CHARACTER FORMATION WITH

LEADERSHIP, DECISION
MAKING, MANAGEMENT and
ADMINISTRATION
PREPARED BY: IRENE M. SOLEDAD, RCRIM
INSTRUCTOR
CONCEPT OF LEADERSHIP
• It is like setting a vision or achieving goals for a
company.
• Other people focused on human qualities like
empathy, humility or diversity.
• Leadership is the practice of driving people to
achieve goals.
What is Leadership?
Is the art of motivating a group of people to at
toward achieving a common goal.
Directing workers, and colleagues with a
strategy to meet the company’s needs.
It is the practice of driving people to achieve
goals.
FOUR PRIMARY FACTORS OF LEADERSHIP (U.S
Army, 1983)
1. Leader- an individual appointed as a leader must
understand himself honestly, what he knows and what he
can do.
2. Followers- you have to know your people, as a leader.
You have to come to learn the be, know and do qualities
of your people.
3. Communication- being a leader, you lead by
bidirectional communication.
4. Situation- everything you do in one situation isn’t
automatically going to work in another.
MOST IMPORTANT KEYS TO EFFECTIVE
LEADERSHIP
Trust and Confidence
Effective Communication- leaders
need to be trustworthy and be able to
convey a vision of where the
organization needs to go.
LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement- to
seek self-improvement means to continually reinforce
your attributes. This can be done by self-study, formal
classes, reflection, and interaction with others.
2. Be Technically and Tactically Proficient- respect is
the leader’s reward showing competence. Leaders must:
A. Know their job and have a solid familiarity with their
subordinates’ tasks.
B. Demonstrate their ability to accomplish the mission.
3. Seek Responsibility and Take responsibility for
your Actions- leaders must:
a. look for ways to drive the organization to new heights.
b. Look aggressively for demanding tasks.
c. Must use initiative and sound judgment when
attempting to perform jobs which are not needed by
grade.
d. Not blame someone as they often prefer to do sooner
or later when things go wrong.
Seeking responsibilities
also means that leaders:
a. Should be held responsible for their actions.
b. Are responsible for the results of the acts of their
subordinates.
c. Must issue all directions in their own name.
d. Must stick to their beliefs and do what they believe to be
right, but accept justified and constructive criticism.
e. Must now withdraw or demote for a failure that is the
result of their own mistake.
4. Make Sound and Timely
Decisions
This principle suggests that leaders must:
a. Use good problem solving, decision making,
and planning tools.
b. Estimate a situation quickly, and make a sound
decision based on that estimate.
c. Establish a rational and organizational thinking
process through the practice of realistic
situational estimates.
d. Plan for any incident reasonably foreseeable when
time and circumstances allow.
e. Seek their subordinates advice and suggestions
wherever possible before making the decisions.
f. Announce decisions in time to allow the required plans
to be made by subordinates.
g. Encourage subordinates to actively predict and make
plans.
h. Make sure their policies and plans are familiar with
them.
i. Consider the effects of their actions on all
organization’s leaders.
5. Set the Example.
Leaders of the organization must:
• Be a good role model for their employee.
• Show their subordinates a desire to do the same things that
they expect them to do.
• Be physically fit, well groomed, and dressed appropriately.
Hold positive outlook.
• Behave themselves so that their personal habits are not
open to criticism.
• Exercise initiative in their subordinates and foster the spirit of
initiative.
• Avoid showing favoritism to any subordinate.
• Share risk and suffering with their subordinates to
demonstrate their ability to bear their share of the
hardship.
• Develop the thought among their subordinates that
they are the best officer for their position.
• Delegate authority and avoid over-supervision to
create leadership among its subordinates.
6. Know Your People and Look Out for Their
Welfare
Leaders should:
• Know human nature, and the importance of caring genuinely for
its subordinates.
• Know their subordinates and their responses to different
situations.
• Put the interests of their subordinates before theirs.
• Correct complains and do away with discontent,
• See the company or organization leaders and let them see
her/him.
• Be accommodating.
• Get to know the subordinates under their control,
and understand them.
• Let them see that they are ready to be completely
prepared to perform any role that they can be
assigned.
• Be concern their selves with organization’s leaders
living conditions.
• Help their workers get the appropriate help from the
personal resources that are available.
• Protect the well-being of their subordinates by
strong hygiene and sanitation supervision.
• Determine what the mental disposition of the
subordinate is; maintain communication with
their thoughts.
• Ensure bonuses are allocated equally and
equitably.
• Provide ample time for leisure, and focus on
participation.
• Share their subordinates struggles so that
they can understand their reactions better.
7. Keep Your Subordinates
Informed.
To promote efficiency and morale, a leader should:
• Inform the subordinates of all happenings in his organization and
give reasons why things should be done.
• Explain whenever possible why they have to do the activities and
how they plan to do them.
• Assure their self, through regular inspections, that immediate
subordinates pass on the information necessary.
• Create morale and esprit de corpse by
publishing knowledge about the unit’s
achievement.
• Keep their subordinates aware of
existing legislations and regulations
concerning their salaries, promotions,
rights and other than confidential
matters.
8. Develop a Sense of Responsibility
in Your Subordinates.
• Leader should help develop good character qualities
that will assist them in carrying out their professional
duties.
• Assigning tasks and delegating the authority to carry
out tasks fosters mutual trust and respect between the
leaders and subordinates.
• Operate through the Chain of command.
• Provide regular opportunities for your subordinates
to perform duties usually performed by the next
higher ranks.
• Be quick to acknowledge the achievements of your
subordinates when they show initiative and
creativity.
• Avoid public criticism or condemnation.
• Assign subordinates to roles according to
demonstrated or potential capability.
• Be prompt in helping subordinates, and be fair.
9. Ensure that Tasks are Understood,
Supervised, and Accomplished.
• Before your subordinates begin a job, let them have the
opportunity to ask questions or seek advice.
• Let subordinates use their own strategies, and then test
their progress regularly.
• Ensure that an order is required before the order is issued.
• Encourage subordinates to ask questions about anything
that they do not understand in your instructions or
directives.
• Ask your subordinates if there is any question or
confusion about the mission or task/s to be done.
• Monitor the execution of your orders and ensure that
your subordinates have the resources necessary to
carry out the tasks or assignment.
• Vary the monitoring schedule and the points you
emphasize during inspections.
10. Train as a Team
• With perfection and teamwork as an aim, each waking hour
subordinates should be trained and developed, challenged
and checked, corrected and encouraged.
• Subordinates are measured in appearance bearing and
attitude, self-improvement and most importantly, performance.
• There can be no reason for leaders failing to train their
subordinates to the highest state of physical condition and
instructing them to be the very best in the arms profession.
• Train with a reason and emphasize the core element of
teamwork.
11. Employ Your Command In
Accordance With Its Capabilities.
• If the assigned role is the one that the subordinates were not
prepared to do, it is very likely to result in failure.
• Seek challenging tasks for your subordinates but be sure the
team is equipped for them and is able to complete the task
successfully.
• Do not volunteer the team for activities that they are not able to
complete.
• Keep yourself updated as to the operational effectiveness of
the team.
• In an emergency, do not hesitate to demand the
utmost.
• Analyze all assigned tasks.
• Assign duties to your subordinates equally.
• Use your unit’s full capabilities before you ask for
help.
INSPIRING SUBORDINATES
Three main actions will aid you in accomplishing this:
• Be passionate- you have to devote yourself to the job
that you do.
• Involves subordinates in the decision making
process- people involved in the decision-making process
are much more deeply involved than those who simply
carry out the order of a manager.
• Know what your organization is about- the primary
responsibility of a leader is to grow people and
encourage them to attain their full potential.
THE SIX POINTS OF LEADERSHIP
POWER
1. Coercive Power-power that is based on fear.
2. Reward Power- compliance achieved on the basis of the ability to
distribute rewards which others find important.
3. Legitimate Power- the power a person receives in an
organization’s formal hierarchy as a consequence of his or her role.
4. Expert Power- influence based on special skills or knowledge.
5. Referent Power- influence based on individual or desirable
possession of wealth or personal traits.
6. Informational Power- providing information to others which leads
to thinking or acting in a new way.
Leadership Traits
• Honesty and Integrity- two key ingredients that make for a
good leader.
• Confidence- this doesn’t mean you should be overconfident,
but at least you should show the degree of confidence needed
to make sure your followers trust you as a leader.
• Inspire others- a leader should think positive and their actions
will make this positive approach clear.
• Commitment and Passion- a leader must be
enthusiastic(attentive, showing interest)
• Good Communicator- communicate your vision clearly and tell
them the plan for achieving your goal.
• Decision-Making Capabilities- ability to take the right decision at
the right time.
• Accountability- make sure each of the subordinate is responsible
for what they do.
• Delegation and Empowerment- empower and delegate the
duties to your followers.
• creativity and Innovation- a leader must be creative and
innovative (new methods/advance)
• Empathy- a leader must understand and share the feelings to the
team.
12 Different Types of Leadership
styles
1.Autocratic leadership
autocratic leadership style is centered on the
boss. The leader holds all authority and
responsibility.
Autocratic leaders see themselves as having
absolute power and making decisions on their
subordinates’ behalf.
Steve Jobs
• An American business magnate, industrial designer, investor
and media proprietor.
• a famous leader for suing fear to inspire people to get their work
done.
• C0-founder of Apple
• He was a CEO of Apple when the iPhone was first introduced.
• Also known for investing when they were a struggling business
6 noteworthy lessons you can learn
from Steve Jobs:
• Have a vision
• Develop the passion
• Challenge the limits of your employees
• Follow excellence
• Don’t aim below perfection
• Take risks
2. Democratic leadership
Democratic leaders respect other people’s ideas and
feedback, and encourage discussion of those inputs.
this leadership styles, subordinates are involved in
making decisions. This leadership is centered on
subordinates’ contributions.
The democratic leader holds final responsibility, but
he or she is known to delegate authority to other
people, who determine work projects.
One of the most preferred styles of leadership, and
it entails the following:
• fairness
• Competence
• Creativity
• Courage
• Intelligence and
• Honesty

George Washington-a leader who was famous for hid

democratic focus.
3. Strategic Leadership Style
One that involve a leader who is essentially the head of
an organization.
This style is geared to a wider audience at all levels who
want to create a high performance life, term or
organization.
The strategic leader fills the gap between the need for
new possibility and the need for practically by providing a
prescriptive set of habits.
Strategic leaders anticipate future needs and make
decisions in the present to meet those needs.
4. Transformational Leadership
A style of leadership where leaders empower workers to change,
leaders are trying to enhance or transform the individual or group
into which they lead.
Transformational leadership is all about initiating change in
organizations, groups, oneself and others.
Transformational leaders motivate others to do more than they
originally intended and often even more than they thought possible.
Transformational leadership tends to have more committed and
satisfied followers.

William Edwards Deming- a statistician and engineer, is a leader who saw

the best way certain system could operate and taught those under him how to
accomplish these goals.
5. Team Leadership
Team leadership involves the creation of a vivid picture of
a team’s future, where it is heading and what it will stand
for.
Team leadership is about working with the hearts and
minds of all those involved.
The most challenging aspect of this leadership is whether
or not it will succeed.

Harvard Business Review- team leadership may fail

because of poor leadership qualities, as well as other
challenges.
6. Cross-Cultural Leadership
This form of leadership normally exists where there are
various cultures in the society.
This leadership has also industrialized as a way to recognize
front-runners who work in the contemporary globalized
market.
Organizations, particularly international ones, require leaders
who can effectively adjust their leadership to work in different
environments.
7. Facilitative Leadership
Facilitative Leadership is dependent on measurements and
outcomes-not a skill, although it takes much skill to master.
The effectiveness of a group is directly related to the efficacy
of its process.
An effective facilitative leadership involves monitoring group
dynamics, as well as offering process suggestions and
interventions to help the group stay on track.
8. Laissez-faire Leadership
This is a French word that translates to “leave it be” which
sums up this hands- off leadership approach accurately.
Someone who is able to sit back and trust their employees
to use their skills and experience to determine their own
structures and processes.
Laissez- faire leadership gives authority to employees.
According to azcentral, departments or subordinates are
allowed to work as they choose with minimal or no
interference,
According to research, this kind of leadership has been
consistently found to be the least satisfying and least
effective management style.
9. Transactional Leadership
This strategy is strongly disciplinary and is often called a leadership
style of “telling”.
This is a leadership style that maintains or continues that status
quo.(current situation)
It is also involves an exchange process, whereby followers get
immediate, tangible rewards for carrying out the leader’s orders.
Transactional leadership behaviors can include: clarifying what is
expected of followers’ performance, explaining how to meet such
expectations, and allocating rewards that are contingent on meeting
objectives.
The leader gives instructions to the members of his team and then
uses various incentives and punishments to either appreciate or
punish what they do in response.
10. Coaching Leadership
Coaching leadership involves teaching and supervising
followers.
A coaching leader is highly operational in setting where
results/performance require improvement.
Followers are helped to improve their skills.
Coaching leadership does the following: motivates
followers, inspired followers and encourages followers.
11. Charismatic Leadership
The charismatic leader manifest his or her revolutionary
power.
It involves a transformation of followers’ values and
beliefs.
Charismatic leaders tend to have powerful personalities
and attract huge followings.
Charismatic leaders use eloquent communication and
persuasion to unite a team around a cause, instead or
promoting actions by strict instructions.
12. Visionary Leadership
This form of leadership involves leaders
who recognize that the methods, steps
and processes of leadership are all
obtained with and through people.
ETHICS OF LEADERSHIP
• Ethics is about the types of values and morals that a person
or community finds acceptable or necessary.
• Ethics is concerned with the morality and actions of
individuals.
• Ethical leadership is leadership motivated by respect for
ethical beliefs and values, and other people’s integrity and
rights.
How to become an Ethical Leader?
A. Define and Align your values
• “Treat others how you want to be treated”
• “Always say “thank you”
• “Help those who are struggling.”
B. Champion the Importance of Ethics
C. Hire people with similar values
D. Promote open communication- be open with every decision
you make.
E. Beware of Bias- be an open-minded leader
F. Lead by Example- “actions speaks louder than
words.”
G. Find your role models- incorporate with other leader
with their own style of leadership from history.
H. Care for yourself so you are able to care for
others- “you can’t pour from an empty cup.”
Impacts of Ethical Leadership
• The well-being of the individual- good contact between
colleagues can help to influence efficiency and attitude in the
workplace/team.
• The energy of the team- get along with each other.
• The health of the organization- positive mindset in the
workplace/team has much to do with improving the
organization’s overall health.
The 4-V model of ethical leadership

• Values
• Vision
• Voice
• Virtue (kabutihang loob, kabaitan)
Values Formation in Leadership
Reasons why values matter to leaders:
1. Values guide your decisions
2. Values strengthen your ability to influence
3. Values create clarity
4. Values reduce stress
5. Values guide your actions
The 5 types of Leaders
Type 1: Managerial leader
• least effective type of the five types of leaders.
• Their desire is to be served by others because they are in
the position.
• Their weakness is character development.
A managerial leader characteristics:
• Character is weak
• Desire is “to be served” rather than “to serve”
• They have a scarcity mindset (limited mindset)
• Competency can range from undeveloped to highly developed
• Focus on managing (directing/controlling) people and processes
• Values the position more than the people
• Strength comes from power, control, formal authority, and
personal authorities
Type 2: Relational Leader
Characteristics of a relational leader:
• Character is strong
• Desire is to serve
• They have abundance mindset
• Competency is undeveloped and generalized
• Focus is on leading (influencing)/releasing) people
• Values people more than the position
• Strength comes from relationships and moral authority.
Type 3: Motivational Leader
Characteristics of a Motivational Leader:
• Character is strong
• Desire to serve
• They have an abundant mindset
• Competency is developed and specialized
• Focus is on leading (influencing/releasing) people, managing
processes, and getting results
• Values people more than the position
• Strength comes from relationships, moral, authority and team
results
Type 4: Inspirational Leader
Characteristics of a Inspirational Leader:
• Character is strong
• Desire to serve
• They have an abundant mindset
• Competency is developed and specialized
• Focus is on leading (influencing/releasing) people and developing
motivational leaders
• Values people more than the position
• Strength comes from relationships, moral, authority and the
growth of others
Type 5: Transformational Leader
Characteristics of a Transformational Leader:
• Character is strongest
• Desire to serve and to develop others
• They have an abundance mindset
• Competency is highly developed and specialized
• Focus is on leading (influencing/releasing) people and developing
motivational and inspirational leaders
• Values people more than the position
• Strength comes from relationships, moral, authority, growth of
others and the respect they have earned.
Leadership Theories
1. Trait Theory- the strength of this theory is that if you can
emulate/copy the prime attributes of a leader, then you are a
leader.
2. Behavioral Theories- the leadership theories attributes the
behavior in particular situations that define the leadership style
these are Autocratic leaders, Democratic leaders and Laissez-
faire leaders.
3. Contingency theories- leaders are groomed based for the
situations they are more likely to face so they come out on top in
these situations.
4. Power and Influence Theories- these leadership theories
target the “source” of a particular leader’s power and this could
be the following:
• Personal power
• Positional power
• Transformational power
• Transactional power