Character Formation With Leadership - Module 1

Preliminary Period
Burauen Community College Modular Home Instruction

Poblacion, District 9, San Diego Third Year Professional Criminology and Related Courses
Burauen, Leyte Second Semester, A.Y. 2021- 2022
First Semester, A.Y. 2021- 2022
Outcomes- Based Learning Modules in

Character Formation with
Leadership, Decision Making,
Management, and
Administration
(for internal use only of Burauen Community College)
Prepared by:
Paul Anthony A. Cano, RCrim

Jonacille P. Del Pilar, RCrim.
Lyka S. Gabrieles, RCrim.
___________________________________Modular Home Instruction__________________________________

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Character Formation, Leadership, Decision Making, Management and Administration

(A.Y.2021-2022 Preliminary Period)
STUDY PLAN
Module 1: Leadership and Management
Week 1
Leadership and Management
What is Leadership?
What is Management?
What is the difference between Leadership and Management?
Week2
Qualities of Good Leader and Better Manager
What are those skills that can attribute to a successful Leader/Manager?

Qualities of a Good Leader
Qualities of a Better Manager
Week 3
Leadership and Management Styles
Is Leadership and Management Skills is Taught to Learn?

Leadership Styles
Management Styles
 Activity 1: Identification
 Activity 2: Interpretive Theory
 Activity 3: Essay
Week 4
 Summative Assessment (To be announced)

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Introduction
Leadership and management must go hand in hand. They may not be the same thing, but they are necessarily
linked and complementary to one another. Any effort to separate the two within an organization is likely to cause
more problems than it solves. For any organization to be successful, it needs management that can plan, organize, and
coordinate its staff, while also inspiring and motivating them to perform to the best of their ability. Leadership is
about inspiring, and management is about planning. Leaders have a tendency to praise success and drive people,
whereas managers work to find weaknesses of the organization. They paint a picture of what they see as possible for
the company and work to inspire and engage their people in turning that vision into reality.
This course covers the understanding of personal values, characteristics, and goals including the normative
foundations of leading which includes the wide array of leadership and management approaches and refine their
leadership and management styles. The students should develop an understanding of the relationship between
leadership, decision making, management and administration. Also, they must be able to understand the frames of
judgment and skills needed to affect positive change in a wide array of settings and to transform cultures,
organizations, and institutions through effective leading, management, analysis, and decision-making in a self-aware
manner to think and act strategically.
This requires students to have their final output as requisite to complete the course. This output will be a
knowledge level assessment, illustrating leadership, negotiation, and decision-making, with a focus on the individual
leader and manager by his or her actions. Both the development of different traditional perspectives on leadership
and contemporary and critical perspectives are central to this course, negotiation strategies and how a leader or
manager is perceived.

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CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT AND

ADMINISTRATION
PREPARED BY:
Paul Anthony A. Cano, Rcrim
Jonacille P. Del Pilar, RCrim
Lyka S. Gabrieles, RCrim
Module 1: Leadership and Management
Learning Outcome Based on the Course of Syllabus

LO1. Compare and contrast the aspects of leadership and management, their approaches, and styles through
interpretive exercises.
Learning Objectives
At the end of the module, the following learning objectives will be attained by the students with at least 75%
accuracy:
1. The students will be able to identify and understand the similarities and differences between leadership and
management as well as its characteristics and qualities through knowledge level assessment.
2. The students will be able identify leadership and management styles through interpretive theory.
Course Direct Instruction

Leaders and managers are the terms which are often misunderstood and used interchangeably. As
management and leadership skills are quite often regarded as one and the same to many organizations. Where in fact,
the two activities are not synonymous with each other. Highlighting the difference between the two terms Leaders
have people follow them whereas Managers have people work for them. A manager emphasizes on planning and
coordinating the different tasks to be performed with an organization whereas Leader focuses on inspiring and
motivating people. So, to bring more clarity with these terminologies this course study presents you with meaning
and differences between the two, will begin by discussing these concepts.
What is Leadership?
According to Giblin (2017), leadership is a widely used term with multiple meanings, ranging from a set of
personality traits to the exercise of power and the stability to secure compliance.
1. Leadership is a process whereby an individual influence a group of individuals to achieve a common goal.
2. Leadership is defined broadly as influence processes affecting the interpretation of event for followers, the choice
of objective for the group or organization, the organization work activities to accomplish the objectives, the
motivation of the followers to achieve the objectives, the maintenance of the cooperative relationships and
teamwork, and the enlistment of support and support from the people outside the group or organization.
According to Collins (2019), a person who can bring out the change is the one who possesses the ability to be a
leader. A good leader is the one who always looks out after others before himself and is proactive. Proactive refers to
a leader‘s tendency of being three steps ahead of others, thinking of all the possibilities of a scenario. Leadership is all
about developing people, in turn helping them to reach their maximum potential.
In the simplest of terms, leadership is an art of motivating the people to help achieve a common goal. Some of
the leadership qualities an effective leader should possess are a.) commitment towards the tasks and duties allocated,
ability to communicate well, taking the ownership of the tasks; b.) honesty and integrity, ability to take the right
decisions and that too at the right time; c.) creativity and innovation and lastly but the most important one, d.) the
ability to inspire others.
What is Management?
Management is an art of overseeing, controlling, and exercising authority over the workforce of an agency
and the organizational activities needed to guide it to accomplish a purpose or function. The management‘s
organizational leadership team is comprised of the chief executive, department or division heads, middle-level
managers, and their support staffs. A manager is an official who has authority, managerial, and supervision functions.
A manager is not doing the primary tasks given to the organization, but, instead, is seeing that these tasks of
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organization are being done (Kania & Davis, 2019). A manager is an individual who is held in charge of a certain
group of tasks or a particular subset within an organization wherein the targets are to be achieved within a stipulated
timeframe (Collins, 2019).
Leadership Versus Management

Is leadership exercised by ranking members of an organization the same as management? Many writers see a
conceptual distinction between the two and, by extension, between leaders and managers. Leadership requires
establishing a vision and motivating followers to achieve established goal. The leaders often serve as both a role
model for followers and a visible representative of the group. In contrast, management introduces predictability and
control into an organization. Managers engage in planning, assign human and physical resources, ensure
performance, disciplining non-compliance, and resolve problems when things go wrong. In a classic 1937-piece,
writer Luther Gulick offered the acronym POSCORB to describe the function of managers – planning, organizing,
staffing, directing, coordinating, reporting, and budgeting (Giblin, 2017). It can elucidate in detail such as:
1. Planning refers to the establishment of a broad draft of the work. It is to accomplish, and the process
incorporated to implement them.
2. Organizing involves formally defining, synchronizing, and classifying the various subdivisions or sub-
processes of the work.
3. Staffing involves selecting and recruiting the correct applicants for the job. And facilitates their training and
orientation while sustaining a promising work environment.
4. Directing entails delegating structured and decision-making instructions and orders to accomplish them.
5. Coordinating fundamentally refers to scoring and interspersing the many mechanisms of the work.
6. Reporting contains frequently updating the superior about the improvement or the work-related doings. The
information distribution can be through inspection or records.
7. Budgeting comprises all the happenings that under Accounting, Auditing Control, and Fiscal Planning.
According to Giblin (2017), a classic definition of management is ―the ability to get things done through other
people.‖ This definition implies that the manager is superior – as in ―superior officer‖ or ―my superior‖ – in talent and
ability. The goal becomes multiplying the effectiveness of this superiority by getting others to carry out instructions.
Subordinates are less expensive clones of the manager; or to put it another way, they are the arms of the octopus
carrying out the instructions of the central brain. For example, Lowell‘s Chief Davis frequently reviewed and decided
upon resource deployment actions taken by sector commanders, a common managerial role.
Attributes of Successful Leaders/Managers

According to Kania & Davis (2019), numerous authorities have developed lists of attributes that they feel are
needed to be an effective leader. For example, in the area of correctional management, such as traits as focus,
observational awareness, problem-resolution skills, creative thinking, integrity, nurturing of the staff are cited as
being critical to good leadership. When employees are asked what they like, admire, or appreciate in their managers,
they cite certain important qualities, such as: patience, kindness, wisdom, trust, virtue, knowledge, empathy, and self-
control.
Another approach in determining what makes a good leader involves task analysis. What skills must the
leader master to be effective? The following emphasizes on three areas which are:
1. Technical skills - abilities and knowledge needed to perform specific tasks. They are practical, and often
relate to mechanical, information technology, mathematical, or scientific tasks.
2. Human relations skills, including empathy, tolerance of ambiguity, and the ability to work within a team,
3. Conceptual skill –it is something having to do with the mind, or with mental concepts or philosophical or
imaginary ideas. An example of conceptual is when you formulate an abstract philosophy to explain the
world which cannot be proven or seen.
Discussion: Who wants to follow a negative boss? Who wants to push their limits if there is no pleasure to
withdraw from the experience? Most employees leave not because of the hardship and struggles of the office but to
get away from their bosses at some point in their career. As the common expression that is always said before, but it
begs repeating that the ―employees leave managers/bosses, not companies‖. Bad manager can make employees leave
in waves. ―A good person in charge can have a huge impact not only for personal being, but for the engagement and
performance of their team.‖ Unfortunately, a bad boss can have exactly the opposite as mentioned earlier. Becoming a
boss requires learning and dealing with different responsibilities. Yes, you might think that every one of your bosses

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has the best of intentions, it is easy for them to take the job anyway because they have been around long enough, but
sadly, they may not be a good fit for management at all.
Some reason why they are not good for management for example is that they don‘t have a growth mindset,
they don‘t want to give up individual contributor work, they don‘t like dealing with people and lastly, the worst is
that they do it for the money instead of the actual job responsibilities.
It is important to realize that, because someone holds a position of leadership, doesn‘t necessarily mean they
should. The moral of this story is that leaders need to be honest, have a demonstrated track record of success, be
excellent communicators, emphasize serving those they lead, be fluid in approach, have laser focus, and a bias
towards action. If these traits are not possessed by your current leadership team, or your emerging leaders, you will
have a rocky road ahead.
Qualities of a Good Leader

1. Integrity - The importance of integrity should be obvious. Though it may not necessarily be a metric in employee
evaluations, integrity is essential for the individual and the organization. It‘s especially important for top-level
executives who are charting the organization‘s course and making countless other significant decisions.
2. Ability to Delegate - enable your direct reports, facilitate teamwork, provide autonomy, lead to better decision-
making, and help your direct reports grow. To delegate well, you also need to build trust with your team.
3. Communication - You need to be able to communicate in a variety of ways, from transmitting information to
coaching your people. And you must be able to listen to and communicate with a wide range of people across
roles, social identities, and more.
4. Self-Awareness - While this is a more inwardly focused skill, self-awareness is paramount for leadership. The
better you understand yourself, the more effective you can be.
5. Gratitude - Being thankful can make you a better leader. Gratitude can lead to higher self-esteem, reduced
depression and anxiety, and even better sleep. Few people regularly say ―thank you‖ at work, even though most
people say they‘d be willing to work harder for an appreciative boss.
6. Learning Agility - Learning agility is the ability to know what to do when you don‘t know what to do. If you‘re a
―quick study‖ or are able to excel in unfamiliar circumstances, you might already be learning agile.
7. Influence - For some people, ―influence‖ feels like a dirty word. But being able to convince people through
logical, emotional, or cooperative appeals is a component of being an inspiring, effective leader. Influence is quite
different from manipulation, and it needs to be done authentically and transparently. It requires emotional
intelligence and trust-building.
8. Empathy - Empathy is correlated with job performance and a critical part of emotional intelligence and leadership
effectiveness. If you show more empathy towards your direct reports, research shows you‘re more likely to be
viewed as a better performer by your boss.
9. Courage - It can be hard to speak up at work, whether you want to voice a new idea, provide feedback to a direct
report, or flag a concern for someone above you. That‘s part of the reason courage is a key skill for good leaders.
10. Respect - Treating people with respect daily is one of the most important things a leader can do. It will ease
tensions and conflict, create trust, and improve effectiveness.
Qualities of a Great Manager

1. Having a Vision and Communicating It. One of the qualities of a great manager is knowing how to convey the
mission to others and proposing a clear way of thinking that can orient everybody‘s work. Having vision is one
thing, but it is another altogether to be able to convey it.
2. Being Autonomous and Responsible. A great manager must be able to tackle decisions on his or her own and,
most importantly, must be capable of bearing the responsibility of those choices, be they good or bad. It is also
crucial that they prioritize and develop their employees‘ autonomy, empowering them all the while.
3. Knowing How to Be in Command. The person in command should keep an eye on the goal, give directives,
make judgment calls, tackle obstacles head-on, manage their emotions, be a role model for others, take a firm
stance on some issues – often going against the status quo – and win the trust of others.
4. Taking the Right Decisions at the Right Time. For managers, the art of decision making is an essential
requirement of leadership. The result of the choices made by the manager can be, and often is, the very reason for
their success or failure.
5. Showing Managerial Courage. One of the main qualities of a great manager is his or her managerial courage.
After all, they are people who must face problems, say things as they are, make difficult decisions and be
responsible for their actions.
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6. Showing Leadership and Inspiring Others. Leadership is the ability to influence and guide a group toward a
common goal, while entertaining a relationship of mutual trust.
7. Having Intellectual Resources. A great manager always wants to evolve, learn and better him- or herself. The
more intellectual resources they have, the faster the learning occurs.
8. Having Political Sense. If someone has political sense, they are capable of saying and doing things that are in line
with the convictions and customs that are deemed acceptable in a given environment; it is seeking out,
understanding, and considering the stakes that are present in the situation one is in.
9. Having Empathy. Empathy is essentially the art of knowing others, understanding their feelings, perceiving their
points of view, feeling a sincere interest for their preoccupations and being able to entertain harmonious
relationships with a wide variety of individuals.
10. Showing Humility and Vulnerability. Humility means being able to recognize your mistakes and downfalls
without excuses, to recognize that you are no superhero, putting others at ease, encouraging, and respecting
different points of view, knowing how to build on everybody‘s strengths and surrounding yourself with people
who are often better than yourself.
11. Showing Emotional Intelligence. Emotional intelligence encompasses a group of verbal and non-verbal skills
that allow an individual to generate, recognize, express, understand and evaluate their own emotions and those of
others in a way that orients their thoughts and actions to fulfill requirements and respond to the pressures of the
surrounding environment.
12. Surrounding Oneself Well. Success is undoubtedly the reward of teamwork and, in this context, one of the
qualities of a great manager is to know how to surround himself with the right companions, judging others
accurately and knowing how to create highly productive teams.
13. Being Action- and Solution-Oriented. A great manager cannot simply witness events – they must take action, in
step with their team.
14. Knowing How to Delegate and Trust Others. Delegation is of utmost importance since it allows the manager to
rely on their real added value. In order to delegate in the most optimal way, it is necessary to trust collaborators
and share the responsibility, as well as the credit.
15. Being Positive, Enthusiastic and Cultivating the Joys of Working in a Group. The most important actions to
take is determining your managers‘ qualities, helping them know themselves better, and relying on their
strengths in order to help them grow.
Can Leadership and Management Skills be Taught and Learned?

There is a debate in some authors that circles around how leaders/managers are made. Some authors tell us
that leadership cannot be taught. However, those same people will almost certainly say that math can be taught, or
languages can be taught or good behavior in children can be taught. The fact is, if we learn it, practiced it, and studied
it regularly leadership and management could be learned (Cushard, 2021).
Example: Maxinne wants to learn music, so I bought an instrument and signed her up in lessons. I knew that Maxinne
would never be a great musician because I watched her practice exactly the amount of time her teacher told her to
practice. No more, no less. Great musician would have been practicing at every spare moment he had — not just the
prescribed 1 hour and 30 minutes per day. And sadly, of course, Maxinne gave up music lessons in time.‖She did not
have a burning desire or anything beyond a passing interest in learning music. It was not because that Maxinne
wasn‘t smart enough or had any physical condition that prevented her from using his hands, arms or to play the
instrument properly. She was perfectly capable of using the instrument. ―It was her desire that was not there.‖
As noted by Cushard (2021), leadership or management can be learned, it is not because leadership nor
management cannot be taught or learned. It‘s because some people do not have a desire to learn what it takes to be a
leader. According to Ahmed (2014), leaders are not a different breed of people. They are not born to lead but prepared
to lead. These individuals are motivated to climb the ladder in their organizations and interested in learning emerging
leadership skills to be successful leaders.
Leadership and Management Styles

―Leaders tend to have charismatic personalities, are regularly positive and focused on ensuring the people
around them understand the vision and embrace it. Whereas, managers tend to have a vision, and tell people to either
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―agree with it, or get out‖. When you are promoted into a role where you are managing people, you don‘t
automatically become a leader. There are important distinctions between managing and leading people.‖
Leadership styles
At some point in your career, you may take on a leadership role in some capacity. Whether you‘re leading a
meeting, a project, a team, or an entire department, you might consider identifying with or adopting a defined
leadership style (10 Common Leadership Styles, 2020).
The following are common leadership style:
Coach
A coaching leader is someone who can quickly recognize their team members‘ strengths, weaknesses, and
motivations to help everyone improve. This type of leader often assists team members in setting smart goals and then
provides regular feedback with challenging projects to promote growth. They‘re skilled in setting clear expectations
and creating a positive, motivating environment.
The coach leadership style is one of the most advantageous for employers as well as the employees they
manage. Unfortunately, it‘s often also one of the most underutilized styles—largely because it can be more time-
intensive than other types of leadership.
Example: Marlo, a team leader, gathered his team of account executives for a meeting to discuss information from the
previous quarter. They start the meeting by completing an assessment together of strengths, weaknesses,
opportunities, and threats regarding the team‘s performance. The team leader then recognizes specific team members
for exceptional performance and goes over the goals achieved by the team. Finally, closes the meeting by announcing
a challenge to start the next quarter, motivating his people to reach their goals.
Visionary
Visionary leaders have a powerful ability to drive progress and usher in periods of change by inspiring
employees and earning trust for new ideas. A visionary leader is also able to establish a strong organizational bond.
They strive to foster confidence among direct reports and colleagues alike.
This type of leadership is especially helpful for small, fast-growing organizations, or larger organizations
experiencing transformations or corporate restructuring.
Example: Instructors of Burauen Community College created a group comprised of colleagues who want to help
resolve anxieties and issues by the students. The goal is to help students better focus on and succeed at school. He has
developed testing methods so they can find meaningful ways to help students in a quick, efficient way.
Servant
Servant leaders live by a people-first mindset and believe that when team members feel personally and
professionally fulfilled, they‘re more effective and more likely to produce great work regularly. Because of their
emphasis on employee satisfaction and collaboration, they tend to achieve higher levels of respect. A servant leader is
an excellent leadership style for organizations of any industry and size but is especially prevalent within nonprofits.
These types of leaders are exceptionally skilled in building employee morale and helping people re-engage with their
work.
Example: Renzo arrange a monthly one-on-one coffee meeting with everyone that has concerns, questions, or
thoughts about improving the organization. This time is meant for him to address the needs of his subordinates and
help those who are using the product in any capacity.
Autocratic
Also called the authoritarian style of leadership, this type of leader is someone who is focused almost entirely
on results and efficiency. They often make decisions alone or with a small, trusted group and expect employees to do
exactly what they‘re asked. It can be helpful to think of these types of leaders as military commanders.
This leadership style can be useful in organizations with strict guideline. It can also be beneficial when used
with employees who need a great deal of supervision—such as those with little to no experience. However, this
leadership style can stifle creativity and make employees feel confined.

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Example: Before an operation, the police captain carefully recounts the rules and processes of their operation with
every team member who will be helping during the mission. He wants to ensure everyone is clear on the expectations
and follows each procedure carefully and exactly so the operations go as smoothly as possible.
Laissez-faire or hands-off
This leadership style is the opposite of the autocratic leadership type, focusing mostly on delegating many
tasks to team members and providing little to no supervision. Because a laissez-faire leader does not spend their time
intensely managing employees, they often have more time to dedicate to other projects.
Managers may adopt this leadership style when all team members are highly experienced, well-trained and
require little oversight. However, it can also cause a dip in productivity if employees are confused about their leader‘s
expectations, or if some team members need consistent motivation and boundaries to work well.
Example: When welcoming new recruits, Officer Jenny explains that her subordinates can set and maintain their own
work schedules as long as they are tracking towards and hitting goals that they set together as a team. They are also
free to learn about and participate in projects outside of their team they might be interested in.
Democratic or participative
The democratic leadership style (also called the participative style) is a combination of the autocratic and
laissez-faire types of leaders. A democratic leader is someone who asks for input and considers feedback from their
team before making a decision. Because team members feel their voice is heard and their contributions matter, a
democratic leadership style is often credited with fostering higher levels of employee engagement and workplace
satisfaction. This type of leadership drives discussion and participation, it‘s an excellent style for organizations
focused on creativity and innovation.
Example: The school president hired many brilliant and focused team members he trusts. When deciding on tasks to
accomplish, the president acts only as the final moderator for his team to move forward with their ideas. He is there to
answer questions and present possible improvements for his subordinates to consider.
Pacesetter
The pacesetting leadership style is one of the most effective for driving fast results. These leaders are
primarily focused on performance. They often set high standards and hold their team members accountable for
hitting their goals.
Example: Nalee, the assigned leader of a weekly meeting recognized that an hour out of everyone‘s schedule once a
week did not justify the purpose of the meeting. To increase efficiency, she changed the meeting to a 15-minute
standup with only those she had updates for.
Transformational
The transformational leadership style is similar to the coach-style in that it focuses on clear communication,
goal setting and employee motivation. However, instead of placing the majority of the energy into each employee‘s
individual goals, the transformational leader is driven by a commitment to organizational objectives. These types of
leaders spend much of their time on the big picture, this style of leading is best for teams that can handle many
delegated tasks without constant supervision.
Example: Rayjay is promoted as the Directorate for Logistics (DL), accordingly he will administer and manage
material resources needed for the Philippine National Police operations. The head of The Directorial Staff asks him to
set new goals and organize teams to reach those objectives. He spends the first month in his new role getting to know
the office composition and its staff. He gains a strong understanding of current trends and organizational strengths.
After three months, he has set clear targets for each of the teams that report to him and asked individuals to set goals
for themselves that align with those.
Transactional
A transactional leader is someone who is laser-focused on performance, similar to a pacesetter. Under this
leadership style, the manager establishes predetermined incentives—usually in the form of monetary reward for

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success and disciplinary action for failure. Unlike the pacesetter leadership style, though, transactional leaders are also
focused on mentorship, instruction, and training to achieve goals and enjoy the rewards.
While this type of leader is great for organizations or teams tasked with hitting specific goals, such as sales
and revenue, it‘s not the best leadership style for driving creativity.
Example: The school president meets with each member of the department bi-weekly to discuss ways they can meet
and exceed monthly school goals to get their bonus. Each of the top 10 performers in the department receives a
monetary reward.
Bureaucratic
Bureaucratic leaders are similar to autocratic leaders in that they expect their team members to follow the
rules and procedures precisely as written.The bureaucratic leadership style focuses on fixed duties within a hierarchy
where each employee has a set list of responsibilities, and there is little need for collaboration and creativity. This
leadership style is most effective in highly regulated industries or departments, such as finance, healthcare, or
government.
Example: As provided in RA 9165 the Director General who is vested with the power to command and direct the
Philippine Drug Enforcement Agency responsible for the efficient and effective law enforcement against any
dangerous drug and/or controlled precursors and essential chemicals. Director General Wilkings Villanueva
instructed their agents to work within a specific, defined framework. They must take many steps to complete a task
with strict order and rules.
Management Styles
A management style is a way in which a manager works to fulfill their goals. Management style includes the
way that a manager plans, organizes, makes decisions, delegates, and manages their staff (Management Style, 2021).
1. Autocratic management styles

This type of management follows a top-down approach, with one-way communication from bosses to
employees. This is the most controlling of the different management styles, with the management making all
workplace decisions and holding all the power. Employees are treated as drones, to be monitored closely as they
perform within clearly defined perimeters. Employees are not encouraged to ask questions, submit ideas, or share
their thoughts on improving processes, and are in some cases actively discouraged from doing so. The subtypes of
autocratic management style are authoritative, and paternalistic.
a. Authoritative management style - In this style, managers dictate exactly what they require their subordinates
to do and punish those who do not comply. Employees are expected to follow orders, not question the
authority of management, and perform their tasks the same way each time. Managers monitor the employees
closely, micromanaging their performance without placing trust or confidence that their employees can
achieve their goals without direct and constant supervision. These types of managers believe that without this
supervision, employees will not operate successfully.
b. Paternalistic management style - In this style, the manager acts with the best interests of their subordinates at
heart. Usually, the organization will refer to staff as ‗family‘ and ask for loyalty and trust from employees.
Management using this style will use unilateral decision making but will explain to employees that the
decision-makers are working from a place of expertise, and thus, legitimacy. Decisions are explained to
employees, but there is no room for collaboration or questioning.
Explanation: An example of a leader who have used authoritarian leadership is Kim Jong-un. Managers dictate
exactly what they require their subordinates to do and punish those who do not comply. People are expected to
follow orders, not question the authority of management, and perform their tasks the same way each time. Or, Jack
Ma, one of the richest men in the world, has used the paternalistic style to create one of the world‘s biggest companies
- Alibaba. Although Ma has combined his paternalistic style with a touch of charismatic and participative leadership,
the idea of him as the ‗father figure’ remains strong within the company. He has surrounded himself with a team that
trusts in him and would do quite a bit to please him.
2. Democratic management styles

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In this style, managers encourage employees to give input during the decision-making process but are
ultimately responsible for the final decision. Communication goes both ways, top-down and bottom-up, and team
cohesiveness is increased. This process allows for diverse opinions, skills, and ideas to inform decisions.
a. Consultative management style - In this style, managers ask for the opinions and thoughts of their team,
consulting the viewpoints of every member of their team. The manager will make the final decision, but they
will consider all the information given by team members before they do so. This style is often used in
specialized fields, where staff are experts, and their input is needed for the management to make informed
decisions.
b. Participative management style - In this style, managers and staff are all active members of the decision
process. Staff are given access to more information about the company and its goals and are encouraged to
innovate solutions. Management seeks the thoughts, ideas, and opinions of staff, works together with staff to
make decisions and then the company acts on them.
c. Collaborative management style - In this style, management creates an open forum for ideas to be discussed
extensively before making decisions based on majority rule. Staff is empowered to take ownership of
outcomes, which can lead to increased engagement, innovation, and creativity.
d. Transformational management style - This style of management is agile and growth-focused. Managers
focus their efforts on pushing their staff to ever greater accomplishments through encouragement, pushing
them past their comfort zones regularly, and consistently motivating their teams to raise their bar for
achievements. Managers work alongside with their employees, inspiring their team to ever greater efforts by
demonstrating their own work ethic.
e. Coaching management style - In this style, managers see themselves as the coach and their employees as the
valued members of their team. The manager‘s job is to develop and guide their team, putting their team‘s
professional development at the forefront of their priorities. Long-term development is valued above short-
term failures in this style, and the manager wants to promote learning, upskilling, and growing in the
workplace.
Discussion: The democratic leadership style is based on mutual respect. It is often combined with participatory
leadership because it requires collaboration between leaders and the people they guide. For example, Cedric is
assigned to manage a team of weaponsmith who are crafting a prototype M4 has semi-automatic and four-round
burst firing modes much lighter and shorter variant of the M16A2 assault rifle. Cedric would want to consult one by
one with their team often, to gain the benefit of their experience - Consultative management style. This style promotes a
deeper bond between staff and management and builds trust within teams. Management grows with the team, as they
learn from the ideas, opinions and experience of the employees that they lead. Innovation and voicing opinions are
encouraged, leading to better problem-solving.
3. Laissez-faire management styles

In this style, management takes a hands-off approach to leadership. Staff is trusted to do their work
without supervision, and they are left to control their decision making and problem-solving. Management is
present at the delegation and delivery stages of work, but otherwise steps back and gives staff the freedom to
control their workflow and outcomes. Management is only involved during the process if the staff requests their
assistance.
a. Delegative management style - In this style, the manager is only present to assign tasks, although they
still are responsible for tasks being completed successfully. Once the task is assigned, then the employees
are empowered to do their work as they see fit. After the task is complete, the manager steps back in to
review the work and give advice about how to improve future projects.
b. Visionary management style - In this style, managers lead through inspiring their staff. Leaders explain
their goals and the reasons behind them, convincing their team to work towards executing their vision.
Team members are motivated by their manager, then allowed the freedom to achieve their tasks with
minimal interference. Managers offer a lot of constructive feedback during and after the process to assist
their employees, and make sure to give praise liberally.

11
Preliminary Period
Explanation: This style is particularly effective in situations where group members are more knowledgeable than the
group leader. The laissez-faire style allows them to demonstrate their deep knowledge and skill surrounding that
particular subject. For instance, if your team is full of highly skilled and experienced people, capable of working on
their own, this approach might work. Since these group members are experts and have the knowledge and skills to
work independently, they are capable of accomplishing tasks with very little guidance. Another, Elon Musk is a
visionary, and truly believes in every business venture he puts his mind into. Because he has such a strong vision, he
isn‘t afraid to face obstacles others might find impossible to overcome. This is one of the things Musk is known for –
tackling obstacles head on. The projects he‘s been involved in tackle almost every major industry and global problem,
from automotive, to telecommunications, to energy. And if there is a problem within the organization, you can be sure
Musk will be right there, taking a hands-on approach to helping find a solution
―Management is all about ―me‖ whereas Leadership is all about ―you‖. Management styles it simply refers to
the inclusion of people to help in achieving the objectives of an organization. This means to involve people in
accomplishing the objectives. On the other hand, Leadership styles are all about the application of the different
methods to help you achieve your objective. Therefore, a successful organization is the one which requires the
adequate and appropriate combination of both Management and Leadership. Thus, a successful business owner needs
to be both a strong leader and manager to help their teamwork towards the vision of an organization (Collins, 2019).

12
Preliminary Period
Learning Activities
Knowledge Level Assessment
Activity 1: Identification
1. A process whereby an individual influence a group of individuals to achieve a common goal.
2. The one who introduces predictability and control into an organization. They engage in planning, assign human
and physical resources, ensure performance, disciplining noncompliance, and resolve problems when things go
wrong.
3. Contains frequently updating the superior about the improvement or the work-related doings. The information
distribution can be through inspection or records.
4. The abilities and knowledge needed to perform specific tasks. They are practical, and often relate to mechanical,
information technology, mathematical, or scientific tasks.
5. When you formulate an abstract philosophy to explain the world which cannot be proven or seen. This is an
example of?
6. Learning how better conversations can improve the organizational culture which pertains to such quality of being
a good leader.
7. A psychologically safe workplace culture encourages speaking the truth rather than avoiding problems or
allowing conflicts to fester.
8. It is the ability to influence and guide a group toward a common goal, while entertaining a relationship of mutual
trust.
9. A great manager always wants to evolve, learn and better him- or herself. The more intellectual resources they
have, the faster the learning occurs.
10. It is essentially the art of knowing others, understanding their feelings, perceiving their points of view, feeling a
sincere interest for their preoccupations and being able to entertain harmonious relationships with a wide variety
of individuals.
11. This means being able to recognize your mistakes and downfalls without excuses, to recognize that you are no
superhero, putting others at ease, encouraging, and respecting different points of view, knowing how to build on
everybody‘s strengths and surrounding yourself with people who are often better than yourself.
12. Requires establishing a vision and motivating followers to achieve established goal.
13. It involves selecting and recruiting the correct applicants for the job. And facilitates their training and orientation
while sustaining a promising work environment.
14. It comprises all the happenings that under Accounting, Auditing Control, and Fiscal Planning.
15. This involves formally defining, synchronizing, and classifying the various subdivisions or sub-processes of the
work.
Activity 2: Interpretive Theory

1. Police Captain Diana Rose herself plan a strategy and delegate what needs to be done to the team, with strict
instructions for them to follow up with, and the moment they are done with their tasks.
a. Autocratic management c. Democratic management
b. Participative management d. Transformational management
2. Police Major Cielo Leslie gathers her team for a planning session. She‘ll listen to everyone‘s opinion, work
with the team to plan the best response, then she will all get to work handling the crisis.
a. Autocratic management c. Laissez-faire management
b. Democratic management d. Visionary management
3. ―I leave it to my team to handle this. They are professionals and know what needs to be done. I‘ll check in
with them after to review how it was handled and give feedback.‖
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Preliminary Period
a. Democratic management c. Laissez-faire management

b. Consultative management d. Participative management
4. Being not a team player is the quality you do not want your team members to have. This type of management
pertains to.
a. Democratic management c. Authoritative management
b. Paternalistic management d. Autocratic management
5. Most of cases, when handling tasks, Fire Chief Inspector Renzo dela Cruz, will gather his team, to give only
all the information they need, and let them get to work because he knew that they all know how to do it.
a. Democratic management c. Autocratic management
b. Authoritative management d. Laissez-faire management
6. Police Captain Diana Rose always informs her staff of the new project, and assign all roles, milestones,
objectives, and timelines. So that everyone will know what they need to complete and will continually check-
in to make sure they are successful.
a. Autocratic management c. Consultative management
b. Collaborative management d. Coaching management
7. When there is a new project arises. Sr Principal Engineer. Raymond will have to meet with key employees,
work with them to outline various plans for the project, then present the plans to the team. Whichever gets
the most votes will do.
a. Autocratic leadership c. Democratic leadership
b. Transformational leadership d. Pacesetter leadership
8. A type a management that the boss man works alongside my team to create and implement a solution to
avoid a similar situation in the future.
a. Democratic management c. Bureaucratic management
b. Laissez-faire management d. Visionary management
9. Being ―Unskilled‖ is the quality you do not want your team members to have. This type of management
pertains to.
a. laissez-faire management c. Democratic management
b. Bureaucratic management d. Delegative management
10. Fire Chief Inspector Renzo dela Cruz is a type of a boss who leave the task to his team because he trusts them
as they are all skill equipped, imaginative people and they‘ll figure it out critical tasks.
a. Laissez-faire management c. Authoritative management
b. Democratic management d. Autocratic management
11. Being ―Diligent‖ is one of the important qualities you set for your team to have. The management style
pertains to.
a. Autocratic management c. Collaborative management
b. Democratic management d. Transformational management
12. Police Captain Diana Rose is a leader that will make sure that her teams have the resources they need to meet
the deadline. Afterward, she will review the process, find problem areas, and improve the process
a. Autocratic leadership c. Coach leadership
b. Servant leadership d. Visionary leadership
13. Our Department of Heath office of heads wants to show their employees that they don‘t only care about their
patients, but that they also care about their employee‘s overall health and well-being.
a. Visionary leadership c. Servant leadership
b. Hands-off leadership d. Participative leadership
14. Gen. Paul Eliseo was born in 1934 and graduated from University of Santo Tomas. Their team was sent to
South Korea as an aid to the South Korean Army. During that war, he was wounded twice and awarded three
Silver Star medals. This leadership focuses on results measures rewards and penalties.
a. Pacesetter leadership c. Bureaucratic leadership
b. Transformational leadership d. Transactional leadership
15. Mahatma Gandhi has empowered a huge nation by getting the people motivated and believing in themselves.
This leadership style often referred to as ‗mentors.‘
14
Preliminary Period
a. Transformational leadership c. Servant leadership

b. Coaching leadership d. Hands-off leadership
16. Being ―Undisciplined‖ is the quality you do not want your team members to have. This type of leadership
pertains to.
a. Autocratic leadership c. Visionary leadership
b. Hands-off leadership d. Transformational leadership
17. As the prime minister of Britain, Churchill used a structured, decisive plan of action for defeating Adolf Hitler
and the Nazi regime. As a leader, he had a structured system to ensure that individuals carry out their tasks
as planned.
a. Bureaucratic leadership c. Servant leadership
b. Transactional leadership d. Participative leadership
18. Alexander the Great created many legacies for military strategists to follow, his type of leadership being just
one way he inspired his legions and his nation to win battles they could and should have lost.
a. Bureaucratic leadership c. Visionary leadership
b. Hands-off leadership d. Autocratic leadership
19. This type of leadership occurs when time urgency is extra high or when delivery is more important than
normal.
a. Pacesetting leadership c. Autocratic leadership
b. Hands-off leadership d. Coaching leadership
20. Being ―Innovative‖ is one of the important qualities you set for your team to have. The management style
pertains to.
a. Democratic management c. Bureaucratic management
b. Laissez-faire management d. Visionary management
Activity 3: Illustration.
1. Using Venn Diagram, illustrate the similarities and differences of Leadership and Management.
References:
Ahmed, M. R, (2014). Can Leadership Skills be Taught and Learned. Linkedin.

https://www.linkedin.com/pulse/20140705152736-45542683-canleadership-skills-be-taught-and-

15
Preliminary Period
learned#:~:text=Yes%2C%20leadership%20skills%20can%20be,lead%2C%20but%20prepared%20to%20lead.&
text=Everyone%20possesses%20basic%20leadership%20skills,organization%2C%20business%2C%20or%20in
dustry.
Collins (2019), Leadership and Management – An Introduction. Thrive Global.
https://thriveglobal.com/stories/leadership-and-management-an-introduction/
Cushard, B. (2021). Leadership Can Be Taught, But Not Everyone Wants to Learn. Mindflash.
https://mindflash.com/blog/leadership-can-be-taught-but-not-everyone-wants-to-learn
Giblin, M. J. (2017). Leadership and management in police organizations. California: SAGE Publications, Inc.
Kania, R. E.& Davis, R. P. (2019). Managing criminal justice organizations: an introduction to theory and practice. 3rd eds.
New York: Routledge
Management Styles. (2021). Valamis Group. https://www.valamis.com/hub/management-styles
10 Common Leadership Styles. (2020). Indeed,Career Guide. https://www.indeed.com/career-advice/career-
development/10-common-leadership-styles

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Character Formation With Leadership - Module 1

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Character Formation With Leadership - Module 1

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Preliminary Period

Burauen Community College Modular Home Instruction

Outcomes- Based Learning Modules in

Paul Anthony A. Cano, RCrim

___________________________________Modular Home Instruction__________________________________

Character Formation, Leadership, Decision Making, Management and Administration

Module 1: Leadership and Management

What are those skills that can attribute to a successful Leader/Manager?

Is Leadership and Management Skills is Taught to Learn?

___________________________________Modular Home Instruction__________________________________

___________________________________Modular Home Instruction__________________________________

CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT AND

Module 1: Leadership and Management

Learning Outcome Based on the Course of Syllabus

Course Direct Instruction

Leadership Versus Management

Attributes of Successful Leaders/Managers

___________________________________Modular Home Instruction__________________________________

Qualities of a Good Leader

Qualities of a Great Manager

Can Leadership and Management Skills be Taught and Learned?

Leadership and Management Styles

___________________________________Modular Home Instruction__________________________________

___________________________________Modular Home Instruction__________________________________

1. Autocratic management styles

2. Democratic management styles

3. Laissez-faire management styles

___________________________________Modular Home Instruction__________________________________

___________________________________Modular Home Instruction__________________________________

Activity 2: Interpretive Theory

a. Democratic management c. Laissez-faire management

a. Transformational leadership c. Servant leadership

Ahmed, M. R, (2014). Can Leadership Skills be Taught and Learned. Linkedin.

___________________________________Modular Home Instruction__________________________________

___________________________________Modular Home Instruction__________________________________

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