
McGregor's X and Y theories.

1. Authoritarian approach - leaders assume the authority to make

decisions alone and to pass them down the line for implementation.
2. Democratic approach - the responsibility for decision-making is
shared between the leader and members of the team. Between these two
extremes lies a range of decision-making processes in which the
leader "sells" the decision to the rest of the team before a decision
is made. Whichever approach you prefer, you will almost certainly
need to judge whether a decision will be acceptable to everyone else.

Key Steps in Decision-Making Using the Systematic Approach

1 Setting objectives- define the purpose of the decision and consider
what outcomes or objectives it will achieve
2 Collecting information - have sufficient information for the
choices you need to make.
3. Identifying alternative solution - look at all possible options;
some are obvious, a number must be logically deduced, and others
require a more creative approach
4. Evaluating option - this involves determining the extent to which
the options meet the decision objective.
5. Selecting the best option - after the evaluation, the "best"
option is selected using any of the techniques or approaches.

Involvement in Decisions

Here are the decisions made based on how many people get involved in
the process of decision- making
1. The Plop - the group decides by not deciding. This means "not to
decide". someone suggests, but it is dropped like a stone into a
pond, and no one pays any attention to it at all
2. The One-Person Decision - this is quickly made, but later when the
decision-maker depends on free or voluntary support from others to
implement It, he/she might find himself/herself carrying it cut alana
3. The Handclasp-one person makes a suggestion, another says, "What a
marvelous idea," and without further discussion, the matters are
decided. These decisions are more frequent than one thinks, and often
pass unnoticed at the time, but resentment comes to the surface
later.
4. The Clique-this decision is made by a small group who plans
beforehand to get their way. Because they are better organized than
those who disagree, they are often successful on the immediate issue,
but they bring a spirit of rivalry rather than cooperate into the
group.
5. The Minority-these decisions are not consciously organized as
those of the clique, but a few powerful personalities dominate the
group, often unconsciously, and then later they wonder why the others
are apathetic.
6 The Majority Vote- in big groups, this is often the most effective
way to decide. However, one may lose the interest or the loyalty of
the minority who voted against a decision, especially if they feel
their point of view has not been heard.
7. The Silent Consensus-some groups aim at unanimous decisions. These
are good, if genuine, but they are rarely achieved completely on
important issues. Unanimous agreement is sometimes assumed, when some
members have not felt free to disagree and have kept silent.
8. The Consensus-this is an agreement, often involving compromise or
the combination of various possibilities, after all opinions have
been heard. Disagreement and minority viewpoints are discussed fully.
It takes time and care to build a climate in which all feel free to
express themselves

LESSON 4
LEADERSHIP AND TEAM BUILDING
Leadership Styles

Leadership style is the manner and approach of providing direction,

implementing plans, and motivating people. As seen by the employees,
it includes the total pattern of explicit and implicit actions
performed by their leader. The first major study of leadership styles
was performed in 1939 by Kurt Lewin who led a group of researchers to
identify different styles of leadership.

This early study has remained quite influential as it established the

three major leadership styles
1 Authoritarian or Autocratic - the leader tells his or her employees
what to do and how to do it, without getting their advice
2. Participative or Democratic- the leader includes one or more
employees in the decision-making process, but the leader normally
maintains the final decision-making authority
3. Delegative or Laissez-faire (free-rein) - the leader allows the
employees to make the decisions, however, the leader is still
responsible for the decisions that are made
Although good leaders use all three styles, with one of them normally
dominant, bad leaders tend to stick with one style, normally
autocratic.

Authoritarian or Autocratic Leadership

This style is used when leaders tell their 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 this style is when you have
all the information to solve the problem, you are short on time,
and/or your employees are well motivated.
Some people tend to think of this style as a vehicle for yelling,
using demeaning language, and leading by threats.
This is not the authoritarian style, rather it is an abusive,
unprofessional style called "bossing people around" It has absolutely
no place in a leader's repertoire.
The authoritarian style should normally only be used on rare
occasions. If you have the time and want to gain more commitment and
motivation from your employees, then you should use the participative
style

Participative or Democratic Leadership

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 style is not a sign of weakness, rather it is a sign of
strength that your employees will respect. This is normally used when
you have part of the information, and your employees have other
parts. A leader is not expected to know everything therefore you
employ knowledgeable and skilled people. Using this style is of
mutual benefit as it allows them to become part of the team and
allows you to make better decisions. Even if you have all the
answers, gaining different perspectives and diversity of opinions
normally provide greater creativity than insularity. So as you think
about diversity and its effects in organizations during this tough
economic time, recognize that the most robust practical value of
diversity is that it challenges everyone in an organization. We are
more thoughtful, and we recognize and utilize more of the information
that we have at our disposal, when diversity is present. That is
diversity's true value.

Delegative or Laissez-Faire Leadership

In this style, the leader allows the employees to make the decisions
However, the leader is still responsible for the decisions that are
made. This is used when employees can analyze the situation and
determine what 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
have confidence in the people below you.

NOTE: Laissez-faire (or lais ser faire) is the noninterference in the

affairs of others. (French: laissez, second person pl imperative of
laissez, to let, allow + faire, to do)

A good leader uses all three styles, depending on what forces are
involved between the followers, the leader, and the situation. Some
examples include:

- Using an authoritarian style on a new employee who is just

learning the job. The leader is competent and a good coach. The
employee is motivated to learn a new skill. The situation is a
new environment for the employee.
- Using a participative style with a team of workers who know
their jobs. The leader knows the problem but does not have all
the information. The employees know their jobs and want to
become part of the team,
- Using a delegative style with a worker who knows more about the
job than you do. You cannot do and know everything, and the
employee needs to take ownership of her job! In addition, this
allows you to be more productive.
- Using all three styles: Telling your employees that a procedure
is not working correctly and a new one must be established
(authoritarian). Asking for their ideas and input on creating a
new procedure (participative). Delegating tasks to implement
the new procedure (delegative).

Continuum of Leader Behavior

In 1958 Tannenbaum and Schmidt (1973) expanded on Lewin, Lippitt, and
White's three leadership styles by extending them to seven styles and
placing them on a continuum as shown in the diagram below:
Notice that as you go from left to right, it moves from
manager-oriented decision making to team or subordinate oriented
decision making, thus the team's freedom increases while the
manager's authority decreases. Depending upon the present level of
your team's experience and skills, you select a starting point and as
the team grows and develops, you move from on to the next one:

Manager makes a decision and announces it

- The team has no role in the decision-making role. Coercion may
or may not be used or implied.
Manager "sells" the decision
- Rather than just tell, the manager needs to sell the decision,
as there is a possibility of some resistance from team members.
Manager presents ideas and invites questions
- This allows the team to get a fuller explanation so they can
gain a better understanding of what the manager is trying to
accomplish.
Manager presents a tentative decision that is subject to change
- This action invites the team to have some influence regarding
the decision; thus, it can be changed based on the team's
input.
Manager presents the problem, gets suggestions, and then makes the
decision
- up to this point the manager has always presented the decision,
although the last style allows it to change based upon the
team's input. Now the team is free to come up with options,
however, the manager still has the final say on those options.
Manager defines limits and requests the team to decide;
- the manager delegates the decision making to the team; but
instills specific limits on the team's solution.
Manager allows the team to function within limits
- now the team does the decision making. However, the manager's
superior may have placed certain limits on the options they can
 make. If the manager sits in on the decision making, he or she
attempts to do so with no more
Basically, the first two styles or behaviors are like the
authoritarian style, the next three are like the participative style,
while the last two are like the delegative style. This approach gives
the leader more options that can be refined to specific situations or
environments.

Positive and Negative Approaches

Leaders approach their employees in different ways.

Positive leaders
use rewards, such as education, new experiences, and independence, to
motivate employees, while negative employers emphasize penalties.

The negative approach has a place in a leader's repertoire of tools

in certain situations; however, it must be used carefully due to its
high cost on the human spirit.

Negative leaders act domineering and superior with people. They

believe the only way to get things done is through penalties, such as
loss of job, days off without pay, reprimanding employees in front of
others, etc.
They believe their authority is increased by frightening everyone
into higher levels of productivity. Yet, what normally happens when
this approach is used is that morale falls, which leads to lower
productivity.
Most leaders do not strictly use one or another but are somewhere on
a continuum ranging from extremely positive to extremely negative.
People who continuously work out of the negative are bosses, while
those who primarily work out of the positive are considered great
leaders.

Use of Consideration and Structure

Two other approaches that leaders use is:

Consideration (employee orientation) - leaders are concerned about
the human needs of their employees. They build teamwork, help
employees with their problems, and provide psychological support.
Structure (task orientation) - leaders believe that they get results
by consistently keeping people busy and urging them to produce

LESSON 5
CHARACTER AND TRAITS IN LEADERSHIP
Building Excellence
Leaders do not command excellence; they build excellence. Excellence
is "being all you can be" within the bounds of doing what is right
for your organization. To reach excellence you must first be a leader
of good character. You must do everything you are supposed to do.
Organizations will not achieve excellence by figuring out where it
wants to go, having leaders do whatever they have to get the job
done, and then hope their leaders act with good character. This type
of thinking is backwards. Pursuing excellence should not be confused
with accomplishing a job or task. When you do planning, you do it by
backwards planning. However, you do not achieve excellence by
backwards planning.Excellence starts with leaders of good and strong
character who engage in the entire process of leadership. And the
first process is being a person of honorable character. Character
develops over time. Many think that much of a person's character is
formed early in life. However, we do not know exactly how much or how
early a character develops. But it is safe to claim that character
does not change quickly. A person's observable behavior is an
indication of his or her character. This behavior can be strong or
weak, good, or bad. A person with strong character shows drive,
energy, determination, self-discipline, willpower, and nerve. She
sees what she wants and goes after it. She attracts followers. On the
other hand, a person with weak character shows none of these traits.
She does not know what she wants. Her traits are disorganized; she
vacillates and is inconsistent. She will attract no followers.
A strong person can be good or bad. A gang leader is an example of a
strong person with a bad character, while an outstanding community
leader is one with both strong and good characteristics. An
organization needs leaders with both strong and good characteristics
who will guide them to the future and show that they can be trusted.
One of the ways to build trust is to display a good sense of character
composed of beliefs, values, skills, and traits

1. Beliefs are the things we hold dear to us and are rooted deeply
within us. They could be assumptions or convictions that you hold
true regarding people, concepts, or things. They could be the beliefs
about life, death, religion, what is good, what is bad, what is human
nature, etc.
2. Values are attitudes about the worth of people, concepts, or
things. For example, you might value a good car, home, friendship,
personal comfort, or relatives. Values are important as they
influence a person's behavior to weigh the importance of
alternatives. For example, you might value friends more than privacy,
while others might be the opposite.
3. Skills are the knowledge and abilities that a person gains
throughout life. The ability to learn a new skill varies with
everyone. Some skills come almost naturally, while others come only
by complete devotion to study and practice.
4. Traits are distinguishing qualities or characteristics of a
person, while character is the sum of these traits. There are
hundreds of personality traits, far too many to be discussed here.
Instead, we will focus on a few that are crucial for a leader. The
more of these you display as a leader, the more your followers will
believe and trust in you.

Traits of a Good Leader

1 Honesty - display sincerity, integrity, and candor in all your
actions. Deceptive behavior will not inspire trust.
2. Competent - base your actions on reason and moral principles. Do
not make decisions based on childlike emotional desires or feelings.
3. Forward-looking - set goals and have a vision of the future. The
vision must be owned throughout the organization. Effective leaders
envision what they want and how to get it. They habitually pick
priorities stemming from their basic values.
4. Inspiring displays confidence in all that you do. By showing
endurance in mental, physical, and spiritual stamina, you will
inspire others to reach for new heights. Take charge when necessary.
5. Intelligent - read, study, and seek challenging assignments.
6. Fair-minded-show fair treatment to all people. Prejudice is the
enemy of justice. Display empathy by being sensitive to the feelings,
values, interests, and well-being of others.
7. Broad-minded - seek out diversity.
8. Courageous - have the perseverance to accomplish a goal,
regardless of the seemingly insurmountable obstacles. Display a
confident calmness when under stress.
9. Straightforward - use sound judgment to make a good decision at
the right time.
10. Imaginative - make timely and appropriate changes in your
thinking, plans, and methods. Show creativity by thinking of new and
better goals, ideas, and solutions to problems. Be innovative!

Attributes
Attributes establish what leaders are, and every leader needs at
least three of them

Standard-Bearers
Establish the ethical framework within an organization. This demands
a commitment to live and defend the climate and culture that you want
to permeate your organization. What you set as an example will soon
become the rule as unlike knowledge, ethical behavior is learned more
by observing than by listening. And in fast moving situations,
examples become certainty. Being a standard-bearer creates trust and
openness in your employees, who in turn, fulfill your visions.

Developers
Help others learn through teaching, training, and coaching. This
creates an exciting place to work and learn. Never miss an
opportunity to teach or learn something new yourself. Coaching
suggests someone who cares enough to get involved by encouraging and
developing others who are less experienced. Employees who work for
leaders who developer them know that they can take risks, learn by
making mistakes, and winning in the end.

Integrators
Orchestrate the many activities that take place throughout an
organization by providing a view of the future and the ability to
obtain it Success can only be achieved when there is a unity of
effort. Integrators have a sixth sense about where problems will
occur and make their presence felt during critical times. They know
that their employees do their best when they are left to work within
a vision-based framework

Key Elements that Define Effective Leadership

Having a successful leader is a crucial aspect of every organization,
truly effective leaders are hard to find. There are several key
elements that most highly effective leaders have in common. Below are
the most important qualities that define effective leadership.

1 Ability to delegate tasks

Often, leaders are perfectionists: they have a particular vision, and
they want to drive their staff, and their company, to reach that
vision. However, this means that sometimes they prefer to do work by
themselves, rather than sharing the burden with others. But everyone
could use a helping hand, and the most effective managers and leaders
are those that recognize that they too are human. By delegating tasks
to others, the workload is shared, and team spirit thrives. Though
there is one caveat: the right task must be assigned to the right
person, so that it can be completed correctly, effectively, and in a
timely manner.
2 Excellent communication
An effective leader is one who communicates well across a variety of
different media, email, telephone, and face-to-face. Staff need to be
able to grasp the purpose, the directions, and the end goal of any
project for it to be completed successfully. Without excellent
communication skills, managers will have an extremely difficult time
establishing and maintaining a productive work environment. Leaders
can attend events in their community to enhance their communication
skills. These events allow them insight into issues that affect them
at management level, a chance to discuss these topics with their
peers, as well as prospects for personal education and development,
and valuable networking opportunities
3. Confidence
Leaders are expected to be the company's backbone by being strong and
confident Managers are expected to support and carry an organization
through both the good times and the bad, while still displaying an
assertive and positive demeanor
If an enterprise's leader continues to display confidence despite
difficulties, employees will continue to feel comfortable and secure,
and the work atmosphere will remain calm and motivated
4. Honesty
An extremely integral aspect of effective leadership is honesty. When
a leader makes a statement or takes a particular decision, all team
members must be able to believe that the leader will follow through
and keep his or her word If staff feel that their leader is dishonest
without due explanation an environment of distrust is fostered; this
can lead to high employee turnover, and further problems and expense
for the organization
5. Creativity
Though we all strive to hit targets, sometimes things do not go as
planned. Unexpected events occur that require adjustments to be made
to previous decisions that were made, or current plans of action.
At these times, leaders must be able to step up to the plate quickly,
and think creatively to come up with stable solutions, as staff turn
to them for support and guidance. When implemented, these qualities
improve in-house communication, employee morale, and strengthen
company culture. And just as a tribe flock to support its chief, so
do employees to an effective manager thereby strengthening the
enterprise.

Principle Centered Leadership.

Principle centered leadership is a leadership theory developed by
Steven Covey and based upon the premise of servant leadership.
Principle centered leaders are men and women of character who work
based on natural principles and build those principles into the
center of their lives, into the center of their relationships with
others, Into the center of their agreements and contracts, Into their
management processes, and into their mission statements If you focus
on principles, you empower everyone who understands those principles
to act without constant monitoring, evaluating, correcting, or
controlling.

8 Characteristics of Principle Centered Leadership

1 Continually Learning- learn from their experiences
2 Service Oriented - life is a mission
3. Positive Energy - cheerful and optimistic
4. Believe in Others - see the potential in others and help to
achieve
5. Lead Balanced Lives - stay current with social events
6. See Life as an Adventure - savor life
7. Synergistic creative change agents
8. Exercise Self-Renewal - physical, mental, emotional, spiritual

Seven Directives
1 Be Proactive
2. Begin with the End in Mind
3. Put First Things First
4. Think Win-Win
5. Seek First to Understand and then to be Understood
6. Synergies
7. Sharpen the Saw
Principle Centered Leaders Promote:
1. Shared vision
2. Creativity
3. Interdependency
4. Continued learning
5. Emotional stability
6. Servant leadership

Ten Ways to Define The Art of Leading:

1. Vision of a leader
Leading means having a vision and sharing it with others. Only when
you get to inspire others, it is possible to share a common goal
towards which to direct the efforts and dedication of the entire
team. What is your vision? Your vision must be bold and ambitious.
You need to aim high. Creating a vision is quite complicated and will
require you to take your team and define your company 10 years from
now.
2. Motivation
A leader knows how to motivate better than anyone else; it is one of
their main functions as people managers. Through motivation, a leader
channels their coworker's energy and professional potential to
achieve objectives. This is a very important feature in a leader. You
need to talk to your team, ask them questions, let them talk, listen,
and understand what they need. Leading is not about talking and
giving orders, it is about listening, and creating the perfect
environment for each one in your team. For motivation it is very
important to have goals and targets.
If everyone can review their goals and targets by themselves, you
will have constant motivation for your team. Make your data
transparent and accessible to everyone. Transparency is a great tool
for motivation.
3. Serving as a leader
The leader is at the service of the team, and not the other way
around. Group members must have and feel the support of their leader,
the tools needed to do their jobs properly must be available to them,
they must have recognition for their efforts and know that there is a
person paying attention to correct bad habits. That is all part of a
leadership which serves the team, and not the opposite.
4. Empathy
One of the basic qualities of any leader seeking success is precisely
emotional intelligence, that ability-often innate - that makes
leaders put themselves in the place of others, understand their
concerns and solve problems. Leaders know the secrets of their
businesses and therefore can empathize with customers and members of
their teams: that empathy gets to inspire and establish links that
will ultimately lead to success
5. Creativity

The definition of leadership also has to do with creativity. Good

leaders can create an environment that will encourage all the members
of their team to develop their skills and Imagination, so that they
can contribute to the common project and vision of the company. If
you want to lead successfully, respect the creativity of others, and
learn from the people around you; their ideas will surely prove to be
positive for you.
6.Thoroughness
A good leader sets the bar high for their people, because they want
to reach their goals and bring the best out of their teams. Only a
demanding leader will achieve great results. In addition to this
thoroughness, the leader must know how to listen, to know the needs
of the people, and then provide the necessary time and resources for
them to do their job properly, and therefore meet what is demanded of
them.
7. Managing as a leader
The leader must be at the forefront to lead and guide their team
throughout the whole process until the goal is reached. But besides
being that "torchbearer", leaders also know when to step back and
make their team take the initiative. In this way, the team gets the
chance to develop,both personally and professionally. Pure management
focuses on the tasks, real leadership focuses on the people.
8. Team building
True leadership is about working in a team to reach a common goal.
People management is one of the most difficult tasks faced by
leaders. Thanks to the positive attitude, essential in good leaders,
and the trust in their workmates, people get better results.
Team-aware leaders take responsibility when something is wrong and
reward the group after a job well done.
9. Taking rike
The leader is the one responsible for taking the risks that others
are not willing to take. They are confident enough to decide, and if
they make a mistake, the leader must have the courage to rectify,
assume their guilt and take the right path without blaming it on the
team. Good leaders know how to get ahead of their time, they see
opportunities where others can't and know how to spread the
enthusiasm for their vision to try to make it real
10 Improving
True leadership seeks continuous improvement. Leaders can turn the
people in their teams into stars, people who have improved and
developed their skills through the influence of their leader. In
short, the definition of leadership has nothing to do with the
hierarchy or anyone's position within the company, it has nothing to
do with imposing views but it's about listening to those who know.
Leadership is the attitude assumed by those looking for something
different, who are committed to achieving a goal and whose conviction
they manage to transmit to others through enthusiasm and optimism to
reach a common goal

LESSON 6
TEAM
A group of people with different skills and different tasks, who work
together on a common project, service, or goal, with a meshing of
functions and mutual support.

Common Characteristics of Effective Teams.

1. The purpose, mission, or main objective is known and understood by
all team members.
2. Communication in the team is open, direct, and honest.
3. Sufficient leadership is available in the team.
4. There is a regular review of how well the team is performing
toward achieving its purpose.
5. There is an agreed organizational structure to the team.
6. Adequate resources are available to permit the team to perform its
function, Including skills, tools, facilities, and budgets.
7. Synergy exists, so the team performs in a way that is greater than
the sum of its parts.

On-The-Job Actions of Successful Teams

1. Seeking opinions and Input before finalizing decisions or plans.
2. Being available to help teammates.
3. Volunteering information to teammates who need it.
4. Providing contributions on time.
5. Acknowledging other team members' contributions to those outside
the team.
6. Being non-defensive and receptive to ideas, opinions, and needs of
teammates.
7. Considering the impact of the team's plans on the rest of the
organization (administration, accounting, etc.).
8. Not criticizing teammates when they are not present.
9. Coming to meetings prepared.
10 Expressing appreciation for helpful teamwork extended by another.
11 Identifying and helping with loose ends, even in someone else's
area of responsibility.
12. Keeping teammates advised of changes, developments, and new
information.
13. Being supportive of the team's objectives once they are set.
14. Pitching in when the whole team needs help in meeting a deadline,
even if it is outside of your area of responsibility.
15. Trusting the team to be able to develop consensus, even though it
takes extra time.
Why use teams?
More knowledge and skill are brought to the problem.
Information flow is more effective.
More people are aware of the full breadth of the problem.
Meetings are more productive and goal oriented.
Better decisions are made.
Team problems are identified sooner and more clearly.
Team members learn from each other
The team becomes more cohesive and develops a stronger sense of
belonging to the organization.
Overall morale improves.
More is accomplished than is possible by equivalent individual
efforts.
Productivity and time savings are achieved by eliminating duplication
of efforts. Absenteeism and missed deadlines are reduced.
Team members understand organizational issues better.
Management work is shared
Teams set and achieve tougher goals than individuals.
Common Misconceptions
Teams don't need leadership.
Teams must have a say in all decisions.
Some groups cannot be teams.
"Talking teamwork" will make it happen.
Managing teams is more difficult than traditional management.
Team Development Stages.
1. Forming
2. Storming
3. Norming
4. Performing
Forming
People are cautious, guarded, wondering.
Little visible disagreement
Lack of identity
Little investment in the group
Watching to see what is expected of team members and what is
acceptable from
Team members
Storming
Conflict occurs
Work is in fits and starts and not very productive High level of
frustration and/or confusion
Pairing and cliques develop
Reginning development of identity, purpose, and interest
People take risks and get to know one another
Norming
Developing goals, roles, and relationships.
Learning to appreciate differences in people.
Conflict is about issues, not egos or people.
Communication is open and clear.
Sense of belonging develops.
Progress is beginning to be made.
Work becomes enjoyable.
Performing
Team acts on common goals, with synergy, high morale, and high
productivity.
Easy shifting of roles from one to another.
Differences are valued
Team members look out for one another's interests
Spontaneous, collaborative efforts
Sharing of all relevant information
Conflict is frequent but lead to problem solving
Team Development Tasks
Define team purpose.
Review performance against purpose.
Define a team vision, a long-term view of where the team wants to be
in the foreseeable future.
Discuss the team's work norms and traditions
Assess the current stage of team development and identify barriers to
further development.
As a group, define the roles of team members.
Create team plans.
Evaluate performance to the plans.
Develop a process to obtain useful feedback from outside sources
(customers, management, other groups).
Participate as a team in a team skill learning event.
Participate as a team in a challenging or enjoyable experience
(cruise, bike trip, outdoor challenge, charitable fund raiser, etc.).
Team Development Don'ts
Overtalk
Brag
Power plays
Use authoritarian communication
Public criticism
Preoccupied with the pyramid
Team Development Do's
Straight talk
Manage conflict
Honor commitments
Permeable work boundaries
Affirm and celebrate
Apply collective wisdom
Appreciate differences
Team Meeting Ground Rules
Start on time.
Only one conversation at a time.
Listen for understanding.
Be open to new ideas.
Ask "Why?"
Don't repeat points already made.
Everyone participates.
No rank.
Only process owner's vote
LESSON 7
TIPS FOR PROFESSIONALS TO BE A GOOD TEAM MEMBER
- A professional mustn't enter his office with a mind clouded
with negative thoughts. It has been observed that individuals
who are already upset with any other thing tend to fight with
their M colleagues or those sitting around.
- Leave your personal problems out the moment you step in the
office. Try to have a calm and composed mind once you are at
work.
- Be a little more adjusting and flexible. It is okay if you
compromise sometimes. Adopt a positive attitude and do not
always find faults in others.
- Never back bite or overreact at work. If you do not agree with
your team members over certain issues and feel they are wrong
somewhere, try to make them realize their mistakes without
being rude or harsh.
- Accept the responsibilities only if you have interest in the
same. Do not accept any role just for the sake of getting a
job. It would trouble you later.
- Discuss your capabilities, specializations and interests with
your team manager and then only say yes to any role and
responsibility.
- Be very clear about your KRAS from the very beginning and be
focused. In case of a query, don't keep things to yourself,
instead discuss with your immediate superior.
- Your performance will not be affected if you help your team
members and be a little more cooperative.
- Helping people doesn't mean you will disclose all your
professional secrets to others, be a little tactful. Guide them
whenever they need your help, but make sure you are not
interfering too much in their work. Give each other space
- Do not peep at other's computers. It's a bad habit.
- Team members must avoid playing blame games or dirty politics
at the workplace. It spoils the environment. A professional
must have the courage to stand in front of his superiors and
make his point clear to all. Don't trust the rumor mill and
never assume things on your own.
- A professional must develop the habit of using planners and
organizers at work to set reminders against the desired date
and time. It prevents forgetting important dates and the task
is finished within the desired time frame.
- One can also use a desk calendar for the same and keep it right
in front of him at the desk. Set your
- priorities and never lose focus
- Your objective must be clear. Remember you will get the credit
only when you finish your task on time and without errors.
Concentrate on your work. Don't get involved in loose talks and
unproductive things
- An individual must be transparent with his colleagues. You must
know the difference between information which should be shared,
 and which shouldn't. If your mentor shares any information to
be passed on to others as well, don't keep it to yourself
- Never try to play with the information and pass it on as it is
- Adopt a friendly attitude at work Don't just treat your fellow
workers as mere colleagues. You can have friends even at the
workplace, after all you spend the maximum time here, but don't
get too personal and start revealing things
- Be a good communicator. Acquire a professional approach at
work. Never ever use derogatory statements against anyone. It
is advisable to depend on written modes of communication. Learn
how to write emails. Mark a cc to all the related members. Be
careful about your subject line. Don't write him in the subject
line of the mail being sent to your superior.
- One must be disciplined at work. If you have a team meeting at
10 am, make sure you are there in the office at 9.45 am. Avoid
getting late at work. If the work is to be submitted on 10th of
December at 9 am, it must hit your senior's inbox on 10
December at 8.45 am itself.
- Don't take too many leaves.
- Take care of your dressing also. One must be neatly dressed to
create the desired impact. People will not take you seriously
if you are dressed shabbily. Your nails must be clean, and
shoes polished. Avoid wearing loud colors to work
- Team members should be organized. Don't throw waste papers here
and there, use a dust bin instead. The documents must be filed
properly with labels carefully put on each file.
- Keep the files at the proper place where you can find them
easily when required. Use a pen stand and keep a notepad and a
pen handy.
- Avoid writing phone numbers or any other information on papers
as you will misplace them after a while.
- The visiting cards must be placed in the card folder and try to
keep your workstation clean