NSTPLeadership-training.pptx leadership1

Leadership program

1. Leadership training Chapter 8

2. Concepts of Leadership Leadership is the art of influencing people to get the necessary support and cooperation in community affairs to maintain solidarity among people. It is the ability to influence others towards desired goals. It also means "doing the right things." A leader is one who helps/facilitates communities of people, takes risks and envisions a better future for his group encourages commitment and helps people move ahead along a path to accomplish a goal. Leaders are necessary to make decisions, to direct community activities and to speak for the community both in relation to its internal organization and its outside relationships. A leader has followers. As Peter Drucker pointed out, a leader is someone who has followers. Even poor leaders have followers, but usually not for long. That is because the goal of leadership is to get results.

3. TOWARDS TRANSFORMATIONAL LEADERSHIP (by: Covey, Stephen R. 1990) Society's transformation requires transformational leadership. Stephen Covey (1992) explains that the goal of transformational leadership is to "transform people and organizations in a literal sense to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating; and momentum building." He stresses that transformational leadership basically means that we change the realities of our particular world to more clearly conform to our values and ideals. It focuses on the "top line" and is principle- centered, thus it:

4. Builds on man's need for meaning Is preoccupied with purposes and values, morals, and ethics Transcends daily affairsIs oriented towards meeting long-term goals without compromising human values and principles Separates causes and symptoms and woks at prevention Values profit as the basis of growth Is proactive, catalystic , and patient Focuses more on missions and strategies for achieving them Makes full use of human resources Identifies and develops new talent Recognizes and rewards significant contributions Designs and redesigns jobs to make them meaningful and challenging Releases human potentials Models love Leads out in new directions Aligns internal structures and systems to reinforce over-arching value and goal.

5. THE TEN VIRTUES AS THE FOUNDATION OF LEADERSHIP LEADERSHIP It is the ability to influence other towards desired goals. It also means "doing the right things". Virtue - is defined as conformity to a standard of right and morality. It is a beneficial quality or power of a thin and a commendable quality, trait or habit.

6. THE TEN VIRTUES AS THE FOUNDATION OF LEADERSHIP 1. PRUDENCE- ( Pagka-matuwid ) The habit which enables one to direct one's actions to human life's goals of knowing the right thing to do and applying it. 2. JUSTICE- ( Pagka-makatarungan ) The habit of giving others their due with constant and perpetual will; gives stability which people need to work without fear and anxiety in the search for happiness. 3. FORTITUDE- ( Pagka-matatag ) The habit of overcoming life's difficulties in the pursuit of good. 4. TEMPERANCE- ( Pagka-matimpiin ) The habit of bringing one's desires and natural inclinations under the control of right reasons. 5. INDUSTRY- ( Pagka-masipag ) The habit of working hard even under pressure.

7. THE TEN VIRTUES AS THE FOUNDATION OF LEADERSHIP 6. LOYALTY- ( Pagka-matapat ) The habit of remaining true to one's friends and principles despite difficulties. 7. RESPONSIBILITY- ( Pananagutan ) The habit of being accountable to one's actions, duties, obligations; having the readiness to face the consequence of one's actions. 8. CHEERFULNESS- ( Pagka-masayahin ) The habit of being optimistic, positive and always seeing the bright side of things. 9. GENEROSITY- ( Pagka-mapagbigay ) The habit of sharing the good one has with other people; thinking first of other people and looking for ways one can help and serve them. 10. MAGNANIMITY- ( Pagka-dakila ) The habit of having great ideals and ambitions of doing good; being concerned with doing great deeds of service for others by devoting one's life to serve one's country .

8. Leading, Direction, Communication 1. True leadership is the art of changing a group from what is into what it ought to be. 2. Leadership is the ability to recognize problem before it becomes an emergency. 3. Leadership and learning are indispensable to each other. 4. Leadership is learning to give whether you get anything or not. If you ever give 5. something to get something, you are not giving in the true sense of the word, you are trading. 6. Leadership is the other side of the coin of loneliness, and he who is a leader must always act alone, and acting alone means accepting everything alone. 7. Leadership is the ability to handle uncertainty. 8. What is "it"? This is the aspect of leadership that is concerned with outward appearance. It means looking, dressing and talking like a leader. 9. Leadership has nothing to do with ordering people around or directing their every move. 10. The climax of leadership is to know when to do what.

9. Motivation Good leaders enable people to feel and become empowered. Good leaders inspire values of caring. In such a caring community, each person has a meaning. A Good leaders ensure that learning and competence matter. Good leaders, particularly those in administration, create an atmosphere where work is stimulating, challenging and fun. Good leaders help people feel a sense of unity. Good leaders help members develop a sense of security and trust not only in the leader but also one another. A good leader displays reliability and integrity. A good leader is honest and trustworthy, and has integrity. The best leaders use thinking to help members develop a set of intentions, outcomes, goals and directions.

10. Leadership Styles Authoritarian Leadership (Survival) A leader makes a decision and announces it. A leader announces his decision with no feeling of responsibility or accountability to share the reasons. A leader presents decision but "Sells it to Members". A leader announces his decision and shares the reason behind it which has been prepared in advance. A leader presents a decision and invites questions for clarification. A leader announces his decision, but, responds to questions for clarification on an impromptu basis with a rationale to explain to the members. (This also refers to a dialogue with no expressed willingness to change decisions.)

11. Leadership Styles 2. Consultative Leadership (Security) A leader presents a tentative decision subject to change. A leader announces his "tentative" decisions and announces that he is open to questions for clarification and discussion. (This refers to a dialogue with willingness to change decision if necessary. A leader presents a situation, gets input, makes a decision. A leader identifies a situation or problem and moves into a facilitating rule to surface assumptions and suggestions, then moves out of facilitating role and makes a decision A leader calls on members to make a decision, but holds on veto. A leader calls o the group to identify situations and limitations, explores and makes a decision contingent on leader's veto power.

12. Leadership Styles 3. Enabling Leadership (Participation) A leader defines limits, calls on members to make a decision... A leader shares any "givens" (e.g. funds available, time parameter, etc.) and facilitates a decision by members on basis of limitations. A leader calls on members to identify limits, explore situation, and make a decision. A leader maintains a facilitating role by allowing member to identify a situation or problem, identify limits, explore and make a decision.

13. Teamwork The following aspects are necessary for building a better team. 1. Teamwork reflects Camaraderie A team will not work if members are self-centered and if they do not know each other. Their will be no fun, excitement and sharing. Team refers to a number of people who interact with coordination and cooperation in the accomplishment of a specific task. It is the collection of people often drawn from diverse but related groups assigned to perform a well-defined function for an organization. 2. Teamwork reflects Unity Whatever the outcome of the project, it is the team that works towards it. It is not a single stick anymore, but a bundle of sticks hard to break, strong and fighting. Teamwork divides the Effort and multiplies the Success Each group has ample zest and inspiration to become a dream team.

14. TEAM BUILDING FOR YOUTH ORGANIZATION (National Youth Development Plan, 1994-1998) A. Team Development 1. A Youth Organization is a collection of teams comprising of young people. The success of a youth organization depends on the ability of the teams within it to work together to attain the commonly held objectives. Because organizations are becoming increasingly more complex, team leaders must be concerned with developing a more cohesive and cooperative relations between members and the teams. 2. The development of effective teams within the organization will determine, to a large extent, the ability of the youth organization to attain its goals. 3. Team Building. An intervention to team help a grou p of people quickly become an effective team and remain effective by focusing and aligning their talent, skills and ability to achieve a friend is a treasure

15. Stages in Team Development a . Forming (orientation). Members are concerned with expectation, acceptability what his role and how he fits in the group. A leader must initiate knowledge among the members of the team to bridge whatever barriers of acceptance to encourage and foster deeper relationship and sharing among members. b. Performing (cooperation, problem). The team is formed because of exigent purpose which must be accomplish through collaboration and complementation. It resolve problems in the interest of task accomplishment further unity, synergy and cooperation is enhanced. c. Norming (establishment of order and cohesion). 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. d. Storming (conflict). Members of this stage compete for positions of relative control and discuss the appropriate direction of the group. The role of a leader is to define role and task, encourage more openness and sharing and directing the members energy and creativity towards the goal and objectives of the team. e. Adjourning (task completion). The leader must show the necessity of skill specialization and task performance in order to avoid heitened emotionally and depression brought about by the disbandment of strong cohesiveness among team members.

16. Functions of Leader in a Team Coordinator - Is self disciplined and applies good discipline to the team. Be confident and mature and will summarize the view of the group and will be prepared to take a decision on the basis of this. Specialist - Provides specialist skills and knowledge. He can adopt a very narrow perspective and sometimes fail to see the whole picture. Implementer - A well organized and effective member capable of turning big ideas into manageable tasks. They are hardworking and methodical but may have some difficulty in being flexible. Completer - They are conscientious and effective at checking the details which is vital contribution but sometimes get bogged down in them. Shaper - Looks for the pattern and tries to pull things together into something feasible which the team can then get to work on. Resource investigator - This member can be very enthusiastic in pursuit of the team's goals but cannot always sustain this enthusiasm. Monitor evaluator - They have strategic perspective and can judge situations accurately They can be overcritical and is not usually good at inspiring and encouraging others . Team worker - They are sensitive and supporting of other people's efforts, and try to promote harmony and reduce conflict. They are particularly important when the team is experiencing a stressful period.

17. A. Team Development 4. Factors Contributing to Team Development and Effectiveness. The development of a team is based on the assumption that any team is able to work more effectively if its members are familiar with the four factors that contribute to team development and effectiveness. These are Shared Goals and Objectives - The team must state the goals and objectives. The goal must be an overall understanding of the role of the team in the total organization Utilization of Resources - The team must use effectively all the resources at its disposal. This means establishing an environment that allows individual resources to be used. Maximum use of team members requires full participation and self-regulation. Utilization of Resources - The team must use effectively all the resources at its disposal. This means establishing an environment that allows individual resources to be used. Maximum use of team members requires full participation and self-regulation. Shared Leadership - Individuals will not function as a team if they are brought together simply to "rubber stamp" decision made by the team's formal leader or others not in the team. The development and cohesion of a team occurs only where there is a feeling of shared leadership among all team members.

18. A. Team Development 5. Team Relationship and Management a. A team is a number of persons associated together in work or activity. It is put together in a coordinated ensemble, marked by devotion to teamwork rather than individual achievement. b. In a relationship in an organization or movement, people have various expectations of each other. These expectations sometimes are not stated; sometimes they are unconscious. In the rush of activity, an organization may move along, but friction often begins to build up between people. Many times, it is because we have different expectations of others and of ourselves in doing a particular task. c. The management of the organization depends on proper coordination. Coordination implies enabling people to reach their own goals, transform their situation and take their destiny into their own hands.

19. b . Time Management Purpose (Are we committed to the same purpose?) A healthy team as well-articulated corporate and team purpose, usually phrased as a vision statement, mission statement, or values statement. The team members have a common understanding of this purpose. They willingly commit their energies to achieve this purpose and frequently take time to recall, review and relive it. Role (How will we contribute to fulfilling our purpose?) In a healthy team, the members continually ask themselves whether the team is enacting the specific role needed to achieve its purpose. The members seek to enact the optimal role for the moment with the understanding that its role may change over time Strategy (What will we do to achieve our purpose?) In a healthy team, the members understand the team's strategy and use it to guide day-to-day activities. The members ask what new things they should do and what things they should stop doing in order to achieve the team's purpose. Processes (How will we work together) In healthy team, the members are aware of what processes or systems of operations are used to produce results. They know which processes need attention and improvement. They take conscious effort to frequently improve and update these processes.

20. b . Time Management People (How will we care for one another?) A healthy team has member who have the required expertise and knowledge to implement the team's strategy and achieve its purpose. The team members feel well-utilized and valued. Each team member understands his or her individual contribution to the team and the team members empower themselves to act for the team when necessary. Feedback (How will we obtain and use information about our performance?) A healthy team solicits feedback on its behavior and performance from key stakeholders, who might include customers, suppliers, managers, and other teams. This feedback is used to improve the quality of work of the team. Each team member can also exchange feedback with other members in order to correct or improve each other's performance and behavior. Interfaces (How will we manage the team's relationships?) A healthy team intentionally manages its critical relationships with external people or environment in order to build needed relationships and enhance existing ones. They do not isolate themselves as independent islands.

21. C. Decision-Making (by: Ellis, Steven K. 1992) Decision-making skills and techniques underpin most aspects of management. The art of good decision-making is complex, encompassing a wide range of personal and interpersonal skills such as fact finding logical thinking, analytical ability, sensitivity to others, creativity and assertiveness. Importance of Decision-Making Deciding something means making a choice or coming to a conclusion and neither of these things is easy. Decision is a choice between two or more options/alternatives. It is the act or process of deciding, a determination arrived at after careful consideration. It is a determination of ether to win or to lose. Decisions involve a commitment to action; and the hardest step in hieving anything is making a true commitment. The decisions are important because they have se power to trigger the process of forming aspirations and goals into reality

22. Kinds of Decisions (Thompson, 11, 1997) a. Operational decision. This is concerned with how the different functions of the organization, such as marketing, production, financé , etc will contribute to its strategic plan. b. Strategic decision. The decision at this level is likely concerned with the rope of the organization's activities. c. Routine decision This is an ordinary decision on a wide range of issues. The decisions are left to one person, usually the leader. d. Urgent decision This is a decision intended for some problems that occur rapidly and may cause serious consequences if not dealt with urgency e. Problematic decision This decision must be taken when a difficulty has emerged and there is no obvious solution. Experts from outside the team may be called to give advice. f. Consultative decision. This is a decision that involves those who are affected by the results of the decision. Consulting other people from outside the organization means inviting others to serve as consultant.

23. Decision-making Approaches There are two main approaches to decision-making that are linked to McGregor's X and Y Theories a. The Authoritarian Approach Leaders assume the authority to take decisions alone and to pass them down the line for implementation. b. The Democratic Approach The responsibility for decision-making is share between the leader and members of a team. Between these two extremes lies a range of decision-making processes in which the leader sells the decision to the rest of the team before a decision is made. Whichever approach you prefer, you will almost certainly need to judge whether a decision will be acceptable to everyone else.

24. Key Steps in Decision-Making by Systematic Approach a. Setting Objectives - Define the purpose of the decision and consider what outcomes or objectives it will achieve. b. Collecting Information - Have sufficient information for the choices you need make . c. Identifying Alternative Solution - Look at all possible options: some are obvious others have to be logically deducted, and others require a more creative approach. d. Evaluating Options - This involves determining the extent to which the decision options meet the decision objectives e. Selecting the best option - After the evaluation, the best option is selected using anyone of a number of techniques or approaches

25. Factors which help Decision-Making a. Clear Goal b. Clear understanding of who has responsibility for the decision. c. Good means of stimulating and sharing ideas (e.g., a code, film or diagram) d. Effective leadership and structures to deal with the size of the group e. Effective way of testing different suggestions offered f. Commitment of the leader to genuine group involvement in making the decision g. Agreement beforehand on what procedures will be more appropriate (e.g., consensus, majority vote, secret ballot, etc.)

26. That's All Thank you for Listening