LEADERSHIP

TRAINING
 Overview

This chapter discusses leadership training in which

the leader inspires the followers to perform well and
develop their own leadership potential.
 HUMAN BEHAVIOR
(businessdictionary.com)
human behavior is "capacity of mental, physical ,
emotional and social activities experienced
during the 5 stages of a human being' s life :
prenatal, infancy, childhood, adolescence,
adulthood.
It includes the behaviors as dictated by cultures,
society, values, morals, ethics, and genetics"
 HUMAN BEHAVIOR
(Encyclopedia Britannica, 2012)
Human beings have a typical life course that consist s of
successive phases of growth, each of which is
characterized by a distict set of physical, physiological,
and behavioral features.

Human development or developmental psychologoy is a

field of study that attempts to describe and explain the
changes in human cognitive, emotional, and behavioral
capabilities and functioning over the entire life
 MOTIVATION
(Swindell ,2012)
"Motivation means the drive and ambition needed to
achieve our goals"
Encompasses the internal and external factors that
stimulate desire and energy in people to be
continually interested in and connected to a job,
role, subject, and to exert persistent efforts in
attaining a goal
 MOTIVATION

It results from the interaction among

conscious and unconscious factors, such as
the:
a. Intensity of desire or need
b. Incentive or reward value of the goal
c. Expectations of the individual and of his/her
significant others
 GOOD LEADERSHIP

Leadership pertains to the qualities

exemplified by a leader. It also refers to acts of
leading or "process of social influence in which
one person can enlist the aid and support of
others in the accomplishment of a common
task"
 CHARACTERS OF A GOOD LEADER
1. VISION – good leaders views things as what they could be not
simply as what they are

2. WIT – good leaders can make sound judgements & decisions even
during crucial situations

3. PASSION – good leaders are very passionate & intensely obsessed

in whatever they are focused on

4. COMPASSION – good leaders show compassion for their supporters

& followers. They possess exemplary coaching & development skills
 CHARACTERS OF A GOOD LEADER
6. COMMUNICATION SKILLS – good leaders are usually great orators &
persuaders. They can express their ideas clearly & convincingly

7. PERSISTENCE – good leaders are determined to attain their goals in spite of

the obstacle & problems

8. INTEGRITY – good leaders mean what they say. They walk the talk, practice
what they preach, & keep their promises. They are reliable

9. DARING - good leaders are bold, willing to take risks, & determined to
chase their dreams amid the reality of fear & uncertainly

10. DISCIPLINE – good leaders observe self-control and order.

Maxwell (1999) says that a leader should recognize, develop,
& refine certain personal characteristics needed to be a truly
effectively.

TRAITS OF THAT LEADER:

1.CHARACTER - is the quality of a person’s behavior

2. CHARISMA - is a spritual gift bestowed temporarily by the

Holy Spirit on a group oran individual for the general good

3. COMMITMENT - engages one to do something as a

continuing obligation
4. COMMUNICATION - a two-way process of reaching mutual
understanding in which participants do not only exchanged
information but also create & sharing meaning

5. COMPETENCE - indicates a sufficiency of knoweldge &

skills that enable someone to act in a wide variety of
situations

6. COURAGE - is the quality of mind that enables a person to

face difficulty & danger without fear
 TRANSFORMATIONAL LEADERSHIP
(Bass, 1990)
Transformational leadership is a form of leadership that occurs when
leaders broaden & elevate the interests of their employees, when they
generate awareness & acceptance of the purposes & mission of the
group, & when they stimulate their employees to look beyond their own
self-interest for the good of the group.

Transformational leaders have a clear collective vision, & most

importantly, they manage to communicate it effectively to all
employees.

This form of leadership goes beyond traditional forms of transactional

leadership that emphasizes corrective action & mutual exchanges &
rewards only when performance expectations are met.
 TRANSACTIONAL &
TRANSFORMATIONAL LEADERSHIP
Transactional Leadership is based in power that makes
use of rewards & coercion to deliver benefits to members
(patronage), or to force or instill fear as illustrated by
colonization, vote-buying, and similar methods.

Transformational leaders or real leadership starts from

the recognition of what the members need & the steps
toward achieving these needs, & relating rewards efforts.
The leader acts as a role model. He/she lives out
values, demonstrates personal qualities, is
approachable & accessible, & accept pressure to
perform. The leader treats people as individuals ,
involves many decision-making, seeks to empower
& give maximum freedom, & is concerned with
developing members collectively & individually
BEHAVIORS OF A TRANSFORMAL LEADER
1. Is articulate in creating compelling vision of the
future
2. Uses stories and symbols to communicate his/her
vision and message
3. Specifies the importance of having a strong sense of
purpose and collective mission
4. Talks optimistically and enthusiastically and
expresses confidence that goals will be achieved\
BEHAVIORS OF A TRANSFORMAL LEADER
5. Engenders the trust and respect of his/her followers by
doing the right thing rather than simply doing things right
6. Instillls pride in employees
7. Talks most about important values and beliefs
8. considers the moral anf ethical consequences of
decisions
9. Seeks different perspectives when solving problems
10. Encourages employees to challenge old assumptions
and to think about problems in new ways
BEHAVIORS OF A TRANSFORMAL LEADER

11. Spends time teaching and coaching

12. Considers each individual employee’s different
needs, abilities, and aspirations
13. Is compassionate, appreciative, responsive to
each employee and recognizes and celebrates each
employee’s achievements
 4 COMPONENTS OF
TRANSFORMATIONAL LEADERSHIP
1. CHARISMA – the leader’s charisma or idealized influence is
envisioning & building confidence, & he/she sets high standard to
be followed
2. INSPIRATIONAL MOTIVATION – provides followers with
challenges & meanings/reasons for engaging in shared goals &
undertakings
3. INTELLECTUAL STIMULTION – moves followers to question
assumptions & generate more creative solutions to problems
4. INDIVIDUALIZED CONSIDERATION – the leader treats each
follower as an individual & provides coaching, mentoring, & growth
opportunities
The qualities of transformational leadership can
be found at different levels: community, national,
and even global communities; and in various
sectors of the society. Transformational
leadership is non-hierarchical in structure &
participatory in the processes. It is characterized
by high moral & ethical standards in each of the
aforementioned components.
The transformation of values, processes, & institutions
appears as follows:

A. TRANSFORMATION OF VALUES
From power as domination to power as liberation
From war and conflict to peace
From efficiency consideration to equality and equity
(balance between genders)
From growth to sustainability
From “winner-take-all” norm to sharing and caring
The transformation of values, processes, & institutions
appears as follows:

B. TRANSFORMATION OF PROCESSES
From hierarchical to participatory
From corrupt to clean
From secretive to transparent
From burdensome to empowering
The transformation of values, processes, & institutions
appears as follows:
B. TRANSFORMATION OF PROCESSES
From hierarchical to participatory
From corrupt to clean
From secretive to transparent
From burdensome to empowering

C. TRANSFORMATION OF INSTITUTIONS
From bureaucratic to egalitarian, responsive, and
accountable
Moving from transactional leadership to
transformational leadership require a shift on
leadership functions.

1. People are taking more responsibility for their own

decisions. This situation requires the leaders to provide
conditions for creativity & develop fewer levels of
leadership-flatter structures

2. Leaders concentrate on strategy to help people

respond to the changing world
Transformational leadership has three types of
functions:
1. TRANSFORMATIONAL LEADERSHIP & TASK FUNCTIONS
Defining the Tasks – involves others
Making the Plan – involves others
Allocating the Tasks – involves others rather than the
leader giving out tasks
Controlling the Tasks – uses peer pressure & self-control
rather than the being disciplinary
Checking the Performance – more self-management
within the transformational approach
Adjusting the plan – with group review
Transformational leadership has three types of
functions:
2. TRANSFORMATIONAL LEADERSHIP & TEAM FUNCTIONS
Setting the Standards – involves the group
Enforcing Discipline
Promoting Team Spirit
Encouraging & Motivating
Developing Sub-leaders
Communicating with the Group – has to be open & honest
Training – lifelong learning process everyone needs to
undergo
Transformational leadership has three types of
functions:
3. TRANSFORMATIONAL LEADERSHIP & INDIVIDUAL
FUNCTIONS
Attending to personal problems
Praising individuals, enhancing confidence
Giving status pride
Using abilities for the people within the organization –
training as a continuing process
Involving individuals in decision-making process
 LEADERSHIP DEVELOPMENT
1. DEVELOP A POOL OF LEADERS
Find people with basic leadership qualities
Widen the “catchment area”
Assure a democratic process
2. PROVIDE KNOWLEDGE & SKILLS
Build leaders’ personal capacities
Recognize this as a lifelong process
3. SUPPORTIVE ACTIVE LEADERS
Actively support leaders continuously & not to place them
in positions & leave them there
 VIRTUOUS CYCLE OF
LEADERSHIP CONTROL

There has to be awareness of the framework through

which transformational leadership must operate,
emphasizing that an active & informed membership is
critical to effective leadership.

A leader has wholehearted faith & belief in the rightness

of a cause. A leader who shows his/her full support to an
organization indirectly tells the members to the same
 VIRTUOUS CYCLE OF
LEADERSHIP CONTROL

1. A leader should be energetic, sympathetic, friendly, and

understanding to ensure the enthusiastic cooperation of
followers.

2. He/She should have confidence in knowing and doing

his/her job to gain the confidence of followers.

3. He/She should be an example to followers

 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
Adopted from Seven Habits of Highly Effective People by Stephen
Covey (2007)
1. BE PROACTIVE – being able to take responsibility for your life.

2. BEGIN THE END IN MIND – envisioning goal and make it happen

3. PUT FIRST THINGS FIRST – practice self-management. Know your

priorities

4. THINK WIN-WIN – look life as a cooperative arena, not

competitive one
 7 HABITS OF HIGHLY EFFECTIVE PEOPLE

5. SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD –

putting yourself in someone else’s shoes

6. SYNERGIZE – the habit of creative cooperation. Better

results can be produced as a group than as individuals

7. SHARPEN THE SAW – a sense of humor is vital to relieve

tension & boredom as well as to defuse hostility, use it to
energize his/her followers
 TEAMWORK
Teamwork is the process of working collaboratively with a
group of people in order to achieve a goal.

Teamwork is often a crucial part of a business, as it is

often necessary for colleagues to work well together,
trying their best in any circumstance.

Teamwork means that people will try to cooperate, using

their individual skills and providing constructive feedback,
despite any personal conflict between individuals.
 TIME MANAGEMENT
Is the art of arranging, organizing, scheduling, and
budgeting one’s time for the purpose of generating more
effective work & productivity
Important aspect of time management are:
1. Planning Ahead
2. Check Activities during a week
3. Keeping Schedule of the tasks and activities

Be organized, but do not be a slave to time management

 DECISION MAKING

Decision-making is a process that involves

selecting the most logical choice from among two
or more options. An example is deciding whether
to move to a new apartment, to live with the in-
laws, or stay in the same apartment. Making a
decision is instrumental in the survival and
prosperity of human beings.
 DECISION MAKING
The right choice is what sets an average individual from
the rest. There are different types of decision-making that
we do depending on the situation at hand
1. Identification of alternative solutions

2. Evaluation of possible options to determine which one

meets the decision objectives

3. Selection of the best option after an in-depth evaluation

 INVOLVEMENT IN DECISION-MAKING
The following are the different types of involvement in making
decisions:
1. CONSENSUS OR AGREEMENT – involves compromising
various possibilities after all options have been heard. This
methods helps build understanding , unity, cooperation, &
commitment
2. MAJORITY VOTING – considered the most effective way to
make a decision
3. MINORITY – is not consciously organized, but a few powerful
personalities dominate the group, often unconsciously. These
people wonder why the others are apathetic
4. SILENT CONSENSUS – leads to unanimous decisions to
some other groups, due to the assumptions when some
members do not want to disagree & have chosen to stay
silent. This type of involvement in decision-making is
rarely applied when tackling important issues

5. CLIQUE – a small group whose members plan

beforehand to get their way in decision-making
6. HANDCLASP – happen when one person makes a
suggestion & another commends it

7. ONE-PERSON DECISION – is quickly made, but later

when the decider needs free or voluntary support from
others to implement the decision, he/she might find
trouble getting it

8. PLOP – occurs when group makes a decision by not

making a decision at all
 DIFFICULTIES IN DECISION-MAKING

1. Fear of consequences brings division and disagreement.

2. Conflicting loyalties of one person as a member of

different groups frequently leads to divided loyalties
about decisions.

3. Interpersonal conflicts and personal differences evoke

various feelings among members, which interfere with
sound decision-making
 DIFFICULTIES IN DECISION-MAKING

4. Hidden agenda or secret motive can hinder decision-

making for reasons a member does not share with the
group.

5. Blundering methods include using rigid procedure that

leaves little room for expressing differing views,
substituting personal opinions for adequate information,
and disregarding proper consultation or consensus.
 DIFFICULTIES IN DECISION-MAKING

6. Inadequate leadership restricts the expression of

opinions and discussion on issues. Leaders fail to provide
assistance in selecting appropriate methods for decision-
making or are insensitive to the factors that cause
difficulty in the group.

7. Clash of interest occurs when different groups or

individuals within an organization have opposing interests.
 CONCLUSION

Transformational leadership is an organizational system

framework that influences people to come together
around a common vision. One of the marks of a good
leader is the ability to listen, learn, and lead his/her
followers toward the attainment of goals. He/She is
adept in teamwork, time management, and decision-
making.
Thank you
for listening!