Chapter III

LEADERSHIP
TRAINING
Learning Outcomes:
At the end of the lesson, the student should:
1. Define the leadership, team building and related terms.
2. Identify the basic elements/ essence of effective leadership and characteristic
traits of a good and principle-centered leader.
3. Specify the characteristics of an effective leader in terms of function.
4. Explain the significance of team building in the task of nation building.
5. Discuss the basic skills needed in team building.
Content:
Lesson 3.1 LEADERSHIP
Gen. Douglas MacArthur once said, A true has the confidence to stand alone, the
courage to make decisions, and the compassion to listen to the needs of others. He
does not set out to be a leader; but becomes one by the equality of his actions find the
integrity of his intent.

Leadership played a vital role and influence in shaping the affairs of men
through time, Leadership been viewed as a art of influencing and winning the support
of other human beings. We have become socialized and educated into a system that
views leadership within this narrowly defined concept. The accepted perspective
leadership has become inadequate to respond to the modern demands, in the context
or our rapidly changing socio-economic, political, spiritual, cultural, social,
traditional and even professional values. As with all scientific and artistic endeavors
one should always begin with the basic.
 Leadership is one of the most regarded qualities or a
successful person; it shapes groups, communities, organizations and
nations. Without good and trusted leaders, organization, institutions,
communities, and nations will crumble and fall. Honest and credible
leaders are foundations of a strong society. The lack of it bring chaos
and unrest in people, progress and development in unimaginable.
Leaders are rudders that give direction to people’s dreams and
aspirations.
Lesson 3.2 Characteristics of A Leader
A. Definition of a Leader
 A leader is someone who has the capability to take charge, influence and direct in
any capacity and under situation the progress and development of people under
his care.
 A leader is a person who knows the art of influencing and motivating people in
the achievement and realization of a vision, mission and goal.
 A leader is someone who is conscious of the needs of the individuals he/she
serves and is willing to guide and direct their actions and activities in the
realization of their goal.
 A leader is someone who governs strongly, but who respects individual rights,
does not discriminate and rule without thinking.
 A leader is one who is role-model, community participant, and a person who has
the ability to guide others in attainment of their goal.
B. Elements/ Essence of Effective Leadership
The destiny and course of a group or organization lies in the kind of people
instrumental in bringing about the realization, achievement and fulfillment of their vision,
mission goals and objectives. Too authoritative leaders neglect to see individual
potentials. Too democratic leaders might prone to abuse due to the misconstrued
understanding or freedom Leadership should be well balanced. Its efficiency and
effectiveness is based on the idea of total human development always with progress. The
following are the basic elements of effective leadership.

1. Vision
A great leader is a dreamer and a visionary, Martin Luther King Jr. galvanized a
nation with his “I have a dream” speech. If he had authority in addition to his personal
power, he could have put his ideas into effect without a vision, you just have the
trappings of leadership. A great vision appeals to core values shared by both the leader
and followers and earns their commitment first people to accept a mission. Some people
work very hard for money; but most people work much harder when they are on mission.
2. High regard to people
Great leaders value individuals who follow them and regard people as
treasure- the source of their success and inspiration to build the future. Leaders don’t
think of people only as “assets” or as “resources” they see them as persons clothed
with honor and dignity that should be respected and esteemed. People are very
perceptive about how sincerely leader cares for them. Great leaders know their
followers, their aspirations, and sentiments, and establish a bond that motivate them
to participate and involve themselves in the achievement of the organizational goal.
They listen well and focus their attention to the person with whom they are talking to.
3. Commitment
Leaders are people who are dedicated to accomplish great things beyond the
call of duty. They think work not as obligation and duty but as a personal
responsibility aimed for a greater purpose and cause. Remuneration and benefits is
only secondary to the achievement of the organization’s vision, objectives, and goals.
A leader as be a man of service and gives paramount importance to the realization of
the objectives of the organizations.
4. Team building
People always want to be part of something big, noble, and great, they do not want to
be just mere “scarecrow” or mere spectators of great events. Their active involvement as
key players in the realization of a project gives inspiration for a deeper commitment to
the aspirations of an organization. Elitism and competition within the team is
discouraged. Great leaders people to work together as teams knowing that it is the ability
to work together, trust in each other, and compensations of each other’s weaknesses leads
teams to victories.
5. Openness to change
Great leaders ensure that people are properly trained to do their jobs. Training leads
to personal growth and compels people to grow and seek out larger and larger goals.
Their confident soars. Great leaders ensure enhancement of members to allow them to
achieve more of their own potential. Great leaders show initiative and are proactive. They
are open to the birth of new ideas and plans. It is a sign of trust in their followers and a
belief in their ability to see the big picture. They are actively seek out creative people
who will be looking for a better way to do and accomplish things. They aren’t stuck on
their own way of achieving the vision if a better way is found.
6. Fairness and Sound judgment
Good and trusted leaders have the ability to weigh things fairly and
objectively before making decision. The ability to judge with fairness and equality
creates an atmosphere of trust and confidence for the team members. This kind of
environment bridges trust and confidence between and among members of an
organization and brings out moral turpitude. Equal and fair treatment; impartiality;
and objectivity on the part of a leader enhance personal relationship among his/her
people.
C. Character Traits of a Good Leader
Character traits are defined as human qualities that can be associated with or inherent in a person. Such
qualities are necessary and exigent to wholesome and meaningful life. These human qualities are essential
in winning, influencing, attracting, and inspiring people. Here is a list of characteristics a leader must
possess in order to be effective:

Integrity
Refers to one’s untainted and unblemished character. It is the root and foundation of a person’s
trustworthiness which is apparent in the conduct of business and transactions and activities. It is the
uprightness of character and soundness of one’s moral principles. Integrity is also manifested in the
firmness of one’s principle expression of personality, and behavior.
Courage
The ability to disregard fear, and to act with bravery, calmness, serenity. It is a mental quality that
recognizes fear, yet it enables one to meet anger or opposition with calmness and firmness. A leader must
go ahead of others to set a good example or give direction. A leader must have the strength of character to
stand up for what he believes is true and just. Courage is required in trying something new. The courage of
one’s convictions, the courage to lead others, the courage to admit when something is wrong, and the
courage to accept failure as a natural part of trying something new-are all qualities of a good leader.
Honesty
Being true to oneself and others. To be honest, a leader must be fair and just in
character of behavior, free from deceit and untruthfulness, and must be sincere. Honesty
is the capacity of a person to act justly and sincerely whether in front of a superior or
alone by himself.
Sense of responsibility
Refers to the ability of a person to respond or give notice and action to the needs of
others. It is the capacity of a person to feel morally accountable and give due sympathy to
others. A leader can delegate authority but never the responsibility because it is the
foundation of one’s accountability and commitment.
Confidence
The feeling of self-reliance and trust coupled by firmness and trust in one’s ability
and knack. A leader must have confidence, power of conviction and capability. As a
necessity of leadership, confidence must apply to members and officers in an
organization. Confidence provides the courage to go beyond certain things knowing and
trusting the power within.
Enthusiasm
a strong interest, admiration, or great eagerness to do something. Enthusiasm is
infectious. It is the zest and joy that drives and inspires a leader to demonstrate a keen
interest in completing the task at hand. The leader is more than ready to lend a hand
and accomplish a desired and specific task at hand.

Dependability
Reliability of people on the soundness and consistency in the character of a
leader; the willingness to do a task with the best one’s ability. A leader is able to carry
out task actively and intelligently. Dependability is rooted on the knowledge, and
technical ability, and capability of a person. A good leader should be updated with the
signs of the times; with technology and latest development, and must be reliable in
his character and behavior toward people.
Patience
Demonstrating calmness and endurance in times of hardships and difficulty; the
manifestation of a degree of tolerance and perseverance. A good leader has the
patience to answer questions and ensures that the information is understood.
Although he/she has to be firm and strict in his/her decision, he/she must be keen to
the feelings of other people.

Decisiveness

Refers to the firmness and soundness of one’s judgment and decision.

Confidence of people is gained in the making of clear and consistent decisions. A
good leader will consult others, look at the pros and cons, and then decide the course
of action to take. Delay decision if you are afraid of the results or if you do not know
the answer. Seek advice and do not waiver from your decision.
Determination

Refers to the ability and strength of one’s mind in the pursuit and realization of a desired
task or goal regardless of situation and circumstances. A good leader is expected to have the
strength of mind and fortitude that compels him to effect the realization of a job. If, as a leader,
you are given a task, finish it to the best of your ability. Do not get put off by details or small
problems, your determination to get the job done will be transferred to your followers; it sets
them in motion and encourages them to become goal and achievement oriented.

Transparency

Refers to the clarity and intelligibility of one’s action, transaction, and activity. Every
project, program, and activity should be clear and well accounted for. Transparency involves
clarity, openness, and honesty in every transaction made. At the same time, it should be known
by every member of the organization and must be done after due consultation with them.
Loyalty and Fidelity

The devotion required in a leader with the members as well as to the vision and
mission of the organization. A leader is required to be loyal to the task and to the
team members. Loyalty is not only the ability to work on the realization of the vision
but more on one’s personal concerns.

Tact

The ability to understand human nature and a consideration for the feeling to deal
with others without causing friction or making offense. It refers to a deeper
understanding and assessment of situation and acting with discretion, delicacy, and
insight.
D. Characteristics of Principle-Centered Leadership
(Stephen Covey, 1990)
1. Leaders are continually learning

 Constantly educated by their experiences

 Read, seek learning, take classes, listen to others, and learn

through both their eyes and their ears.

 Continually expand their competence and ability to do things

 Are attuned to the signs of the times, develop new skills and

interests

 Enhance self-mastery by making and keeping commitments

and promises
2. Leaders are service oriented

 See life as a mission, not as a career

 Prepare themselves daily in thinking to put the harness of service in various activities

 Believe that to become principle-centered leader one must be willing to carry the yoke of service and
responsibility

 Have a sense of commitment and must not e bounded by compensatory consideration, but a burning
desire to make a difference

3. Leaders radiate positive energy

 Exude cheerfulness, pleasant, and happy aura

 Must be optimistic, have positive upbeat and buoyancy, and enthusiasm

 Have a heart attuned to hope and belief that there is always a better tomorrow

 Possess an aura that charges and changes negative energy fields around them “If you smile, another
will smile, and soon them world will all smile”)
4. They believe in other people

 Do not overreact to negative behaviors, criticism, or human weakness  Feel grateful for other people’s blessings
and don’t carry grudges

 Avoid labeling, stereotyping, categorizing, and prejudging people

 Try to listen to what other people are saying, what they want to say but have opportunity to say, what they want to
say but are afraid to say and listen to what perhaps they will never be able to say

5. Leaders live balanced lives.

 Intellectually active, having many interests

 Healthy sense of humor, particularly laughing at themselves and not

at other’s expense

 Prudent in their action and temperament, moderate and wise in all things

 Weigh things before making big and firm decision

 Live sensibly in the present moment, carefully planning, and flexibly adapting to changing circumstances- like a
bamboo, pliant but not breaking

 See success on the far side of failure; the only real failure for them is the experience not learned from
6. Leaders see life as an adventure.

 Savor life because their security comes from within instead of from without

 Rediscover every people and event each time they meet then to avoid boredom; see old faces and scenes freshly as if you see them for the first time
(og Mandino)

 Courageous explorers going on an expedition into unchartered territories (John Powell said “Don’t walk where the path is, start a path and leave a
new trail”.)

 Listen with an open heart and ear; “They have ear but hear not, eyes but see not, mouth but speak not’, says the Lord.

7. Leaders are synergistic.

 Catalysts of change to improve almost any situation they get into Build on their strength and strive to complement their weaknesses with the
strength of others or the weakness of others with their own strength

 Focus on person’s interests and concerns rather than fight over positions Work always with and in relation to others

8. Leaders exercise for self-renewal.

 Regularly work for the attainment of wholesome personality by balancing the physical, mental, emotional, and spiritual aspect of life

 Exercise their minds through reading creative problem solving, writing, and visualizing

 Show genuine empathy, sympathy, and unconditional respect by accepting responsibility with utmost commitment
E. Effective Leadership in Terms of Functions (Miles view as cited
by Cornista and Rocaberte, 2003)
Initiating and Leading
A leader keeps the group moving and get things done by taking the first step and showing the way
towards the realization of the desired goals.

Showing

A leader teaches the rudiments of leadership to members by showing as they in turn learn by doing and
actualizing what they observe and experience. This is leadership by example and by action for action speaks
louder than words.

Regulating

A leader recognizes individual members’ initiative and creativity and fashion guidelines, which direct
and influence their tempo to ensure normal functioning and smooth sailing.

Informing and Sharing

A leader keeps the members posted and updated through a clear and direct to the point communication,
especially to the aspects that concern and affect them.
Supporting

The leader creates a desirable working environment and establish harmonious working
relationship to facilitate the attainment of the organizational goals and objectives. A leader
acknowledges and compliments individual needs to enhance and boost their morale and
improve their performance.

Evaluating

The leader assesses group performance accomplishments, decisions, goals, and

procedures to identify their weaknesses and fortify their strengths.

A leader can possess many qualities and characteristics, but there are certain qualities, that
will set them apart from their peers. By using these leadership characteristics, a leader will gain
the respect of his/her followers and therefore, will be able to lead more effectively and be more
successful. The principle of leadership are to be used as a guide to formulate our plan of action.
Lesson 3.3 Team Building
A. Terminology
Team

Refers to a number of people who interact with coordination and cooperation in the accomplishment of a
specific task or goal. It is a group generally selected with sharply defined roles, either cooperative or
collaborative. It refers to a collection of people, often drawn from diverse but related groups, assigned to
perform a well-defined function for an organization or a project.

Teamwork

Refers to the collaboration, coordination, and complementation of talents, skills, and abilities among the
different members of a team in the attainment of the desired goal through interplay of roles.

Team building

Refers to a variety of methods, approaches and processes of enabling a group of people by forming them
into a cohesive unit working in unison in order to facilitate the attainment and realization of their goal. It is an
intervention to help a group of people to quickly become an effective team and remain effective by focusing
and aligning their talents, skills, and abilities to achieve a specific task or set of outcomes.
B. Skills Needed for a Team Building
Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork.

1. Listening

It is important to listen to other people’s ideas. When people are allowed to freely express their ideas, these initial
ideas will produce other better ideas.

2. Questioning and Brainstorming

It is important to ask questions, interact, and discuss the objectives of the team.

3. Persuading

Individuals are encouraged to exchange, defend, and then to ultimately rethink their ideas.

4. Respecting

It is important to treat others with respect and to support their ideas.

5. Helping

It is crucial to help one’s co-workers, which is the general theme of teamwork.

6. Sharing

It is important to share one’s talent and skills with the team to create an
environment of teamwork.

7. Participating

All members of the team are encouraged to share and contribute any endeavour for
the success of the team.
C. Stages of Team Development (Daglow’s Law of Team
Dynamics, PACSA Notes)
1. Forming: Orientation

The crucial stage in team building is the formation stage. In this stage, members share
personal information, start to get to know and accept one another, and begin turning their attention
toward the group’s tasks. Members are concerned with expectation, acceptability, what his/her role
is and how he/she fits in the group. The leader must initiate an in-depth knowledge among the
members of the team to bridge whatever barriers of acceptance and encourage and foster deeper
relationship and sharing among members.

2. Storming: Conflict

In order for individual personalities to emerge, the leader encourages participation allowing
differences to surface so that members become more assertive in clarifying their roles and what is
expected of them. During this stage, members compete for positions of relative control and discuss
about the appropriated direction of the group. The role of the leader is to define roles and tasks,
encourage more openness, and share and direct the members’ energy and creativity toward the goal
and objectives of the team.
3. Norming: Establishment of order and cohesion

Part of every group is the emergence of conflict and differences, which affects performance and
effectiveness. To resolve conflict and come out with harmony and team unity, the leader must delineate
rules and guidelines that lead to cooperation and synergy. The leader during this stage must emphasize
oneness and the spirit of camaraderie and brotherhood at the same time, instill in the members the value
and significance of solidarity.

4. Performing: Cooperation and Problem solving

During this stage, the leader must emphasize the significance of the formation of a team, the very
heart of the group which is the achievement and realization of a vision, mission, and goal; that the team is
formed because of exigent purpose, which must be accomplished through collaboration and
complementation. As the group matures and learns to handle complex and difficult situations and resolve
problems in the interest of task accomplishment, further unity, synergy, and cooperation is enhanced.

5. Adjourning: Task completion

The realization and accomplishment of the team objective requires dissolving intense social relation
and returning to permanent assignments. To avoid heightened emotionality and depression brought about
by the disbandment of strong cohesiveness among team members, the leader must show the necessity of
skill specialization and task performance.
D. Team Roles
Meredith Belbin on his research in 1993 proposed nine roles that successful teams should have.

1. Coordinator

A coordinator has a clear view of the team objectives and skilled at inviting the
contribution of team members in achieving something rather than just pushing his/her own
view.

2. Shaper

The shaper is full of drive in making things happen and getting things going. In doing this,
he/she is quite happy to push his/her own views forward, do not mind being challenged and are
always ready to challenge others.

3. Plant

This member is the one who is most likely to come out with original ideas and challenge
the traditional way of thinking about things.
4. Resource Investigator
A resource investigators is the group member with the strongest contacts and
networks, and is excellent at bringing in information and support from the outside.
5. Implementer
The implementer is a well-organized and effective member, capable of turning
big ideas into manageable tasks and plans that can be achieved.
6. Team worker
The team worker is the one who is the most aware of others in the team, their
needs, and their concerns.
7. Completer
As the title suggests, the completer is the one who drives the deadlines and
makes sure they are achieved. The completer usually communicates a sense of
urgency that galvanizes other team members into action.
8. Monitor evaluator
The monitor evaluator is good at seeing all the options. He/she have strategic
perspective can judge situations accurately.
9. Specialist
This person provides specialist skills and knowledge and has a dedicated and
single-minded.
E. Ingredients of Team Building
Team building, to be successful, most possess the following indispensable ingredients so that a
team will also become successful.
1. Selection of Participants
La Fasto in his article cites that the most important ingredient for team building is selecting the
participants to be part of the activity. The team leader usually looks for specific capability, capacity, and
characteristic of the members in order to ensure the success of the project. It is very important to have
members that have confidence and are able to build trust among the other participants (La Fasto). “Working
knowledge consists of two factors: experience and problem-solving ability. Teamwork consists of four
factors: openness, supportiveness, action orientation, and personal style.” If each member has these
qualities, the outcome of team building activity will likely be successful.
2. Establishing Goals

Establishing goals within the team is essential in team building. If the goals are clarified, the
participants are motivated to excel in the activities and develop trust among their leader (La Fasto). Goals
give team direction and provide a feeling or value and importance. The leader makes sure that the team
knows how the work will be done and how they will accomplish their tasks (Scholtes). Without goals, the
team has nothing to strive for, and many members may lose motivation. Keeping the goal simple and
achievable will be very beneficial to the team in the end.
3. Allocation of Roles within the Team

Assigning roles to team members help them to know their place on the team. Clear role
assignment defines the specific task of each member and gives clarity to his/her action.
Advantages of defining roles among team members are that it makes assignments more
straightforward, helps to understand the decision-making process, and assures the task will be
completed. Making a list of everyone’s skill sets, preference, work experience, courses taken,
and interests would help in assigning the roles. A team must always be ready to adjust to their
new roles and be prepared if assigned to a new one. Members must be willing to move beyond
their roles and help others in order to practice good teamwork and to get the job done (Mallet).

4. Balancing Skills

When holding a team building activity, it is important to have balanced skill sets. One way
to achieve this is by having experts in different fields. If some members provide their technical
skills, and other members provide their theoretical skills, the outcome of the project will likely be
successful. By combining skills, strengths, and proper attitude, the team can come up with a
solution that benefits everyone. Balancing skill sets can be one of the most challenging things to
achieve, but it is important to do to ensure the success of one’s team (Mallet 3).
5. Harmonizing Personality Types

The personality of a team leader plays a big factor on how the team performs. A leader must understand the kind of
personality of his members. V. J. Bentz (1985), in his study of ineffective managers, found that almost all of the managers
had “personality defect” of some sort. Lesley and Van Velsor (1996) also conducted studies that ultimately found four
personality traits of ineffective managers. The personality to gain respect among their organization and members.

6. Training on How to Work Together (La Fasto, Bubshait, and Parker)

A team must know how to work together in order to be productive and successful, if a team can work together, they
will be able to raise and resolve issues that standing in the way of accomplishing a goal. The training may include the
instruction on how to communicate better, manage conflict, or understand the skills and talents that everyone brings to the
table. Encourage team members to work together through workshops in communication skills, meetings management,
listening, assertiveness, conflict resolution, goal setting, and other topics that help in being an effective team player. If
people are working together effectively rather than working by themselves, a lot more work will be accomplished.

7. Support within the Team (La Fasto).

Supportiveness is the aspiration to help others succeed. Someone who shows supportiveness is dedicated to the
team’s success and wants what’s best for the team, works behind the scenes to aid the team, is willing to pitch in
whenever necessary, always willing to help out, is willing to take on more responsibility, is very easy to work with, and
listens well to other’s ideas. Someone who provides a shoulder to cry on, gives encouraging words, and is sympathetic of
other’s pain is said to be the team’s emotional support. The appraisal support helps team members in making sense of a
particular problem (Somech). Team building will be successful if the team members can cover each of these types of team
support
8. Making Effective Use of Resources (Parker/Leavitt)

Effectively using resources is essential in the success of team building. Goal setting,
listening, facilitation of skills, consensus building, and willingness to communicate with each
other make members of a tem value resources, but also result in measurable benefits (Parker).
Resources are essential to team building and they must be used wisely and efficiently.

9. Communication Between Team Members and Leaders .

Parker in his article “When Teams Work Best”, says that “the most important contribution
a team leader can make is to ensure a climate that enables team members to speak up and
address the real issues that prevent the goal from being achieved.” A leader with good
communication skills must be able to speak to promote listening, to understand different
viewpoints, and to make team members feel comfortable enough to express their needs and
their wants.
F. Team Building in Organizational Development
The term “team building” can refer generally to the selection and motivation of teams, or
more specifically, to group self-assessment in the theory and practice of organizational
development. When a team in an organizational development context embarks upon a process of
self-assessment in order to gauge its own effectiveness and thereby improve performance, it can
be argued that it is engaging in team building, although this may be considered a narrow
definition.
To assess itself, a team seeks feedback to find out both:

 Its current strengths as a team

 Its current weaknesses

To improve its current performance, a team uses the feedback from the team assessment in
order to:

 Identify any gap between the desired state and the actual state

 Design a gap-closure strategy

Team cohesiveness

This refers to the extent of attraction and motivation in maintaining loyalty and faithfulness to
the team. Team cohesion affects the extent to which members like one another, get along with each
other, and trust and respect one another’s abilities and opinions. Although these characteristics are
difficult to observe, one can look for signs that the team members are well-acquainted past
superficial meet-and-greet topics. There are several factors which contribute to team cohesiveness.
(Seven Factors of Effective Team Performance, www.brightthubpm.com)

1. Similarity of Work

Where the nature of the task is similar, cohesiveness is usually greater.

2. Physical Setting

Where workers are close together, cohesiveness is generally increased.

3. Communications

Where members can communicate freely with ease, there is greater likelihood of team
cohesiveness.
4. Permanence of Group Members

Team relationships take time to develop. Frequent changes of membership tend to lead to a less cohesive team.

5. Group Size

Cohesiveness becomes more difficult to achieve when the team is too large.

6. External Threat

Cohesiveness is often enhanced by members cooperating with each other when faced with a common external threat.

7. Success

The more successful the team is, the more cohesive it is likely to be.

8. Leadership Style of the Manager

The form of management and style of leadership will affect team cohesiveness. When the leader is supportive and participative,
cohesiveness will increase.

9. Common Social Factors (Age, Race, Social Status)

The more the similar the background interests, attitudes, and values are; the more cohesive the team tends to be.