CWS

BSN-1D
LEARNING OBJECTIVES
At the end of this module, the students will be able to:
1. Define an expound on the nature and philosophical values of being a Filipino;
2. Cite popular Filipino values of good citizenship;
3. Relate the concepts discussed to real-life situations;
4. Describe transformational leadership;
5. Identify the characteristics of a leader;
6. Express commitment to teamwork;
7. State the fundamentals of group and group dynamics;
8. Explain the concepts, characteristics, and types of groups; and
9. Classify groups as formal and informal.

VALUES
Values are both subjective and objective. They involve a subject or person who values and an
object or value to be realized. Justice is objective because it is a value that should be realized by
all. There is a difference between value and disvalue such as pleasure and pain, life and death,
poverty and affluence, heroism and cowardice, truth and falsehood, right and wrong, holiness
and sinfulness.

Filipino Values
 The Greek ideal of moderation or meden agan, the Roman in medio stat virtus, and the
Confusian and Buddhist doctrine of the middle way or path, find their Filipino equivalent
in walang labis, walang kulang, or katamtaman lamang.
 Speaking of Filipino values, we do not mean that elements of these Filipino values are
absent in the value systems of other peoples and cultures. We easily recognize Filipino,
American, Chinese, Japanese, or any other foreign food, language, or music. The
difference lies in the way these elements are ranked, combined, or emphasized, so that
they take on a distinctively Filipino slant or cast.
 A Filipino value is not a discrete item which exists alone, in isolation, or in a vacuum.
Filipino values like bahala na, utang na loob, hiya, pakikisama, and pakikiusap are
clustered around core values like social acceptance, economic security, and social
mobility.
 Values in the sense of historical consciousness had evolved among the Filipino people,
leading to the concept of justice evolving from inequality to equality and to human
dignity.From the historical perspective, the question to ask about Filipino values is:
Ganito kami noon, paano kayo ngayon?

Good Citizenship Values

1. Love for God or Pagkamaka-Divos
2. Love for Fellowmen or Pagkamaka-Tao
3. Love for Country or Pagkamaka-Bavan
4. Love for the Environment or Pagkamaka-Kalikasan
Roots of the Filipino Character
1. The family and the home environment - child-bearing practices, family relations, and
family attitudes and orientations are the main components of the home environment.

2. The social environment - its main components are social structures and social systems
such as interpersonal, religious, and community interaction. The social environment of
the Filipino is characterized by a feudal structure with great gaps between the rich
minority and the poor majority.The Filipino is raised in an environment where one must
depend on relationships with others in order to survive.

3. Culture and language - Filipino's are characterized as warmth and person orientation,
devotion to family, and sense of joy and humor are part of our culture and are reinforced
by all socializing forces like the family, school, and peer group.The use of foreign
language may explain the Filipino's unreflectiveness and mental laziness. Thinking in our
native language, but expressing ourselves in English, results not only in a lack of
confidence, but also in a lack in our power of expression, imprecision, and a stunted
development of one's intellectual powers

4. History - we are the product of our colonial history, which is regarded by many as the
culprit behind our lack of nationalism and our colonial mentality.

5. The educational system - the lack of suitable local textbooks and dependence on foreign
textbooks, particularly in the higher school levels, force Filipino students as well as their
teachers to use school materials that are irrelevant to the Philippine setting. From this
comes a mindset that things learned in school are not related to real life.

6. Religion - it is the root of the Filipino's optimism and capacity to accept life's hardships.

7. The economic environment - man local traits are rooted in the poverty and hard life that
is a lot of most Filipinos. Our difficulties drive us to take risks, impel us to work very
hard, and develop in us the ability to survive.

8. The political environment - political power or authority is concentrated in the hands of

the elite and the participation of most Filipinos often is limited to voting in elections.

9. Mass media - it reinforces our colonial mentality.

10. Leadership and role models - Filipinos look up to their leaders as role models.

Nationalism and Patriotism

 Nationalism is generally used to describe two things.
  The attitude of the members of a nation which includes the concepts of national identity,
origin, ethnicity, and cultural ties.
 The action that the members of a nation take when seeking to achieve or sustain full
statehood with complete authority over domestic and international affairs.

 Patriotism is love of and devotion to one's country. However, patriotism has had different
meaning over time, and its meaning is highly dependent upon context, geography, and
philosophy.

LEADERSHIP TRAINING
Human Behavior
It is the capacity of mental, physical, emotional, and social activities experiences during
the five stages of a human being's life prenatal, infancy childhood, adolescence, and adulthood. It
includes the behaviors as dictated by culture, society, values, morals, ethics and genetics.

Motivation
It encompasses the internal and external factors that stimulate desire and energy in people
to be continually interested in and committed to a job, role or subject, and to exert persistent
efforts in attaining a goal. It results from the interaction among conscious and unconscious
factors such as the intensity of desire or need, incentive or reward value of the goal, and
expectations of the individual and his/her significant others.
According to Swindell (2012), motivation means the drive and ambition needed to
achieve our goals. We all need that extra push at some stage of our life, whether it be at work, in
school, or home; or maybe to give up a bad habit or shed a few pounds.

Good Leadership
Leadership - refers to the acts of leading or the process of social influence in which one person
can enlist the aid and support of others in the accomplishment of a common task.

Characteristics of a Good Leader:

 Vision - good leaders know where they want to go and they can motivate people to
believe in their vision for their country, community, and family. Good leaders view
things as what they could be and not simply as what they are

 Wit - good leaders can make sound judgements and decisions even during crucial
situations
 Passion - good leaders are very passionate and intensely obsessed in whatever they are
focused on, be it business, sport, or hobby.

 Compassion - good leaders show compassion for their supporters and followers. They
possess exemplary coaching and development skills. They are not selfish individuals who
think only about their own wants and needs. They have a heart for others

 Charisma - good leaders are captivating, charming individuals who tend to draw people
toward them. It could be because of the way they talk, or carry themselves. They excel in
building relationships and eliciting performance from their groups.
  Communication skills - good leaders are usually great orators and persuaders. They can
express their ideas clearly and convincingly.

 Persistence - good leaders are determined to attain their goals in spite of the obstacles and
problems. They believe that the benefits of attaining their goals outweigh the risks and
hardships
 Integrity - good leaders mean what they say. They walk the talk, practice what they
preach, and keep their promises. They are reliable
 Daring - good leaders and bold, willing to take the risks, and determined to chase their
dreams amid the realit of fear and uncertainty
 Discipline - good leaders observe self-control and order. Where most people are easily
distracted or dejected, good leaders manage to stay focused and steady regardless of the
situation

Traits of a Leader according to Maxwell (1999):

 Character - the quality of a person's behavior as revealed by his/her habits, thoughts and
expressions, attitudes and interests, actions and personal philosophies in life.

 Charisma - a special spiritual gift bestowed temporarily by the Holy Spirit on a group or
an individual for the general good.

 Commitment - engages one to do something as a continuing obligation

 Communication - a two-way process of reaching mutual understanding, in which

participants do not only exchange information but also create and share meaning

 Competence - indicates a sufficiency of knowledge and skills that enable someone to act
in a wide variety of situations

 Courage - the quality of the mind that enables a person to face difficulty and danger
without fear.

Transactional and Transformational leadership

Transformation Leadership
– is a form of leadership that occurs when leaders broaden and elevate the interests of
their employees, when they generate awareness and acceptance of the purpose and mission of the
group, and when they stimulate their employees to look beyond their own self-interest for the
good of the group. Transformational or real leadership starts from the recognition of what the
members need and the steps toward achieving these needs, and relating rewards to effort.

Transactional Leadership - is based on power that makes use of rewards and coercion to deliver
benefits to members (patronage), or to force or instill fear as illustrated by colonization, cote-
buying, and similar methods.

Behaviors of a Transformational Leader:

 Is articulate in creating compelling vision of the future
  Uses stories and symbols to communicate his/her vision and message
 Specifies the importance of having a strong sense of purpose and a collective mission
 Talks optimistically and enthusiastically and expresses confidence that goals will be
achieved
 Engenders the trust and respect of his/her followers by going the right thing rather than
simply doing things right
 Instill pride in employees
 Talks most about important values and beliefs
 Considers the moral and ethical consequences of decisions
 Seeks different perspectives when solving problems
 Encourages employees to challenges old assumptions and to think about problems in new
ways
 Spends time teaching and coaching
 Considers each individual employee's different needs, abilities, and aspirations
 Is compassionate, appreciative, and responsive to each employee and recognizes and
celebrates each employee's achievements

Components of Transformational Leadership:

1. Charisma - the leader's charisma or idealized influence is envisioning and building
confidence, and he/she sets high standards to be followed

2. Inspirational motivation - the leader's inspirational motivation provides followers with

challenges and meanings/reasons for engaging in shared goals and undertakings

3. Intellectual stimulation - the leader's intellectual stimulation moves followers to question

assumptions and generate more creative solutions to problems

4. Individualized consideration - the leader treats each follower as an individual and

provides coaching, mentoring and growth opportunities

Transformation of Values
 From power as dominion to power as liberation
 From war and conflict to peace
 From efficiency consideration to equality and equity (balance between genders)
 From growth to sustainability
 From "winner-take-all" norm to sharing and caring

Transformation of Process
 From hierarchical to participatory
 From corrupt to clean
 From secretive to transparent
 From burdensome to empowering

Transformation of Institution
 From bureaucratic to egalitarian, responsive and accountable
Functions of Transformational Leadership:
 Task function
P Defining the tasks - involves others
P Making the plan - involves others
P Allocating the tasks - involves others rather than the leader giving out tasks
P Controlling the tasks - uses peer pressure and self-control rather than being disciplinary
P Checking the performance - more self-management within the transformational approach
P Adjusting the plan - with group review

 Team function
P Setting the standards - involves the group
P Enforcing discipline
P Promoting team spirit
P Encouraging and motivating
P Developing sub-leaders~
P Communicating with the group-has to be open and honest
P Training - lifelong learning process everyone needs to undergo

 Individual function
P Attending to personal problems
P Praising individuals, enhancing confidence
P Giving status pride
P Using abilities of the people within the organization-training as a continuing process
P Involving individuals in decision-making processes

Leadership Development
 Develop a pool of leaders
P Find people with basic leadership qualities
P Widen the catchment area
P Assure a democratic process

 Provide knowledge and skills

P Build leaders' personal capacities
P Recognize this as lifelong process

 Support active leaders

P Actively support leaders continuously and not to place them in positions and leave
them there.

Habits of Highly Effective People:

1. Be proactive
P Proactive means being able to take responsibility for your life. You have the
freedom to choose your behavior and response to stimuli. Use your creativity and
have some Initiative.
 2. Begin with the end in mind
P Know where you want to go. When making plans and decisions, see to it that the
time and effort that will be spent conform to what you want to achieve. Envision
your goal and make it happen.

3. Put first things first

P Practice self-management. Know your priorities.

4. Think win-win
P Look at life as a cooperative arena, not a competitive one. Enter agreements or
make solutions that are mutually beneficial and satisfying to both parties.

5. Seek first to understand, then to be understood

P As the saying goes, "The best way to understand is to listen." By listening to a
person's explanation, only then can you evaluate, probe, give advice, and interpret
his/her feelings.

6. Synergize
P The whole is greater than the sum of its parts. More tasks can be done if all things
within reach are maximized and utilized. Synergize is the habit of creative
cooperation. Better results can be produced as a group than as individuals.

7. Sharpen the saw

P Effective leaders know how to use humor to energize his/her followers. Humor is
a form of power that provides some control over the work environment even as it
tosters camaraderie.

Teamwork
It is the process of working collaboratively with a group of people in order to achieve a
goal. It means that people will try to cooperate by using their individual skills and providing
constructive feedback, despite any personal conflict between individuals.

Time Management
It is the art of arranging, organizing, scheduling, and budgeting one's time for the purpose
of generating more effective work and productivity. Time management has become crucial in
recent years, thanks to the 24/7 busy world in which we live.

An important aspect of time management is planning ahead. After cleaning, purging,

and reorganizing the home or office, the next step in time management is to look at all the
activities one participates in during the week. Prioritizing activities on a scale of one to three one
being the most important and three being the least--can help with this task.
 A good time management involves keeping a schedule of the tasks and activities that
have been deemed important. Get on top of your time management, get organized, and stay on
task, but live your life. Be organized, but do not be a slave to time management.

Decision-making
It is a process that involves selecting the most logical choice from among two or more
options. Making a decision is instrumental in the survival and prosperity of human beings.

Consider the following in decision-making:

P Identification of alternative solutions
P Evaluation of possible options to determine which one meets the decision obiectives
P Selection of the best option after an in-depth evaluation

Involvement in Decision-making
1. Consensus or agreement involves compromising various possibilities after all options
have been heard. Disagreements and minority viewpoints are discussed fully. This
method helps build understanding, unity, cooperation, and commitment

2. Majority voting is considered the most effective way to make a decision. However, one
may lose the interest or loyalty of the members of the minority who voted against the
decision, especially if they feel their side was not heard

3. The minority is not consciously organized, but a few powerful personalities dominate the
group, often unconsciously. These people later wonder why the others are apathetic

4. The silent consensus of some groups leads to unanimous decisions. This type of
involvement in decision-making. Because they are better organized than those who
disagree, they are often successful in getting//having their own way in resolving an
immediate issue, but they bring a spirit of rivalry, rather than cooperation to the group

5. The clique is a small group whose members plan beforehand to get their way in decision-
making.

6. The handclasp happens when one person makes a suggestion and another commends it.
Without further discussion, the matter is decided.

7. The one-person decision is quickly made, but later when the decider needs free or
voluntary support from others to implement the decision, he/she might find trouble
getting it.

8. The plop occurs when a group makes a decision by not making a decision at all. Someone
makes a suggestion, but it is dropped or junked altogether and no one pay attention to it.

Difficulties in Decision-making
P Fear of consequences brings division and disagreement
 P Conflicting loyalties of one person as a member of different groups frequently leads to
divided loyalties about decisions
P Interpersonal conflicts and personal differences evoke various feelings among members,
which interfere with sound decision-making
P Hidden agenda or secret motive can hinder decision-making for reasons a member does
not share with the group
P Blundering methods include using rigid procedure that leaves little room for expressing
differing views, substituting personal opinions for adequate information, and disregarding
proper consultation or consensus
P Inadequate leadership restricts the expression of opinions and discussion on issues.
Leaders fail to provide assistance in selecting appropriate methods for decision-making
or are insensitive to the factors that cause difficulty in the group
P Clash of interest occurs when different groups or individuals within an organization
have opposing interests

FUNDAMENTALS OF GROUP DYNAMICS

Group is defined as two or more persons engaged in social interaction. This implies that
each member of a group is aware of the other members and their influence. Some psychologists
consider this definition too general and refer to limit the use of the term group to a collection of
individuals who find their association with one another rewarding. The existence of any group is
assumed to depend on the participation and satisfaction of the individuals comprising it.

Group Dynamics
It is the social process by which people interact in a small group and in a face-to-face
manner. Dynamics comes from the Greek word dunamis which means force. Group dynamics
then refers to the study of the forces operating within a group.

Social Group
Psychologically, man is said to be a rational being; politically, he is a political and
power-seeking being; theologically, he is a religious, God-seeking being; and sociologically,
man is gregarious social being seeking the company of other social beings. His/her very
existence and the satisfaction of his/her needs and wants, as well as his/her happiness, depends to
a large degree upon his/her association with other people.

Types:
 Primary Group - characterized by intimate face-to-face association and cooperation
among its members. It fundamentally forms the social nature and ideals of an individual.
It involves sympathy and mutual identification which is a form of natural expression

 Secondar Group - consists of members who are aware and cognizant of personal
relationships, but they do not feel that their lives are bound with one another except in
time of social crisis. The members may be separated from one another by distance or by
a lack pf personal physical contact.

Characteristics of a Group
 o Interaction - is a pattern of mutual influence (physical, verbal, non-verbal, emotional,
etc.)

o Structure - is a stable pattern of relationships

P Roles deal with the behavior expected of members in a given position
P Norms are the rules that identify and describe appropriate behavior
P Inter-member relations are influenced by authority and communication

o Goals - are the reasons for existence

o Perceived groupness - is the extent in which members see themselves as one (common
fate, similarity, proximity

o Dynamic interdependency - occurs when the members are active, energized, vibrant, and
changing

o • Motivation - focuses on personal needs which--when attained--lead to satisfaction

Kinds of Formal Groups

 Command groups - are specified by the organization chart and often composed of a
leader and the members who directly report to him/her
 e.g. an academic department consisting of a chair and faculty members

 Task groups - consists of people who work together to achieve a common task. Members
are brought together to accomplish a narrow range of goals within a specified time.
 e.g. ad hoc committees, project groups, standing committees

 Functional groups - are created by an organization to accomplish specific goals within an

unspecified time frame. They continue to function even after their goals have been
achieved.
 e.g. a sales and marketing department

Kinds of Informal Groups

 Interest groups - usually continue over time and may last longer than general informal
groups. The goals and objectives of interest groups are specific to each group and may
not be related to organizational goals and objectives.
 e.g. students who come together to form a study groups for a specific class

 Friendship groups - are formed by individuals who enjoy similar social activities,
political beliefs, religious values, or other common bonds. Members enjoy each other's
company.
 e.g. students who have an exercise group or who meet for a so-called jamming

 Reference groups - are composed of people who are evaluated for social validation and
social comparison. Social validation allows individuals to justify their attitudes and value
while social comparison helps individuals evaluate their own actions by comparing
themselves with others.