REPORTERS:

NOEMAE PIRAMIDE
HERMINIA PURIFICATION
 Leadership is the art of motivating a group of people to
act towards achieving a common goal.
 In a business setting, this can mean directing workers and
colleagues with a strategy to meet the company’s needs.
 Put even simply, the leader is the inspiration and director
of the action.
 Required at all levels
 Representative of an organization
 Integrates and reconciles the personal goals
with organizational goals
 Solicits support
 Friend, philosopher and guide
 Physical appearance
 Vision and foresight
 Intelligence
 Communicative Skills
 Objective
 Knowledge of work
 Sense of responsibility
 Self-confidence and will-power
 Humanist
 Empathy
 Great leaders don’t tell people what to do,
but instead they take them to where they
need to be. There is no agenda to a create a
group of followers or disciples. True leaders
know that their success is intimately tied to
the work of the collective.
Leadership is all about action not position
or title.
“ The greatest leader is not necessarily
the one who does the greatest
things. He is the one that gets the
people do the greatest things” –
Ronald Reagan
 Make no mistake about the fact that many of us are
surrounded by these people each day both physical and
virtually.
They are teachers, students, parents, and even
administrators who have all taken action to initiate
meaningful change in their classrooms or schools.
These people don’t just talk the talk, but walk the
walk.
They lead by example in what might be the most
impactful way possible – MODELING.
 LEADERS
L – Learn
E – Empower
A – Adapt
D – Delegate
E – Engage
R – Reflect
S – Serve
 Strong Communication
 Good Listening Skills
 Passion and Commitment
 Positivity
 Innovation
 Collaboration
 Honesty
 Diplomacy
 Empathy
 Humility
 Vision is a mental picture of the future. It is an idea
of what the future can hold, but has not yet happened.
Vision is a thing inside of us that guide us. It creates
a desire to grow and improve. Vision embodies our hopes
and ideals. It gives us a sense of purpose. Vision brings us
flashes or glimpse of what is possible. Vision is when
architects dream of new buildings and designs. Or when
business people dream of growing their business.
1. Vision shows us where we are headed
2. Vision provides motivation and inspires us to keep on
going
3. Vision helps to keep us moving forward and move
through obstacle.
4. Vision provides focus
5. Vision gives us meaning and purpose to what we do
 “The very essence of leadership is that you have to have a
Vision. It’s got to be a vision that you articulate clearly
and forcefully on every occasion.” – Theodore Hesburgh,
President of the University of Notre Dame
 “Good Business leaders create a vision, articulate the
vision, passionately own the vision, and relentlessly drive
it to completion.” – Jack Welch
 The Vision may have changed along the way, but as
long as the leader continuously shares the vision,
employees can adapt and adjust.
Sharing that vision with others in a way that compels
them to act is the secret to a successful leadership vision.
These are the fundamentals necessary for a vision that
excites and motivates people to follow the leader. The
vision must:
a. Clearly set organizational direction and purpose
b. Inquire loyalty and caring through the involvement
of all employees
c. Display and reflect the unique strengths, culture,
values, beliefs, and direction of the organization
d. Inspire enthusiasm, belief, commitment and
excitement in company members
e. Help employees believe that they are part of
something bigger than themselves and their daily
work
f. Be regularly communicated and shared, not just
through monthly announcements and reminders at
the company meeting, it must permeate all
communication at every level of the organization
everyday
g. Serve as the reason for why courses of action are
chosen, people are hired, markets are selected, and
products are developed
h. Challenge people to outdo themselves, to stretch
and reach
There are about four main sources of power in an
organization:
a. Office or Structural Position
b. Personal Characteristics
c. Expertise
d. Opportunity
 The office or structural position might provide a
party access to various bases of power. Some positions
might provide little information but substantial coercive
resources, while others might give the occupant the
capacity to manipulate symbols or mobilize internalized
commitments to certain norms
 The most marked personal characteristics that is a
source of power is Charisma. As Weber (1947) indicates,
the charismatic leader has power by virtue of
extraordinary and often mystical characteristics
 It is typically based on activities outside the
organization. This is treated as a source of power than a
basis of bower in French and Ravens term, because it
seems to be a means by which a party comes to control
specialized information rather than the control itself.
 This particular source of power is embedded in the
informal structure of the organization. The idea comes
from Mechanic’s (1962) analysis of the power of the
lower levels in an organization. The informal aspects of
formal positions or informal positions that are not
identified officially by the organization can provide an
important source of power.
Core traits identified:
a. Achievement Drive
b. Leadership Motivation
c. Honesty and Integrity
d. Self-Confidence
e. Cognitive Ability
f. Knowledge of business
e. Emotional Maturity
f. Others: Charisma, creativity and flexibility
Top Six Leadership Behaviors:
1. Building Trust
2. Acting with Integrity
3. Inspiring Others
4. Encouraging Innovative Thinking
5. Coaching People
6. Rewarding Achievement
Transformational Leaders
They are visionary, inspiring, daring, risk-takers and
thoughtful thinkers. They have the charismatic appeal.

Four factors of Transformational Leaders

- Inspirational Motivations
- Intellectual Stimulation
- Idealized Influence
- Individualized Consideration
 The foundation of the transformational leadership is
the promotion of consistent vision, mission and a set of
values to the members. Their vision is so compelling that
they know what they want from every interaction.
Transformational leaders guide followers by
providing them with a sense of meaning and challenge.
They work enthusiastically and optimistically to foster the
spirit of teamwork and commitment.
 Such leaders encourage their followers to be
innovative and creative. They encourage new ideas from
their followers and never criticize them publicly for the
mistakes committed by them.
 They believe in the philosophy that a leader can
influence followers only when he practices what he
preaches. The leaders act as a role models that followers
seek to emulate.
 Leaders act as mentors to their followers and reward
then for creativity and innovation. The followers are
treated differently according to their talents and
knowledge.
Charisma – a trait often associated with leaders and the
world is full of examples of being described as
Charismatic leaders.
The term charismatic comes from the ancient Greek
word “Charis” which means “grace, kindness and life”.
Charismatic people are considered as graceful and
virtuous. The idea of using one’s charisma and influence
in order to lead is not a new way of looking at leadership,
although the theories around it are rather recent.
Charismatic and Transformational Leaders
- Both of these theories seek radical changes around
the organizational structure they operate in.
- While Charismatic can improve the effectiveness of
leadership, transformational leaders don’t necessarily
have to be the heart of it.
- Charismatic leadership has assumed a more
benevolent approach to leadership. Instead of focusing
on a strong moral conviction and the personality traits of
the leader, the inclusion of transformational elements has
added a behavior element to the theory.
1. Direct Supervisor
2. Task-Oriented Leader
3. Middle Management
4. Executive Leadership
 Formal Training
 Developmental Job assignments
 360 degree feedback
 Coaching
 Self-directed Learning
THANK YOU!