Republic of the Philippines

Bicol University
GRADUATE SCHOOL
Legazpi City

DR. MARIA JOCELYN J. PAJE

MAELM 214
Leadership Theories and Practice

JESSICA B. ANTES
MAELM
1st Semester, A.Y. 2023-2024

ESSENTIAL ELEMENTS OF EFFECTIVE AND EFFICIENT LEADERSHIP

"Leadership is like beauty, it's hard to define, but you know it when you see it"
Leadership is a complex and multifaceted concept that encompasses a wide
array of qualities, actions, and behaviors. Similar to beauty, which is subjective and
varies from person to person, leadership is perceived differently by individuals based on
their perspectives, experiences, and expectations.
Just as beauty is in the eye of the beholder, the perception of leadership varies
from person to person. Different individuals may have distinct criteria for what they
consider effective or inspiring leadership based on their values, beliefs, and personal
experiences.
Effectiveness vs. Efficiency
In practical scenarios, a balance between effectiveness and efficiency is often
sought to achieve optimal results — doing the right things in the most efficient way
possible.
Example:
Imagine a student preparing for exams:
Effectiveness: The student studies the most relevant topics based on the
exam syllabus and focuses on understanding key concepts. They prioritize
studying subjects they are weaker in to improve their overall performance.
Efficiency: The student devises a study schedule that allocates more time
to difficult subjects while ensuring they cover all topics. They use techniques like
summarization and mnemonic devices to optimize their learning and retention in
less time.
TRANSPARENCY
When a leader is transparent, they are challenged less by those they oversee.
 When a leader is transparent, it reduces resistance from their team.
Transparency in leadership involves being open and honest with the team, sharing
information about decisions, goals, and their impact.
Good leaders use transparency to help those around them embrace change,
which can be accomplished with a combination of communication, shared decision-
making, reaching a consensus, and using social media.
Effective leaders utilize transparency to facilitate change, employing
communication, informed discussions, inclusive decision-making, consensus-building,
and leveraging platforms like social media.
People should know why and how a leader has come to a decision and in what
ways it will affect them.
Providing rationale for decisions and their implications helps the team understand
the "why" and "how" behind the choices. A school head must conduct regular meetings
or sessions where they will present the school's budget, outlining how funds are
allocated to various programs, and projects. They should share regular updates or
reports on how the allocated funds have been spent and the impact it has had on the
school. This could include improvements in facilities, educational materials, professional
development for teachers, or student-focused initiatives.
LEARN FROM FAILURE
Experiencing failure has the power to shape a leader.
It is a powerful resource for learning and teaches survival, renewal and
innovation.
Experiencing failure is a crucial aspect of leadership development. It provides
valuable lessons and insights that shape a leader's character and decision-making
abilities.
Embracing failure enables us to change and inspire others.
Failure teaches resilience, adaptability, and the importance of learning from
mistakes. Embracing failure allows leaders to change, evolve, and inspire others
through their experiences.
Leaders must be willing to take great risks and fail or great reward can never be
attained.
Taking risks, even if they result in failure, is necessary for achieving significant
success.
In the process, leaders gain great perspectives about people and who it is they
can trust.
Through failures, leaders gain a deeper understanding of people and learn who
they can trust, thus improving their judgment and relationships.
Example:
For an instance, we proposed a program or project that has not been successful,
we experienced failure in the initiative's execution. Being a great leader, we must not
see this as a setback, but we have to embrace it as a learning opportunity. We should
acknowledge the shortcomings, collected feedback from other members and analyze
what went wrong.
TRUST
Trust is crucial for building strong relationships, fostering cooperation, and
achieving common objectives.
Trust is a foundational element for effective leadership. Building trust is essential
for forming strong relationships among team members, promoting collaboration, and
working towards shared goals.
Effective leaders no longer primarily trust in their authority but instead believe in
the power of trust and collaboration to drive success.
Leaders who prioritize trust invest in relationships, create an environment of
openness, and encourage team members to contribute their ideas and expertise. This
shift in perspective acknowledges that trust is a powerful force that propels success
through collective effort and engagement.
The school head delegates responsibilities to staff members, trusting them to
perform their tasks competently. They provide guidance and support, allowing team
members to take ownership and showcase their capabilities.
In this example, the school head understands that trust is the glue that binds the
school community together. By placing trust at the forefront of their leadership
approach, they empower individuals to collaborate, contribute, and collectively work
towards the school's vision. This not only fosters a sense of unity but also enhances the
overall performance and success of the school.
CONFIDENT
Confident leaders are generally happier, create better relationships, remain open
to risks, accept feedback, think for themselves, recognize success, and are more
motivated.
A confident school head not only sets a positive tone within the school
environment but also cultivates better relationships with staff, students, and parents.
Confidence enables leaders to remain open to taking calculated risks, accept and learn
from feedback, think critically and independently, celebrate success, and maintain high
levels of motivation. This combination of traits not only contributes to the leader's
happiness and fulfillment but also inspires and energizes the entire school community.
DECISIVENESS
 A good leader weighs a decision carefully, but once they make up their mind,
they are not easily put off course. This shows commitment, which breeds consistency,
both of which are traits that pay off well in leadership.
A good leader thinks hard before deciding and sticks to their decision once
made.
Effective leadership involves thoughtful decision-making and a steadfast
commitment to those decisions. A good leader carefully considers various factors,
weighs the pros and cons, consults relevant stakeholders when necessary, and makes
informed choices. Once a decision is made, a good leader stands by it, demonstrating
conviction and providing a sense of stability and direction to the team and organization.
Concrete Example:
Let's illustrate how a school head can embody humility in their leadership role:
Acknowledging the Expertise of Team Members:
A humble school head recognizes the expertise and experience of their team
members, including teachers, administrative staff, and support staff. They value the
diverse skills and knowledge within the team and openly acknowledge that each
individual brings unique strengths to the school community.
Engaging in Active Listening and Learning:
The school head practices active listening during staff meetings, parent-teacher
conferences, and other interactions. They genuinely listen to concerns, ideas, and
feedback from stakeholders and consider these insights to make informed decisions.
They approach every interaction as an opportunity to learn and grow.
Accepting Constructive Feedback and Criticism:
When receiving feedback, including constructive criticism, the school head
demonstrates humility by accepting it graciously and using it as an opportunity for self-
reflection and improvement. They view feedback as a means to enhance their
leadership skills and better serve the school community.
Sharing Credit and Celebrating Team Achievements:
A humble school head refrains from seeking sole credit for the school's
achievements. Instead, they share credit with the team and celebrate collective
successes. This encourages a culture of collaboration and unity, reinforcing that
success is a result of collective effort.
Apologizing and Admitting Mistakes:
If a mistake is made or a wrong decision is taken, a humble school head
acknowledges it openly, takes responsibility, and offers a sincere apology. This action
demonstrates integrity, humility, and a commitment to learning from errors.
 In this example, the school head demonstrates the qualities of a good leader by
making a thoughtful decision after careful consideration and consultation. They uphold
the decision with determination, reinforcing the importance of commitment and
conviction in the face of challenges. This approach instills confidence and trust among
the school community and sets a positive example for the team to follow.
HUMILITY
This trait is important to keep leaders grounded and connected with the people
around them.
Humility is a crucial trait for leaders, including school heads, to stay grounded
and maintain a strong connection with the people they lead. It involves recognizing
one's limitations, acknowledging the contributions of others, and demonstrating an open
mind to learn from everyone, regardless of their position. Humility fosters a culture of
respect, approachability, and collaboration, ultimately benefiting the overall functioning
and harmony within the school community.
Concrete Example:
Let's illustrate how a school head can embody humility in their leadership role:
Acknowledging the Expertise of Team Members:
A humble school head recognizes the expertise and experience of their team
members, including teachers, administrative staff, and support staff. They value the
diverse skills and knowledge within the team and openly acknowledge that each
individual brings unique strengths to the school community.
Engaging in Active Listening and Learning:
The school head practices active listening during staff meetings, parent-teacher
conferences, and other interactions. They genuinely listen to concerns, ideas, and
feedback from stakeholders and consider these insights to make informed decisions.
They approach every interaction as an opportunity to learn and grow.
Accepting Constructive Feedback and Criticism:
When receiving feedback, including constructive criticism, the school head
demonstrates humility by accepting it graciously and using it as an opportunity for self-
reflection and improvement. They view feedback as a means to enhance their
leadership skills and better serve the school community.
Sharing Credit and Celebrating Team Achievements:
A humble school head refrains from seeking sole credit for the school's
achievements. Instead, they share credit with the team and celebrate collective
successes. This encourages a culture of collaboration and unity, reinforcing that
success is a result of collective effort.
Apologizing and Admitting Mistakes:
 If a mistake is made or a wrong decision is taken, a humble school head
acknowledges it openly, takes responsibility, and offers a sincere apology. This action
demonstrates integrity, humility, and a commitment to learning from errors.
In this example, the school head's humility fosters a positive environment where
individuals feel valued, heard, and respected. It helps in building strong relationships,
enhancing collaboration, and creating a culture of continuous improvement and growth
within the school community.
CREATIVITY
Teams will often look to a leader for innovative thinking, so being able to tap into
previous experiences and a treasure chest of new ideas will pay off for any leader.
Leadership often involves guiding a team towards innovation and creative
solutions. Drawing on past experiences and continuously seeking new ideas are
essential for a leader to inspire and drive innovation within a team. A leader who can tap
into a wealth of experiences and ideas offers a valuable resource for the team, fueling
creativity and problem-solving to achieve collective goals.
Let's consider a school head who effectively leverages past experiences and
embraces new ideas to foster innovation within the school:
Applying Past Experience to Address Challenges:
Suppose the school is facing a decline in student engagement in extracurricular
activities. Drawing from past experiences, the school head remembers a successful
engagement strategy used in a previous role. They decide to implement a similar
approach, tailored to the current school's culture and student demographics, to reignite
enthusiasm for extracurricular involvement.
Regularly Seeking New Ideas and Perspectives:
The school head proactively encourages teachers and staff to share innovative
ideas during regular brainstorming sessions or dedicated innovation workshops. They
create a safe and open environment where team members feel comfortable sharing
diverse perspectives and novel solutions to educational challenges.
Collaborating with Educational Experts and Peers:
The school head actively engages with educational experts, attends conferences,
and collaborates with other school leaders to exchange ideas and best practices. They
continuously seek out emerging trends and research to enhance the school's
educational approach and adapt strategies based on the latest insights.
Implementing Creative Initiatives:
Based on the collection of new ideas and their past experiences, the school head
proposes a unique mentorship program that pairs experienced teachers with newer
ones for professional development. This initiative draws from innovative practices seen
in other institutions and customizes them to suit the school's specific needs and goals.
 In this example, the school head effectively combines the wisdom gained from
previous experiences with a proactive approach to seeking new ideas. By doing so, they
guide the school towards innovative solutions, creating a dynamic and forward-thinking
environment that benefits both the staff and students.
Leadership in modern America is under siege. Private industry is so focused on
making money that leadership skills have been distorted to achieve the new "goals".
Public service is so focused on saving money that many fire departments "leaders" are
willing to reduce service levels well below accepted norms. The result is a void in the
leadership hierarchy that is hurting the basic fiber of many fire departments.
What makes a good leader? Can anyone be a leader? Are leaders born or are
they made? These questions have been asked for centuries and many answers have
been offered. Most times you can recognize a leader when you meet them. They have
this magic combination of qualities that people find attractive and want to be around. I
have found that there are eight elements of effective leadership, or eight qualities that a
real leader possesses.
Integrity is the first and most important of the elements of leadership. With
integrity you are basically an empty suit (or uniform). Integrity is the little voice inside
you that tells you when you are not telling the truth, or taking an action that you know
will unjustly hurt someone. We all know someone that is masquerading as a leader and
has no integrity. That is the guy that may have great rank or responsibility but is not very
respected by his peers or subordinates.
Integrity can be illustrated in the phrase, "Say what you mean and mean what
you say". Sounds really simple but it's not always so easy to live by. Try living this
phrase for just one day. All day, no matter who you talk to, no matter what the subject,
only say what you mean, and mean it. A true leader should have little trouble with this
assignment.
Initiative is the second element of leadership. Nothing happens in any
organization, public or private without someone taking the initiative and getting things
going. A real leader will be the one that gets the ball rolling. Remember going over to
your buddies house to help him put a new roof or to clean up after a block party. Who
was the guy that interrupted the coffee break and said, "let's go, let's get this done". He
was the leader. He may not have even been the guy that you thought was the leader
that day but he was the leader. It works the same way down at the firehouse. Those
with initiative are bound to rise to positions of leadership. Don't confuse this with being
the boss or supervisor. Many times the boss is just that, the boss, but the real leader is
one of the other people in the group.
Often, there is more than one leader. A BIG leader at the top of the organization,
making policy and generally guiding the organization through the entire world, and a
local leader, down in the trenches with the workers. Like the chief of department leading
the entire department and the lieutenant leading the firefighters at the firehouse.
Whichever you are you will need a barrel full of initiative to get and keep your people
going.
Innovation is a mandatory element of fire service leadership because of the
nature of the work that we do. Each and every situation we face is different. We could
even have a fire in the exact same spot, in an exactly similar building at exactly the
same time, as the fire we had 24 hours earlier, and the operation would in some way be
different. It could even be dramatically different.
The reasons are many but I will name a few. We may have a different crew
respond to the second fire.Firefighters and officers with a different set of previous
experiences and training that might take different actions with similar conditions. The
weather could be different, causing the fire to spread inside and outside differently.
The units or companies that respond could be from another firehouse or even
department, resulting in apparatus and tactical differences. The point is that to be an
effective leader you must learn to innovate and react to various conditions that you may
be faced with. Each and every situation you come up against will require that you
innovate for the set of conditions and problems presented.
Insight is a quality that may take years to develop. Leaders must have insight
into their organizations mission statement, a real understanding of exactly what it is that
we are supposed to be doing, and who we are supposed to be doing it for. The mission
of the average fire department is to provide emergency service to those that require
assistance with sudden dangerous, unhealthy or inconvenient situations. Most of us,
leaders and non-leaders alike can pretty easily recognize the situations where our
assistance is required.
Sometimes not all of us can see why we were called to handle a specific
situation, especially at 3am, and we would like to withhold service. Like a leaking water
faucet, in a tub, at 3am on a Monday morning. A firefighter that is worn out from working
at two fires in the past 5 hours might not want to deal with the faucet call, but the teams
leader, the lieutenant will surely recognize the fact that this is an emergency to the caller
and it needs to be handled. Every firefighter in every department realizes that we have
to attack a fire in a bedroom, but dealing with the less than urgent or not so important
calls for assistance are the territory of the true leader.
Interest in what is going on, how it is being done, and who is doing the work is
another important hallmark of leadership. To be actually and genuinely interested in the
work at hand is mandatory for effective leadership. How could anyone expect the
"leader" of a group or company to produce good results if they are not interested in what
is going on or what the outcome will be? Another term of having an interest in
something is "caring". If the boss does not care about what is being done, he will
probably not be providing leadership of any value. This is not to say that the job won't
get done right by the poor leaders subordinates, because it just may happen that way.
In this case, the leadership position will shift to one of the subordinate workers, one who
cares about what they are doing, and the work will get done. The boss is not always the
leader!
Inspiration is hard to put your finger on but when it's there it's hard to hold onto
with both arms. Inspiration is a thought or feeling that drives us to take action.
Inspiration is an internal drive that helps or even forces us to get up and get something
done. Arriving at a working fire and confronted by a parent who states their child id
trapped in the house is a moment full of inspiration.
Reviewing the after action report of a fire department operation where a
firefighter or civilian is injured or killed because of a lack of procedure, product or
personnel could inspire a person to take further action such as request changes to take
place or equipment to be provided. Leaders must posses this inspiration and nurture it
in their people as well. Having one person on the team inspired will not produce very
good results. The people that lead their teams must constantly inspire everyone around
them to achieve and even lead themselves.
Intensity is a quality that not all leaders have, but one that all great leaders
need. Intensity is the level, the speed, the height, the depth, the drive to get the job
done and to get it done right, exactly right! Everyone knows of a firefighter or lieutenant
in their fire department who is intense. Not the guy who is anal that nobody wants to
work with, but the guy that everybody wants to work with. The guy who is the first to get
up from the coffee break to get back to testing the hose, the guy who will stay out on the
apparatus floor until midnight, fixing a roof saw that broke that evening, the guy that
builds a training prop in the firehouse so the new firefighters can learn a critical skill.
Add this quality of intensity to the company's leader and you can see the level of
performance, dedication and efficiency go through the roof. Additionally, when the
leader of a group is intense about his work and the mission of the group, it is
contagious. Before long, others in the group will be exhibiting similar behaviors and the
level of participation and achievement will flourish.
Information is an important element of any business but it is vital in the fire
rescue service. Information about buildings, procedures, manpower, apparatus
availability, tactics, response routes and dozens of other equally important topics must
be transmitted to every member of every team or company. This information sharing
can be as simple as roll call exchange of information at the beginning of a tour, or it can
be a notification to other companies about a dangerous condition uncovered in a
building that other fire companies may encounter. It can be notifying the firefighters
about an upcoming lieutenants exam or sharing study tips that they can use to score
high and get promoted.
Information sharing is a continuous process that going both up and down the
chain of command and horizontally as well. Casual conversations in the firehouse and
urgent radio transmissions on the fireground are all forms of information sharing.
Leaders must master the art of information sharing and utilize this avenue of
communication to better prepare their subordinates for the tasks at hand and those that
lie ahead in the future.
With just the information and guidance from the previous paragraphs you can
enhance your abilities as a leader or begin your quest for a leadership position in your
department. I will answer one of the questions from the beginning of the article now.
Leaders are NOT born, they are MADE.
In conclusion, incorporating these essential elements into our leadership
approach is a recipe for success. By practicing effective and efficient leadership, we
create a thriving environment where teams flourish and organizations reach their full
potential.