LEADERSHIP

CHARACTER
FORMATION 2
CHAPTER I CHAPTER II
CHAPTER III CHAPTER IV
CHAPTER V CHAPTER VI
CHAPTER VII
“
3
Define a
‘leader’
What are
your ideal
traits of a
leader?
Give at least 3.
6
READY TO SHARE YOUR
THOUGHTS?
11
SHOULD LEADERS
PRIORITIZE RESULTS OVER
EMPLOYEE WELL-BEING?
SHOULD STUDENT
LEADERS BE ELECTED
OR APPOINTED?
SHOULD LEADERS BE SELECTED BASED ON
THEIR TECHNICAL EXPERTISE IN A SPECIFIC
FIELD, OR SHOULD LEADERSHIP SKILLS AND
QUALITIES BE THE PRIMARY CRITERIA FOR
SELECTION?
SHOULD LEADERS BE HELD ACCOUNTABLE
FOR THE FAILURES AND MISTAKES OF THEIR
TEAMS, OR SHOULD RESPONSIBILITY BE
DELEGATED TO THOSE DIRECTLY
RESPONSIBLE?
Autocratic or Authoritarian leadership
•
18
EMPLOYEES WORK HARD WHEN BOSS IS AROUND
19
WHAT ARE THE PROS
AND CONS OF
AUTOCRATIC LEADER?
20
21
IS RODRIGO DUTERTE AN AUTHORITARIAN LEADER?
22
23
24
Democratic or Participative leadership
.
26
27
28
29
DOES THE FILIPINO PEOPLE OWE DEMOCRACY TO THE
AQUINOS? 30
The Laissez-faire or Free-rein leadership
•
32
“Hands-off” does not mean
lazy
33
•
35
36
What is your prefer style of
leadership?
37
UNDERSTANDING
SELF-LEADERSHIP
CHAPTER I
What is Self- Self-Concept Roger’s Three The Fully Social Multidimensional
Concept? Theories Parts of Self- Functioning Comparison Self Concept
Concept Person Theory
❑ Self-concept is how we perceive our behaviors,
abilities, and unique characteristics.
❑It is how someone thinks about, evaluates, or
What
Self-Concept
Roger’s
Multidimensional
The
Social
isFully
Self-
Three
Concept?
Theories
Parts
Self
Functioning
Comparison
Concept
of Self-
perceives themselves.
Concept
Person
Theory ❑To be aware of oneself it to have a concept of
oneself.
❑It is a schema consisting of an organized
collection of beliefs and feelings about oneself.
MICHAEL LEWIS
Is a psychologist that is
known for his work on Self
Concept and Self-Awareness.
Two Aspects:
TheWhat
Social is Self-
Self-Concept
Roger’s
Fully
Three
Multidimensional 1. THE EXISTENTIAL SELF
Concept?
Theories
Parts
Functioning
Comparison
Self of Self-
Concept 2. THE CATEGORIAL SELF
Concept
Person
Theory
Two Aspects:
1. THE EXISTENTIAL SELF
It is the most basic part of Self-

Scheme or Self-Concept; the sense
of being separate and distinct
from others and the awareness of
the constancy of the self.
TheWhat
Social is Self-
Self-Concept
Roger’s
Fully
Three
Multidimensional
Concept?
Theories
Parts
Functioning
Comparison
Self of Self-
Concept 2. THE CATEGORIAL SELF
Concept
Person
Theory
It is having realized that he or
she exists as a separate
experiencing being, the child next
becomes aware that he or she is
also an object in the world.
IDEAL SELF SELF-IMAGE SELF-ESTEEM
TheWhat
Fullyis Self-
Roger’s
Social
Self-Concept
Multidimensional
SelfConcept?
Functioning
Three
Comparison
Parts
Theories
Concept
Person
of
Theory
Self-
Concept
• Is the person you want

to be.
• This person has the
attributes or qualities
you are either working
toward or want to
TheWhat
Fullyis Self-
Roger’s
Social
Self-Concept
Multidimensional possess.
Concept?
Functioning
Three
Comparison
Parts
Theories • It consists of our goals
Self Concept
and ambitions in life
Person
ofTheory
Self-
and is dynamic.
Concept
• Is the person you want • This pertains to how

to be. we see ourselves,
• This person has the which is important to
attributes or qualities good psychological
you are either working health.
toward or want to • Self-image includes the
TheWhat
Fullyis Self-
Roger’s
Social
Self-Concept
Multidimensional possess. influence of our body
Concept?
Functioning
Three
Comparison
Parts
Theories • It consists of our goals image on inner
Self Concept
and ambitions in life personality.
Person
ofTheory
Self-
and is dynamic.
Concept
• Is the person you want • This pertains to how • Also known as SELF-
to be. we see ourselves, WORTH, It comprises
• This person has the which is important to what we think about
attributes or qualities good psychological ourselves.
you are either working health. • Feelings of self-worth
toward or want to • Self-image includes the developed in early
TheWhat
Fullyis Self-
Roger’s
Social
Self-Concept
Multidimensional possess. influence of our body childhood and were
Concept?
Functioning
Three
Comparison
Parts
Theories • It consists of our goals image on inner formed from
Self Concept
and ambitions in life personality. interaction of the child
Person
ofTheory
Self-
and is dynamic. with the mother and
Concept father.
THE FULLY FUNCTIONING PERSON
It is an ideal and one that people do not
ultimately achieve, it is neither and end
nor a completion of life’s journey; rather it
is a process of always becoming and
changing.
The Roger’s
Self-Concept
What
Social
Fullyis Self-
Multidimensional 5 characteristics of Fully Functioning
Self Three Parts
Theories
Concept?
Functioning
Comparison
Concept Person:
of Self-
Person
Theory
Concept 1. Open to experience
2. Existential living
3. Trust feelings
4. Creativity
5. Fulfilled life
5 characteristics of Fully Functioning
Person:
2. Existential living 1. Open to experience
Roger’s
Self-Concept
What is Self-
Multidimensional
The
Social
Fully
Self Three Parts
Theories
Concept?
Functioning
Comparison
Concept PERSON ACCEPTS BOTH POSITIVE AND
of Self-
Person
Theory NEGATIVE EMOTIONS
Concept
3. Trust feelings
4. Creativity
5. Fulfilled life
Person:
3. Trust feelings 2. Existential living
Roger’s
Self-Concept
What is Self-
Multidimensional
The
Social
Fully
Self Three Parts
Theories
Concept?
Functioning
Comparison
Concept PERSON IS ON TOUCH WITH DIFFERENT
of Self-
Person
Theory EXPERIENCES AS THEY OCCUR IN LIFE,
Concept AVOIDING PREJUDGING AND
PRECONCEPTIONS.
4. Creativity
5. Fulfilled life
Person:
4. Creativity 3. Trust feelings
Roger’s
Self-Concept
What is Self-
Multidimensional
The
Social
Fully
Self Three Parts
Theories
Concept?
Functioning
Comparison
Concept PERSON PAYS ATTENTION AND TRUSTS
of Self-
Person
Theory HIS OWN FEELINGS, INSTINCTS, ANG
Concept GUT-REACTIONS.
5. Fulfilled life
Person:
5. Fulfilled life 4. Creativity
Roger’s
Self-Concept
What is Self-
Multidimensional
The
Social
Fully
Self Three Parts
Theories
Concept?
Functioning
Comparison
Concept CREATIVE THINKING AND RISK-TAKING
of Self-
Person
Theory ARE FEATURES OF A PERSON’S LIFE. A
Concept PERSON DOES NOT PLAY SAFE ALL THE
TIME.
Person:
5. Fulfilled life
Roger’s
Self-Concept
What is Self-
Multidimensional
The
Social
Fully
Self Three Parts
Theories
Concept?
Functioning
Comparison
Concept A PERSON IS HAPPY AND SATISFIED WITH
of Self-
Person
Theory LIFE, AND ALWAYS LOOKING FOR NEW
Concept CHALLENGES AND EXPERIENCES.
LEON FESTINGER
He believed that people have
an inmate drive to evaluate
themselves, often in
comparison to others.
SocialRoger’s
Self-Concept
What
The is Self-
Multidimensional
Fully Kinds of Social Comparison:
Self Three Parts
Theories
Concept?
Comparison
Concept
Functioning 1. UPWARD SOCIAL COMPARISON
Theoryof Self-
Person
Concept 2.DOWNWARDSOCIAL COMPARISON
Kinds of Social Comparison:
1. UPWARD SOCIAL COMPARISON
It is when a person compares

his/herself with those who
he/she believes are better
SocialRoger’s
Self-Concept
What
The is Self-
Multidimensional
Fully
Self Three Parts
Theories
Concept?
Comparison
Concept
Functioning
than him/her.
Theoryof Self-
Person
Concept 2.DOWNWARDSOCIAL COMPARISON
It is when a person compares

his/herself to others who are
those off than him/her.
BRUCE A. BRACKEN
He believe that self-concept
was multidimensional,
consisting of six independent
traits.
Roger’s
Self-Concept
What
The is Self-
Multidimensional
Social
Fully These 6 traits are:
Three Parts
SelfTheories
Concept?
Functioning
Concept
Comparison 1. ACADEMIC
of Self-
Person
Theory
Concept 2. AFFECT
3. COMPETENCE
4. FAMILY
5. PHYSICAL
6. SOCIAL
These 6 traits are:
1. ACADEMIC
INDIVUAL’S SUCCESS OR FAILURE IN SCHOOL.
2. AFFECT
PERSON’S AWARENESS OF EMOTIONAL STATES.
3. COMPETENCE
Roger’s
Self-Concept
What is Self-
Multidimensional
The
Social
Fully
Three Parts
SelfTheories
Concept?
Functioning
Concept
Comparison PERSON’S ABILITY TO MEET BASIC NEEDS.
of Self-
Person
Theory 4. FAMILY
Concept
PERSON’S RELATIONSHIP WITH HIS/HER FAMILY.
5. PHYSICAL
PERSON’S PERSONAL IDEA OF HOW HE/SHE LOOKS.
6. SOCIAL
INDIVIDUAL’S ABILITY TO INTERACT WITH OTHERS.
• Is the practice of
Self-Leadership intentionally influencing
one’s personal thinking,
feeling and actions toward
his/her personal objectives.
• It is a comprehensive
process of influencing that
involves specific behavioral
and cognitive strategies.
• It highlights the importance
of both intrinsic motivation
and effective cognitive
process.
Self-Leadership Theories
SOCIAL LEARNING THEORY
• It emphasizes the importance of

observing, modelling, and imitating
the behaviors, attitudes, and
emotional reactions of others.
• It considers how both environmental
and cognitive factors interact to
influence human learning and
behavior.
SOCIAL
SOCIALCOGNITIVE
LEARNING THEORY
• Acknowledge the triadic interaction

• It emphasizes
between the behavior,
our thoughts, importance
and of
observing, modelling,
socio-political environment. and imitating
the behaviors, attitudes, and
emotional reactions of others.
3 major constructs
• It considers in SCT:
how both environmental
and cognitive factors interact to
1. Personal factors
influence human learning and
2. Environmental
behavior. factors
3. Aspects of the behavior
Social Cognitive Theory (SCT) acknowledge the triadic
interaction between our thoughts, behavior, and socio-political
environment. There are three major constructs in SCT that
interact to influence behavior.
• Personal Factors 2. Environmental Factors 3. Aspects of the

Behavior
Pertains to age, Refers to access to Refers to the vigor of the
cognitions, resources, safety, support behavior, outcomes
previous
from family/friends. achieved as a result of
experience with
practicing the behavior,
the behavior.
competence with the
behavior.
SOCIAL
SOCIAL
SELF EFFICACY
COGNITIVE
LEARNING
THEORY
THEORY

• •ItIs another
between emphasizes
our concept thedeveloped
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behavior,byand
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behaviors,
is a person’s
attitudes,particular
and
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set of beliefs
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that determine
of others. how well
3 major
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and
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1. Personal
influence factors
human learning and
2. Environmental
behavior. factors
SOCIAL
SOCIAL
SELF EFFICACY
COGNITIVE
LEARNING
SELF-CONTROL THEORY
THEORY
THEORY
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SOCIAL
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SELF EFFICACY
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SELF-DETERMINATION
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CHAPTER 2: CONCEPT AND THEORIES OF
LEADERSHIP
CHAPTER 2: CONCEPT
EVOLUTION AND
OF THE THEORIES
CONCEPT OF LEADERSHIP
OF LEADERSHIP
LEADERSHIP
❑ Is the ability of an individual or a group

of individuals to influence and guide
followers or other members of an
organization.
❑ It is a vital to communication,
teamwork, and collaboration.
EVOLUTION OF THE CONCEPT OF LEADERSHIP
1900
➢ Definition of leadership emphasizes the

control and centralization of power with
a common theme of domination.
➢ Leadership was defined as the ability to
impress the will of the leader on those
led and induce obedience, respect,
loyalty, and cooperation.
1930’s
➢ Definition of leadership emphasizes

“traits” influence rather than
domination.
➢ Leadership was viewed as the
interaction of an individual’s specific
personality traits with those group.
1940’s

idea of “group”, at this period the idea
of leadership by persuasion was
distinguished from leadership by
coercion.
➢ Leadership was defined as the behavior
of an individual while involved in
directing group activities.
1950’s
Three themes:
1. Group theory – viewed leadership as
what leaders can do in a group
2. Shared goals – viewed leadership as a
relationship that develops shared
goals.
3. Efficiency – viewed leadership as the
ability to influence overall group
effectiveness.
1960’s

idea of a “shared goal”.
➢ Leadership is a behavior that influences
people towards a shared goal.
➢ Leadership occurs in groups that are
bound by common goals.
1970’s

idea of an organization’s behavior.
➢ Leadership is initiating and maintaining

groups or organizations to accomplish
group or organizational goals.
1980’s
important themes of leadership:
1. DO AS THE LEADER WISHES

2. INFLUENCE
3. TRAITS
4. TRANSFORMATION
1990’s to 21st Century

Approach in leadership:
1. AUTHENTIC LEADERSHIP
- It is a style of leadership that focuses on

transparent and ethical leader behavior
and encourages open sharing of
information needed to make decisions
while accepting followers inputs.

2. ADAPTIVE LEADERSHIP
- It defines leadership as an act of

mobilizing a group of individuals to handle
tough challenges and emerge triumphant
in the end. Leaders encourage the
followers to adapt by confronting and
solving problems, challenges and changes.

3. DISCURSIVE LEADERSHIP
- Leadership is created not so much

through the leader’s traits, skills, and
behaviors, but through communication
practices that are negotiated between the
leader and followers.

4. FOLLOWERSHIP
- It’s a reciprocal process of leadership

that refers to the willingness to follow
within a team or organization.

5. SERVANT LEADERSHIP
- It focuses primarily on the growth and

well-being of people and the communities
to which they belong. It puts the needs of
others first and helps people develop and
perform as highly as possible.

6. SPIRITUAL LEADERSHIP
- It is a leadership that utilizes value and

sense of calling and membership to
motivate followers.
THEORIES OF LEADERSHIP
Great Man Theory Spencer’s Theory Trait Theory Behavioral Theory
• Was established in • Introduce by the • Trait theory came • States that

the 19th century by philosopher and out of the work of individuals can
Thomas Carlyle. sociologist Herbert Francis Galton. learn to become
Spencer, in his book effective leaders
• It is posited the idea The study of • Trait theory claims through training
that great leaders Sociology. that certain and observation.
are born, not made. • He opposed the idea individuals have • The theory focuses
of great man theory special innate or on the actions of
• These individuals that leaders are inborn leaders rather than
come into the world born not made. characteristics or on their personal
possessing certain • Spencer claims that qualities that makes qualities.
characteristics and attributing them leaders, and • It helps to identify
traits not found in historical successes that it is these same behaviors that
all people. to individual qualities that separates leaders
decisions was differentiate them from ineffective
primitive and from non-leaders. leaders.
unscientific.

unscientific.
Great Man Theory Spencer’s Theory Trait Theoary Behavioral Theory

unscientific.

unscientific.
THREE CLASSICAL LEADERSHIP STYLES
AUTHORITHARIAN LEADERSHIP (AUTOCRATIC)
• Authoritarian leaders, also known as

autocratic leaders, provide clear
expectations for what needs to be done,
when it should be done, and how it
should be done.
• This style of leadership is strongly

focused on both command by the leader
and control of the followers.
PARTICIPATIVE LEADERSHIP (DEMOCRATIC)
• The most effective leadership style is

participative leadership, also known sa
democratic leadership.
• Democratic leaders offer guidance to

group members, but they also participate
in the group and allow input from other
group members.
• They encourage group members to

participate, but retain final say in the
decision-making process.
DELEGATIVE LEADERSHIP (LAISSEZ-FAIRE)
• Also known as Laissez-faire leadership,

were the least productive of all three
groups.
• Delegative leaders offer little or no

guidance to group members and leave the
decision-making up to group members.
• While this style can be useful in

situations involving highly qualified
experts, it often leads to poorly defined
roles and lack of motivation.
ORGANIZATIONAL
LEADERSHIP
CHAPTER III
WHAT IS
ORGANIZATIONAL
LEADERSHIP?
It refers to the overaching field of a person
(the leader) strategically guiding and
managing a group of people (the
organization) to meet a common goal.
FOUR FACTORS OF LEADERSHIP
1 THE LEADER
2 THE FOLLOWERS
3 COMMUNICATION
4 SITUATION
THE
LEADER
Leadership is a process where an individual
influences a group of individuals to achieve a
common goal. It is a transactional event that
takes place between leaders and subordinates.
THE
FOLLOWERS
It is the followers, who determine if the leader is
successful by providing their support and
accomplishing the needed task. To be successful
the leader must know his people.
COMMUNICATION
The leader leads through two-way

communication. Leaders listens closely to people
at work and organizes and clearly presents both
orally and in writing.
SITUATION
All situations are different. A methodology that is

successful in one situation will not always work on
another. The leader needs to decide best
leadership style for each situation.
LEADER AND ITS ROLE
• Leaders Provide Direction

Leaders need to make sure that all followers
understand, embrace, and work toward achieving
those objectives.
• Leaders Create Structure

Leaders need to create and maintain the
organizational structure, job roles, decision-making
authority, and processes that enable team members
to do high-quality work.
LEADER AND ITS ROLE
• Leaders Build Trust

Building a culture of trust begins with creating a work
environment where all members who are trusted to
do great work.
• Leaders Inspire Hope

Leaders are optimistic and hopeful. They can visualize
the company’s future and infuse their followers with
hope.
IMPORTANCE OF
ORGANIZATIONAL LEADERSHIP
• Motivates Followers
• Allows for a Problem-solving and
Decision-making Mindset
IMPORTANCE OF
ORGANIZATIONAL LEADERSHIP
• Promotes Communication, Ethics,
Inclusion, and Respect
• Allows Organizational Leaders to
Remain Goal-oriented
IMPORTANT KEYS TO EFFECTIVE
LEADERSHIP
Ability to Delegate Tasks
Excellent communication
Confidence
Honesty Creativity
Innovation
Vision
IMPORTANT KEYS TO EFFECTIVE
LEADERSHIP
INNER VALUES
INSPIRATION
TRANSPARENCY
DECISIVENESS
LEADERSHIP PRINCIPLE
A framework of actions you can take as a leader to
inspire others to work together toward a common goal;
they are the foundation for success. These are set of
actions or guiding beliefs that leaders can implement to
move toward success.
LEADERSHIP PRINCIPLES
Lead by Example
Leadership is About People

Focus on Change
Be Human and Admit Mistakes
Understand the Value of Listening
Develop Leadership Skills
LEADERSHIP PRINCIPLES
Promote Diversity
Work Together to Achieve More
Have Solid Values
Use Technology and Innovation
Help to Develop Future Leaders
WHAT ARE THE SIX TYPES OF
POWER FOR LEADERS ACCORDING
TO JOHN FRENCH AND BERTRAM
RAVEN?
The Bases of
Social Work
COERCIVE POWER
Forcing someone to do something
against their will or setting up
“consequences” to employee actions.
REWARD POWER
The concept of “do this and get
that or “if you do this, you will receive
something in return.”
REFERENT POWER
The “cult of personality.” The ability and
power to attract others and to build loyalty.
INFORMATIONAL POWER
The newest addition to the types
of powers. It is the power of having
information that others does not have.
EXPERT POWER
Derives from an
individual’s expertise. Their
level of skill, competence and
experience helps make them
trustworthy and influential to
others.
TYPES OF
ORGANIZATIONAL
LEADERSHIP
CHAPTER IV
TYPES OF ORGANIZATIONAL
LEADERSHIP
1. Ethical Leadership
2. Transformational Leadership
3. Transactional Leadership
4. Authentic Leadership
5. Spiritual Leadership
6. Charismatic Leadership
7. Servant Leadership
1. ETHICAL LEADERSHIP
It is the demonstration of normatively
appropriate conduct through personal action
and interpersonal relationships, and the
promotion of such conduct to followers
through two-way communication,
reinforcement, and decision-making.
ELEMENTS OF ETHICAL LEADERSHIP
HONESTY
JUSTICE
RESPECT
INTEGRITY
RESPONSIBILITY
TRANSPARENCY
MORAL COMPONENTS OF
ETHICAL LEADERSHIP
Moral Awareness - Moral sensitivity, capacity
of a leader or an individual to recognize that one
has encountered a moral dilemma.
Moral Judgement - Moral reasoning,

Individual becomes aware of the moral dilemma
happening in their group or organization.
MORAL COMPONENTS OF
ETHICAL LEADERSHIP
Moral Intention - Moral choosing, leader or an

individual made a choice after considering the
option available while amid a moral dilemma.
Moral Action - Last step, distinct from the first

three. A call for the leader to act to do something.
4V Model of
Ethical Leadership
1
VALUES
2 VISION
Ability to implement
Leader needs to first go in
search of his own core values his action in such a
and develop discipline. way that they lead to a
certain goal.
3 VOICE 4 VIRTUE
Center of the model and
Leader must have voice in
order to make it clear in way will strive to do the right
that motivates them to act. things and act
appropriately.
2. TRANSFORMATIONAL
LEADERSHIP
A leadership approach that causes change in
individuals and social system.
Stimulate and inspire followers to both
achieve extra ordinary outcome and develop their
own leadership capacity.
4I's of Transformational
Leadership
Individualized Intellectual
1 Consideration 3 Stimulation
Gives empathy and support, keeps Inspiring followers and optimism
communication open and places about future goals.
challenge before followers.
2 Intellectual 4 Idealize
Stimulation Influence
Stimulate and encourage Role model for high ethical
creativity in their followers. behavior, instill pride, respect and
trust
3. TRANSACTIONAL
LEADERSHIP
Also known as managerial leadership, rewards and
punishment motivate workers. People perform
their best when the chain of command is definite
and clear.
3 Components of
Transactional Leadership
1 Contingent Reward
Actual rewards offered in exchange for satisfactorily
carrying out the assignment.
Management by Exception- Passive
2
It is passively for deviance, mistakes, and error.
3 Management by Exception- Active

The leader arrange to actively monitor deviance.
4. AUTHENTIC
LEADERSHIP
Transparent and ethical leader behavior and encourage
open sharing of information. Leader aware of their own
values/moral perspective, knowledge, and strengths.
This works on the principle that a leader can prove their
legitimacy by nurturing sincere relationships with their
subordinates and giving importance to their input.
4 Components of Authentic
Leadership
SELF AWARENESS
1 Asses their own weakness and strength may also include
self-reflection, asking feedback.
UNBIASED PROCESSING
Encourages employees to share their opinions and 2
experience and helps avoid potential conflicts.
RELATIONAL TRANSPARENT
3 Remain honest when sharing their own thoughts and feeling.
INTERNALIZED MORAL PERSPECTIVE
Leader resolve moral issue and dilemmas.
4
5. SPIRITUAL
LEADERSHIP
The application of spiritual values and principles to the
workplace.
Comprises the values, attitudes, and behaviors that
are necessary to intrinsically motivate one’s self and others
so that they have a sense of spiritual survival through
calling and membership and is inclusive of the religious-
and ethics and values-based approaches to leadership.
6 Behaviors of a Spiritual Leader
✓ Respect for other's values
✓ Fair treatment
✓ Expressing care and concern
✓ Listening actively and responsively
✓ Showing appreciation for others
contribution
✓ Reflective practice, which include
managing emotion.
6. CHARISMATIC
LEADERSHIP
This combines charm, interpersonal connection, and
persuasiveness to motivate others. Enthuse their
followers and get them to identify with the vision
through their powers.
Characteristics of Charismatic
Leadership
Excellent Clearly communicate duties and goals to
1 Communication their team and speak openly, in a
Skills professional way.
2 Emphatic and Concerns and passions, willing to

understand their feelings.
Compassionate
3 Confident Create confidents of in couragement and

can confidently take control when issues arise.
4 Humble Willing to accept their mistakes and take on

mistake from their team as their own.
Characteristics of Charismatic
Leadership
5 Self- Aware Focuses on understanding themselves

and their roles.
6
Develop and drive a team towards the
Mature organization and wise mindset when
approaching everything they do.
7 Optimist Leader can build a positive attitude.
8
Always show great deal of passion
Passionate in everything they do.
7. SERVANT
LEADERSHIP
Serving the greater good, allow employees learn
and grow while bringing their own expertise and
tactics.
Leaders put emphasis on their team members on
their members so that they become autonomous and
free-thinking.
Characteristics of Servant
leadership
Listening
1 Listen to what their team to say.
2 Empathy
Contribute to success in their professional life.
3
Healing
Fixing the problem before moving on to the next goal.
Awareness
4 Servant leader must know their strength and weakness.
5
Persuasion
Leader guide and persuade their members.
Characteristics of Servant leadership
Conceptualization
6 Communicate larger goals and why important it.
7 Foresight
Learning from past mistake and success.
Stewardship
8 Understand the important of responsibilities.
Commitment
8 Motivate their teams to grow.
Building Community
9 Share opinions and actively contribute to the team regularly.
UNDERSTANDING
MANAGEMENT
CHAPTER V
What is Management?
A set of principle relating to the
functions of planning, organizing,
directing, and controlling. It is
problem solving process of achieving
organizational objectives.
Differences in vision – Managers’ vision is
bound to the implementation strategies, planning,
and organizing tasks to reach objectives. Leaders
on the other hand, are considered as visionaries
as they set pathways to excel the organization
growth.
Organizing vs Aligning – Leaders are more
focused on how to align and influence people.
While managers achieve their goals by using
coordinated activities amd tactical processes.
Differences in Queries – leader asks what and
why, whereas a manager focuses on the questions
of how and when.
Position vs Quality – Manager is a role
that frequently refers to a specific job
within an organization’s structure,
wheras the leader has more ambiguous
definition.
Henry Fayol (1841-1925) – French

coal-mine Engineer, the father of
modern management theory. He
introduced a general theory that can be
applied to all levels of management
XIV Principles of Management
✓ Division of work ✓ Centralization
✓ Balancing Authority and ✓ Scalar Chain
Responsibility ✓ Order
✓ Discipline
✓ Unity of Command
✓ Equity
✓ Unity of Direction ✓ Stability of Tenure of
✓ Subordination of Individual Personnel
Interests to the General Interest ✓ Initiative
✓ Remuneration of Personnel ✓ Esprit De Corps
Functions of Management
Planning – is the first task of manager
and forms the basis of which all other
tasks are derived. It is a continuous
process. It organizes systematically the
efforts needed to carry out these
decisions and measuring the results of
such decisions against expectations
through organized and systematic
feedback.
Characteristics of Planning
❑Primacy of planning
❑Planning is all pervasive
❑Planning is goal oriented
❑Planning is looking ahead
❑Planning encourages innovation
❑Planning facilitates coordination
❑Planning is a continuous process
❑Planning is an intellectual process
❑Planning involves choice and decision making
Organizing – is the process of creating
structure for the organization that will
enable the various players to work
together effectively to wards its
objectives.
Basic Principles
❑Division of Work and Specialization – dividing total workload into tasks.
❑Departmentation – logical groupings into manageable sizes of organizational activities.
❑Coordination – process integrating department.
❑Chain of Command – reporting lines of individuals and groups in the organization.
❑Unity of Command – subordinate must have only one manager to report to.
❑Span of Control – number o subordinates working under one manager.
Staffing – also known as Human
resource, is the function of hiring and
retaining a suitable workplace for
enterprises.
Components of Staffing
❑Manpower Planning – estimation of manpower.
❑Recruitment, Selection & Placement
❑Training & Development – educational activities.
❑Remuneration – any type of compensation for employee.
❑Performance appraisal – review of an employee’s job performance.
❑Promotion & Transfer – employee given another position for a higher
pay grade or salary.
❑Transfer – employee movement of another position at the same salary.
Directing – actuates the
organizational method of work
efficiently to achieve
organizational goals.
Elements of Directing
❑Supervision –Act of watching & directing work.
❑Motivation – involves inspiring, stimulating or encouraging.
❑Leadership – manager guides and influences.
❑Communications – passing of information.
Controlling – is the measurement &
correction of performance activities of
subordinates in order to make sure that
the enterprise objectives and plans
desired to obtain them as being
accomplished.
❑Establishment of Standard Performance – approve
performance, expectations, standard requirements.
❑Measurement of Actual Performance – performance of

employee’s overall impact.
❑Comparison of Actual Performance with the Standards and

Finding out Deviation
❑Taking Corrective Action – management takes action to get better

performance.
Timing of Controls
❑Feedback Controls – occurs after an activity.
❑Proactive Controls – Methods to prevent the problems.
❑Concurrent Controls – monitoring during the process.
MANAGER, UNDERSTANDING
DECISION MAKING AND
ADMINISTRATION
CHAPTER VI
What is a Manager?
The noun “manager” comes from the verb “to
manage”, which came to the UK around 1560. It
came from Italian “maneggiare” which means “to
handle” or “to control a horse”. A manager is a
professional who takes a leadership role in an
organization and manages a team of employees.
He/ She is an individual within an organization
who oversees coordinating the efforts of
individuals or the allocation of resources.
Qualities of Manager
1. Caring - Good managers take time to get to know the individuals in their
team. They're genuinely interested in a team member's success and personal
wellbeing.
2. Good Coach - Good Managers focuses on developing the people they work
with as well as getting the job done. They ensure they have regular 1-on-1
meetings with team members and encourage them to present solutions to problems.
3. Great Communicators - Good Managers become great communicators
by being good listeners. They allow time for others to speak.
4. Pro Employee-Development - Good Managers who show a genuine
interest in employees‘ career development acknowledge improvement and not just
deliverables.
5. Emotional Resilience - Good Managers who are aware of how their mood
affects others. They remain calm and productive under pressure and cope well with
change.
6. Fairness - Good Managers who value fair treatment will allocate tasks and set
schedules keeping in mind people's capacity and development goals.
7. Innovative - Good Managers empower their teams to make decisions. They
encourage innovative ideas and approaches and help people to implement them.
8. Empowering and Motivational - Good Managers help people stay
motivated to do their best work. They make the people they manage feel valued, supported,
and empowered.
9. Results Oriented - Good Managers ensure performance standards are
maintained. They work with team members to help remove blockades and get the team
workable outcomes from team meetings.
10. Technically Capable - Good Managers add value to their teams. They
empathize with the challenges the team faces and have the necessary skills to help devise
solutions .
11. Visionary - Good Managers ensure the organization's vision and strategy are
translated into an actionable vision and strategy for the team.
Role of Manager in an Organization
Leading a Team - A key responsibility of a manager is leading their team. They give
direction to their employees and answer their questions.
Training Employees - Managers act as mentors to their employees and teach them
skills that they can use as they advance their careers.
Managing Conflicts - Managers usually exercise conflict resolution skills and
mediate workplace conflicts.
Managing their Department's Budget - Managers can sometimes take
responsibility for their department's budget and use finance and accounting tools. They
can also determine how much funding their department needs to operate.
Conducting Performance Reviews - In performance reviews, managers
give their employees' feedback and suggestions on how they can improve.
The Levels of Management
Top-level Managers
They are the “bosses” of the organization. These
include the board of directors, president, vice-
president, and CEO. These managers are responsible
for controlling and overseeing the entire
organization. They develop goals, strategic plans,
company policies, and make decisions on the
direction of the business.
Middle-Level Managers
These include general managers, branch
managers, and department managers are all
examples of middle-level managers. They are
accountable to the top management for their
department's function.
Low-Level Managers
These include supervisors, section leads, and
foremen are examples of low-level
management titles. These managers focus on
controlling and directing.
Concept of Decision Making
Decision making is the process of making choices by
identifying a decision, gathering information, and
assessing alternative resolutions. A decision-making
process is a series of steps taken by an individual to
determine the best option or course of action to meet their
needs.
Types of Decisions
Programmed Decisions
Refers to decisions that do not have major consequences or even
require a lot of thought. These are decisions that occur frequently
enough that we develop an automated response to them. The
automated response we use to make these decisions is called the
decision rule.
Non-programmed Decisions
Refers to decisions that are unique and important that require
conscious thinking, information gathering, and careful
consideration of alternatives. Problems or situations that don't
have a concrete set of rules or guidelines to follow rely on
non-programmed decision-making. These are complex and
have a long-term impact.
Three Categories of
Decision Making
1. Strategic Decisions - It sets the course of organization. These are the
decisions that are concerned with the whole environment in which the
organization operates.
2. Tactical Decisions - These are decisions about how things will get done.
These decisions relate to the implementation of strategic decisions. These
decisions are taken at the middle level of management
3. Operational Decisions - These are the decisions that employees make each
day to run the organization. They have a short-term horizon as they are taken
repetitively. Operational decisions are taken at lower levels of management .
Characteristics of Decision Making
✓ Selective
✓ Cognitive
✓ Dynamic
✓ Positive or Negative
✓ Ongoing Process
✓ Evaluative
Approaches in Decision Making
Rational Approach
Assumes that the organization aims to make logical
choices and do what makes the most sense; Rational
decision-making is selecting among alternatives in a form
that appropriately accords with beliefs of an individual or
group decision making.
The steps in rational
decision-making model
❑ Identify the problem,
❑ Establish decision criteria,
❑ Weigh on decision criteria,
❑ Generate alternatives,
❑ Evaluate the alternatives,
❑ Choose the best alternative,
❑ Implement the decision, and
❑ Evaluate the decision.
Bounded Rational Approach
The bounded rational decision-making model holds that
humans make decisions based on limited information,
including their minds' cognitive and rational limits.
These represent a narrowed down set of options under
the absence of complete information and unlimited
resources.
Heuristics Approach
Heuristics approach posits that judgment under
uncertainty often rests on a limited number of
simplifying heuristics rather than extensive algorithmic
processing. Heuristic is a mental shortcut that allows
people to solve problems and make judgments quickly
and efficiently
Intuition Approaches
Intuition is Supra-logic that cuts out the routine process of
thought and leaps straight from the problem to the answer.
Intuitive decision-making is making decisions based on
experience, feelings, and accumulated judgment. The
intuitive decision-making model refers to arriving at
decisions without conscious reasoning. Intuitive decision-
making ability is also known as 'sixth sense'
Naturalistic Approaches
The Naturalistic Approaches of decision-making aim to
capture and demonstrate human cognitive performance
by researching how humans, individually or in teams,
take the decisions and real-world context. It proposes
that better decisions can be achieved by strengthening
intuition through experience, which results in sharper
perceptual skills and richer mental models.
POLICE
ADMINISTRATION &
MANAGEMENT
CHAPTER VII
Police Management
❑ Includes the administrative activities of coordinating,
controlling and directing police resources, activities
and personnel.
❑ Police work involves many different duties
and responsibilities, including patrolling,
responding to calls, investigating
complaints, conducting interview and
interrogations.
PRINCIPLE OF EFFICIENT
MANAGEMENT
Division Of Work
❑It is the separation of a work process into a
number tasks, if workers are given a
specialized task to do, they will become
skillful and more efficient in it than if they
had a broader range of tasks.
Authority And Responsibility
❑ Authority is the legal right to give the command, order or

instruction and compel the subordinates to do certain act.
❑Responsibility is the outcome of authority. It

entails the obligation of the subordinate, who has
been assigned the duty by his superior.
❑ It means sincerity, obedience, respect of
Discipline authority and observant of rules and
regulations.
Unity of Command
❑ It provides that an employee is responsible to
only one supervisor, and so on up organizational
hierarchy.
❑This subordinate should not receive instruction

from more than one person because of this
reason.
❑ It is the order of ranks from
Scalar Chain highest to lowest level of
organization.
The Department of the Interior
and Local Government
❑ The executive department of the Philippine government
responsible for promoting peace and order, ensuring
public safety and strengthening local government capability
aimed towards the effective delivery of basic services to the
citizen.
It consist of 3 agencies:
Main Goal Of DILG
❑ Peaceful, safe, self-reliant and
development-dominated
communities.
❑Improve performance of local governments in
governance, administration, social and economic
development and environmental management.
Sustain peace and order condition and ensure public
safety.
Power and Functions
of DILG
❑ Assist the President in the exercise
of general supervision over local
governments
❑Advise the President in the promulgation of
policies, rules, regulations and other issuances on the
general supervision over local governments and on
public order and safety
❑ Establish and prescribe rules, regulations and other issuances
implementing laws on public order and safety, the general supervision
over local governments and the promotion of local autonomy and
community empowerment and monitor compliance thereof
❑Provide assistance towards legislation regarding

local governments, law enforcement and public
safety
❑ Formulate plans, policies and programs which will meet
local emergencies arising from natural and man-made
disasters
❑Organize, train and equip primarily for the

performance of police functions, a police force that
is national in scope and civilian in character.
The National Police
Commission
❑ Administers and controls the Philippine National Police (PNP), advises
the President on all matters involving police functions and administration,
and renders to the President and to Congress an annual report on its
activities and accomplishments.
❑ We exercise administrative control and operational

supervision over the PNP, with the end on view of
ensuring a highly capable, effective and credible police
service.
Power and Functions
of Napolcom
❑ Ensuring the effectiveness, morality, and professionalism of the Philippine
National Police (PNP) is a major responsibility of the National Police
Commission (NAPOLCOM). NAPOLCOM is a regulating group that
develops policies and standards for the hiring, advancement, and behavior
of police officers.
❑ It was founded to address concerns of corruption and abuse
within the police force. NAPOLCOM maintains peace and
order and fosters public confidence in law enforcement by
supervising the application of these regulations.
❑ NAPOLCOM is able to influence the behavior and character of the
police force by using its dual role of oversight and policymaking to
make sure that it adheres to the values of community service and
accountability.
Organizational
Structure of Napolcom
Planning and Research Service
(PRS)
❑ Provides technical services to the Commission in

areas of overall policy formulation, strategic and
operational planning, management systems or
procedures, evaluation and monitoring of the
Commission’s programs, projects and internal
operations.
Legal Affairs Service (LAS)
❑ Provides the Commission with efficient

and effective service as legal counsel of the
Commission.
Crime Prevention and
Coordination Service (CPCS)
❑ Undertakes criminological researches and

studies.
Personnel and Administrative
Service (PAS)
❑ Performs personnel functions for the

Commission.
Personnel and Administrative
Service (PAS)
❑ Performs personnel functions for the

Commission.
Disciplinary Appellate
Board
❑ The formal administrative disciplinary machinery of the
PNP shall be the National Appellate Board and the
regional appellate boards.
❑ The National Appellate Board shall be composed of the
four (4) regular commissioners and shall be chaired by the
executive officer. The Board shall consider appeals from
decisions of the Chief of the PNP.
❑ The National Appellate Board may conduct its hearings or
sessions in Metropolitan Manila or any part of the country as it
may deem necessary.
❑ There shall be at least one (1) regional appellate board per

administrative region in the country to be composed of a
senior officer of the regional Commission as Chairman and
one (1) representative each from the PNP, and the regional
peace and order council as members. It shall consider appeals
from decisions of the regional directors, other officials,
mayors, and the PLEBs: Provided, That the Commission may
create additional regional appellate boards as the need arises.
NAPOLCOM
REGIONAL OFFICES
❑ NAPOLCOM established seventeen (17) Regional Offices (RO's)
strategically located in the different regional divisions if the
country.
❑ There offices implement the policies and programs of
NAPOLCOM in their respective regions and likewise
perform the functions of investigation and adjudication of
death and permanent and temporary disability benefit
claims, and scholarship grants, subject standards set by
the Commission.
❑ The RO's, through the office of legal counsels, act as
legal consultant of the PLEBs and provide, whenever
necessary, legal services, assistance and advice to the
PLEBs in hearing and deciding cases against officers
and members of the PNP, especially those involving
difficult questions of the Law.
Police Administration and Management
Police
Are part of the law
enforcement pillar of the
Philippine Criminal Justice
System.
Their work consists:

• crime prevention
• control of crime
• enforcement of laws
• arrest offenders
Police
Greek Word - Politeia
Roman word - Politia
Middle French - Porice

Police Organization
A group of trained personnel in
the field of public safety
administration engaged in the
achievement of goals and
obbjectives that promotes the
maintenance of peace and
order, protection of life and
property, enforcement of laws
and prevention of crime.
Philippine National
Police
A civilian national police force
of the Philipines
REGIONAL MARITIME UNIT 10
Regional Maritime Unit 10

Organizational Structure of PNP
PNP Command Group
It is headed by Chief PNP who is
vested with the power to
command and direct the PNP.
He is also assisted by two
Deputy Chiefs assigned to the
administration of the PNP and
one for operations.
Chief of Directorial Staff
serves as the Chief Operations
Officer of the PNP. He
coordinates, supervises and
directs the Directorial Staff and
the PNP Units in the
performance of their respective
functions.
Internal Affairs Service
Headed by an inspector general
who assist the Chief PNP in
ensuring operational readiness
and investigates infractions of
the regulations committed by
the members of the PNP
Human Rights Affairs Office
Headed by senior police
commissioned officer who
serves as a manager of the
facility that will supervise the
implementation of the
guidelines and policies on
human rights laws.
Center for Police Strategy Management
Serves as the central facility of the
PNP in coordinating and integrating
all strategy management processes,
sustaining its strategy execution and
management, and instilling in the
organization a culture of strategy
focus.
Directorial Staff
composed of 16 directorates. Every

Director in each unit has also his
defined function
Directorate for Personnel and Records Management
The director optimizes the utilization

of personnel resources both from
PNP uniformed and non-uniformed
personnel.
Directorate for Intelligence
The director manages the
gathering/collating of intelligence
objectives through effective
management of all intelligence and
counterintelligence activities of the
PNP. He also serves as the linkage of
all foreigners with official
transactions with the Chie PNP
Directorate for Operations
The director exercises the command,
the control, the direction, the
coordination and the supervision of
all activities of the PNP operations
such as deploymeny and
employment of personnel
Directorate for Logistics
The director administers and
manages material resources needed
for the PNP operations
Directorate for Plans
The director plans and programs
strategic PNP Operations. He also
represents the PNP in the inter-
agency and international affairs on
peace and order.
Directorate for Comptrollership
The director administers and
manages the fiscal financial
resources.
Directorate for Police-Community Relations
The director formulates and
implements community-related
activities, programs and projects. He
also supervises the PNP Salaam
Prolice Center
Directorate for Human Resource and Doctrine Development
The director formulates policies on
matters pertaining to human
resources and doctrine development
(Five) Directorates for Integrates Police Operations
Eastern Mindanao,Western Mindano, Visayas,
Southern and Northern Luzon
• They are given the responsibility to direct and

supervise the condcut of integrated anti-
criminality, internal security, counter-terrorism
operations to promote inter-operability with
the AFP and to provide a system to promote
regional socio-economic development
National Support Units of the PNP
• National Administrative Support

Units
• National Operational Support

Units
National Administrative Support Units
Logistics Support Service
Provides logistical
support services to all
PNP units
Information Technology Management Service
Provides information
technology services to
all PNP units
Finance Service
Responsible for PNP

funds’ disbursement and
performs other fiscal
functions
Health Service
Provides medical and

dental services to PNP
personnel and their
dependents
Communication and Electronic Service
Provides communication
and electronic services
and support to all PNP
units
Chaplain Services
Provides spiritual and
other counselling
services for PNP
personnel and their
dependents
Legal Service
serves as the legal arm
of the PNP
Engineering Service
Implements PNP
engineering programs,
land utilization,, and
housing activities
Training Service
Conduct training courses
geared towards skill
enhancement,
intellectual
advancement, and moral
transformation of PNP
Personnel
PNP Retirement and Benefits Administration Service
Administers the
retirement, separation
and death benefits of
PNP Personnel
National Operational Support Units
Maritime Group
Responsible to perform all
police functions over Philippine
Territorial waters, lakes, and
rivers along coastal areas to
include ports and harbors and
small islands for the security
and the sustainability
development of the maritime
environment
Intelligence Group
Serves as the intelligence and

counterintelligence operating
unit of the PNP
Police Security and ProtectionGroup
Provides security to government

vital installations, government
officials, visting dignataries and
private individuals authorized to
be given protection
Criminal Investigation and Detection Group
monitors, investigates,
prosecutes all crimes involving
economic sabotage, and other
crimes of such magnitude and
extent as to indicate their
commission by highly placed or
professional criminal syndicates
and organizations
Special Action Force
a mobile strike force or reaction unit to
aument regional, provincial, municipal
and city police force for civil
disturbance control, internal security
operations, search and rescue
operations in times of natural
calamities and disasters and national
emergencies and other special police
operations
Aviation Security Group
Provides security to all airports

throughout the country
Highway Patrol Group
Enforce the traffic laws and regulations, promote
safety along the highways, and enhance traffic
safety consciousness through inter-agency
cooperation concerning Police Traffic safety
Engineering, Traffic Safety Education and Traffic
Law Enforcement functions and develops reforms
in the crime prevention aspects against all forms of
lawlessness committed along National Higway
involving the use of motor vehicles
Police Community Relations Group
undertakes and orchestrates Police Community
Relations program and activities in partnership with
concerned government agencies, the community,
and volunteer organizations in order to prevent
crime and attain a safe and peaceful environment.
Civil Security Group
Regulates business operations and activities of all
organized private detectives, watchmen, security
guards/ agencies and company guard forces. It also
supervises the licensing and registration of firearms
and explosives.
Crime Laboratory
provides technical and scientific investigative aide

and support to PNP and other investigative
agencies.
PNP Anti-Kidnapping Group
Serves as the primary unit of the PNP in addressing

the kidnapping menace in the country and in
handling hostage situations
PNP Anti-Cybercrime Group
Responsible for the implementation of pertinent

laws on cybercrimes and anti-cybercrime
campaigns of the PNP
For the main PNP Operating Units
There are 17 Police Regional Offices nationwide correspond to the
Regional Subdividisions of the country. Directly under the PRO:
• 17 Regional Public Safety Battalion
• 80 Provincial Office
• 20 City Police Offices
PNP Rank Classifications
Police Administration
The control and operation of law enforcement agencies, and the
subsequent discharge of policies that keep the peace, increase public
safety, and prevent crime.
Police Administration Functions
Police Management
Includes the administrative activities of coordinating, controlling and
directing police resources, activities and personnel. It’s the everyday act
of running the police department
Division of Work
Authority and
Responsibility
Principles of
Discipline
Efficient
Management Unity of Command
Scalar Chain
Department of the Interior and Local Government
Responsible for promoting peace and order, ensuring
public safety and strengthening local government
capability aimed towards the effectiveness of basic
services to citizenry (RA 6975)
The agency mandated to administer and control the PNP
• RA 8551 - the commission’s authority over the PNP was

strengthened and expanded to include the administration of
police entrance examinations, the conduct of pre-charge
investigation of police anomalies and irregularities and
summary dismissal of erring police officers
Powers and
Functions of
NAPOLCOM
Powers and
Functions of
NAPOLCOM
Powers and
Functions of
NAPOLCOM
Organizational Structure of NAPOLCOM
A collegial body is composed of an

• ex-officio Chairperson (DILG Secretary)
• 4 regular commissioner
• 1 ex-officio member (PNP Chief)
• Vice Chairperson - Executive Officer of the Commission

Planning and Research Service (PRS)
provides technical services to the Commission in areas of overall

policy formulation, strategic and operational planning,
management systems or procedures, evaluation and monitoring of
the Commission’s programs, projects and internal operations; and
conducts thorough research and analysis on social and economic
condition affecting peace and order in the country.
Legal Affairs Service (LAS)
provides the Commission with efficient and effective service as

legal counsel of the Commission; draft or studies contracts affecting
the Commission and submit appropriate recommendations
pertaining thereto; and render legal opinions arising from the
administration and operation of the Philippine National Police and
the Commission.
Crime Prevention and Coordination Service (CPCS)
undertakes criminological researches and studies; formulates a

national crime prevention plan; develop a crime prevention and
information program; and provide editorial direction for all
criminology research and crime prevention publications.
Personnel and Administrative Service (PAS)
performs personnel functions for the Commission; administers the

entrance and promotional examinations for policemen, provides
the necessary services relating to records, correspondence,
supplies, property and equipment, security and general services,
and the maintenance and utilization of facilities; provides services
relating to manpower, career planning and development, personnel
transactions and employee welfare.
Inspection, Monitoring and Investigation Service (IMIS)
conducts continuous inspection and management audit of

personnel, facilities and operations at all levels of command of the
PNP; monitors the implementation of the Commission’s programs
and projects relative to law enforcement; and monitors and
investigates police anomalies and irregularities.
Installations and Logistics Service (ILS)
reviews the Commission’s plans and programs and formulates

policies and procedures regarding acquisition, inventory, control,
distribution, maintenance and disposal of supplies and oversees the
implementation of programs on transportation facilities and
installations and the procurement and maintenance of supplies and
equipment.
Financial Service (FS)
provides the Commission with staff advice and assistance on

budgetary and financial matters, including the overseeing of the
processing and disbursement of funds pertaining to the scholarship
program and surviving children of deceased and/or permanently
incapacitated PNP personnel.
Disciplinary Appellate Board
The Commission has a formal administrative disciplinary appellate machinery consisting of the
National Appellate Board (NAB), and the Regional Appellate Boards (RABs). The following are the
specific functions of the Appellate Boards:
National Appellate Board decides cases on appeal from decisions rendered by the Director
General of the Philippine National Police (PNP), where the penalty imposed is demotion in rank or
dismissal from service.
Regional Appellate Boards:

⚬ Decide/resolve all cases on appeal from decisions of the PLEBs and PNP Regional
Directors where the penalty is forced resignation, demotion in rank or dismissal, and
those of the Mayors in cases falling within their respective jurisdictions.
⚬ Decide appeals from decisions of the Regional Directors on claims for police benefits.
NAPOLCOM Regional Offices
Regional Offices
Taking heed of the government’s call towards the decentralization and devolution of powers
and authority from the national to the local level with the end in view of improving service
delivery to the people, NAPOLCOM established seventeen (17) Regional Offices (ROs)
strategically located in the different regional divisions of the country.
These offices implement the policies and programs of NAPOLCOM in their respective regions
and likewise perform the functions of investigation and adjudication of death and permanent
and temporary disability benefit claims, and scholarship grants, subject to standards set by the
Commission.
The ROs, thru the office of the legal counsels, act as legal consultants of the PLEBs and provide,
whenever necessary, legal services, assistance and advice to the PLEBs in hearing and deciding
cases against officers and members of the PNP, especially those involving difficult questions of
the law.

LEADERSHIP

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LEADERSHIP

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CHARACTER

CHAPTER III CHAPTER IV

1. THE EXISTENTIAL SELF

It is the most basic part of Self-

• Is the person you want

• Is the person you want • This pertains to how

2. Existential living 1. Open to experience

3. Trust feelings 2. Existential living

4. Creativity 3. Trust feelings

5. Fulfilled life 4. Creativity

1. UPWARD SOCIAL COMPARISON

It is when a person compares

It is when a person compares

• It emphasizes the importance of

• Acknowledge the triadic interaction

• Personal Factors 2. Environmental Factors 3. Aspects of the

• Acknowledge the triadic interaction

❑ Is the ability of an individual or a group

➢ Definition of leadership emphasizes the

➢ Definition of leadership emphasizes

➢ Definition of leadership emphasizes the

➢ Definition of leadership emphasizes the

➢ Definition of leadership emphasizes the

➢ Leadership is initiating and maintaining

important themes of leadership:

1. DO AS THE LEADER WISHES

1990’s to 21st Century

- It is a style of leadership that focuses on

1990’s to 21st Century

- It defines leadership as an act of

1990’s to 21st Century

- Leadership is created not so much

1990’s to 21st Century

- It’s a reciprocal process of leadership

1990’s to 21st Century

- It focuses primarily on the growth and

1990’s to 21st Century

- It is a leadership that utilizes value and

Great Man Theory Spencer’s Theory Trait Theory Behavioral Theory

• Was established in • Introduce by the • Trait theory came • States that

Great Man Theory Spencer’s Theory Trait Theory Behavioral Theory

• Was established in • Introduce by the • Trait theory came • States that

Great Man Theory Spencer’s Theory Trait Theoary Behavioral Theory

• Was established in • Introduce by the • Trait theory came • States that

Great Man Theory Spencer’s Theory Trait Theory Behavioral Theory

• Was established in • Introduce by the • Trait theory came • States that

AUTHORITHARIAN LEADERSHIP (AUTOCRATIC)

• Authoritarian leaders, also known as

• This style of leadership is strongly

PARTICIPATIVE LEADERSHIP (DEMOCRATIC)

• The most effective leadership style is

• Democratic leaders offer guidance to

• They encourage group members to

DELEGATIVE LEADERSHIP (LAISSEZ-FAIRE)

• Also known as Laissez-faire leadership,

• Delegative leaders offer little or no

• While this style can be useful in

The leader leads through two-way

All situations are different. A methodology that is

• Leaders Provide Direction

• Leaders Create Structure

• Leaders Build Trust

• Leaders Inspire Hope

Leadership is About People