National Service

Training Program

LEADERSHIP
TRAINING
The art of influencing people to get the necessary support and cooperation
What is a leader?
 A LEADER…

GUIDE Frontrunner HEAD

Leader can be Leader can be called

Leader assumes the
spearhead, chief, manager,
role as the director,
leading light, superior, principal,
organizer, mentor,
trailblazer, and boss, and
guru, and adviser .
groundbreaker. supervisor.
Leadership

• is both a research area and a

IS practical skill encompassing
the ability of an individual or
L organization to "lead" or guide
other individuals, teams, or
entire organizations.

• a process of giving control,

guidance, headship, direction,
and governance.
 Causes of Failures in Leadership
IL U R ES
FA

 Lack of teamwork and  Subjectivity/ bias/ partiality

collaboration  Lack of Dedication/ commitment/
 Pessimism sincerity
 Passivity  Dishonestly/ Corruption
 Insecurity  Immorality
 Recognition Seeker  Selfishness
 Servant
Leadership
is a leadership philosophy in which
the main goal of the leader is to
serve. This is different from
traditional leadership where the
leader's main focus is the thriving
of their company or organizations.
Ten Principles of Servant Leadership

LISTENING
01 seeks to identify the will of a group and helps clarify that will.

EMPATHY
02 the ability to understand and share the feelings of another.
HEALING
03 the potential for healing one's self and those who have broken spirits from
a variety of emotional hurts.
AWARENESS
04 view most situations from a more integrated and holistic position.
PERSUASION
05 a leader can attempt to influence a person's beliefs, attitudes,
intentions, motivations, or behaviors in a positive way.
Ten Principles of Servant Leadership
CONCEPTUALIZATION
06 ability to think beyond day to day realities with sensible and
functional ideas.
FORESIGHT
07 enables the servant leader to understand the lessons and events from the past, the
realities and phenomena of the present, and the likely impact of a decision for the future.
STEWARDSHIP
08 prioritizes the needs of others and emphasizes the use of openness and
persuasion rather than control.
Commitment of the Growth of People
09 allow members to enhance their potential aside from their concrete
contributions as a worker.
BUILDING COMPANY
10 suggests that true community can be created among those who
work in businesses and other institutions.
 LEADERSHIP BEHAVIORS
Participative Laissez-Faire
Authoritarian Paternalistic
Leadership Leadership
Leadership Leadership
makes men leaves
leads men by leads men by
participate decision-
means of the always setting
actively in the making to the
rank position. an example.
activity/ task in subordinates.
the organization.
 TYPES OF LEADER
The Contributing The Collaborating The Challenging
The
Leader Leader Leader
Communicating
Leader
focused on focused on focused on
providing reliable fulfilling the enhancing team
focused on the
information to the overall goals and performance
processes by
team. mission of the through "gadfly"
which the team
team. questions and
attains its goals.
comments.
FOUNDATION OF LEADERSHIP
Customer Orientation
People Orientation
Achievement Orientation

Initiative
Leadership

Impact

Self Confidence
 Choose training according to
1
your development review

2 Define learning objectives

Build personal development plan (PDP)

7 Steps of Effective
3

Set SMART Objectives

Learning
4

5 Discuss key learning with

your supervisor
6 Define actions and next steps
with your supervisor

7 Evaluation/Feedback
 SMART Objectives

S Specific
M Measurable
A Ambitious/Challenging

R Realistic
T Time Bounded
Leadership Qualities of Great Leaders

Vision- can see into the future.

Courage- willing to take risks.

Integrity- the quality of being honest and having strong moral

principles; moral uprightness.
 Humility- being humble.

Strategic Planning- able to set priorities, focus energy and

resources, strengthen operations, ensure that team members and
other stakeholders are working towards both the team and the
organizations' common goals.
Focus- ability to concentrate on the pressing
issues/concerns of the organization.
Cooperation- ability to get everyone working and pulling
together in attaining the organizations' goals.
 CHARACTERISTICS OF A LEADER
Proactive versus Good
Reactive
Flexible/Adaptable
Communicator Respectful

able to adjust able to

always easily to different understand, treating
thinking 3 types of listen, and leads others with
situations/ members in the
step ahead. respect.
surroundings. right direction.
 CHARACTERISTICS OF A LEADER

Quiet Confidence Enthusiastic Open Minded Resourceful

being sure of energetic, work to

entertaining, consider all utilizes
one's self
and motivates options when available
with humble people to making
intentions. decisions.
resources.
work.
CHARACTERISTICS QUESTIONing
Reward 1: recognize each member's efforts.
OF A A1:
9
LEADER

Well Educated knowledgeable

10

willingness to change policies, programs

Open to Change and traditions that is already out-dated
or no longer beneficial to the group.
11
 Interested in
CHARACTERISTICS Feedback1:
QUESTION view feedback as a gift to improve.
OF A
12
LEADER
will constantly assess and change
Evaluative programs and policies that were no
longer working.
13

always prepared and orderly in

Organized meetings, presentations, and
events.
14
 acting or doing something in the
CHARACTERISTICS Consistent
QUESTION 1: same way over time, especially so as
to be fair or accurate.
OF A A1:
15
LEADER
able to delegate tasks accordingly to
Delegator each member's
talents/skills/abilities.
16

ability to assess and act upon

Initiative things independently.
17
LEADERSHIP
STYLES
 Lewin's Leadership Style
Democratic Laissez-
Autocratic
faire

makes decisions makes the final gives their team

without decision but members a lot of
includes team freedom in how
consulting team members in the they do their work
members. decision-making and how they set
process. their deadlines.
 Blake-Mouton Managerial Grid

People Oriented Task Oriented

focused on organizing,
supporting, and focused on getting
developing team the job done.
members.
 Hersey-Blanchard Situational
Leadership Theory

1 2 3

depends on if members are if members are more

immature, a directing mature,
maturity of team approach/leadership is a participative/delegating
members needed. leadership style is needed.
Path-Goal Theory

what your team

members want and
need.
6 Emotional
Leadership Styles
01 Visionary 04 Democratic
02 Coaching 05 Pacesetting
03 Affiliative 06 Commanding
Flamholtz and Randles' Leadership Style Matrix

3 4
Low Programmability/ Low Programmability/
Low Low Job Autonomy High Job Autonomy
Programmability

Consultative/ Participative Consensus/ Laissez-faire

1 2
High Programmability/ High Programmability/
High Low Job Autonomy High Job Autonomy

Autocratic/ Benevolent Autocratic Consultative/ Participative

Low High
Capability for Autonomy
 is a leadership style in which
Transformational leaders encourage, inspire and
motivate employees to
Leadership innovate and create change
that will help grow and shape
the future success of the
company.
 Bureaucratic
Leadership

is one of the is leadership based upon

fixed official duties under a
leadership styles hierarchy of authority,
postulated by Max applying a system of rules
Weber in 1947. for management and
decision-making.
 Charismatic
Leadership

is basically the method of charismatic leaders

encouraging particular
behaviors in others by way of
eloquent communication,
persuasion and force of
personality.
motivate followers to get
things done or improve the
way certain things are
done.
 is a leadership
Servant philosophy in which
Leadership the main goal of the
leader is to serve.
 is a style of leadership in which

Transactional leaders promote compliance by

followers through both rewards and

Leadership punishments. Through a rewards

and punishments system,
transactional leaders are able to
keep followers motivated for the
short-term.
THANK YOU
Have a great day ahead.