Lesson 3:

Leadership and Teamwork

Objectives:
describe transformational leadership;
identify the characteristics of a leader; and
express commitment to teamwork.
 Good Leadership
Leadership pertains to the qualities exemplified
by a leader. It also refers to acts of leading or the
"process of social influence in which one person
can enlist the aid and support of others in the
accomplishment of a common task.”
 Characteristics of a Good
Leader
1. Vision. Good leaders know where they want to go and
they can motivate people to believe in their vision for
their country, community, and family. Good leaders view
things as what they could be and not simply as what they
are.
2. Wit. Good leaders can make sound judgments and decisions even
during crucial situations.

3. Passion. Good leaders are very passionate and intensely obsessed in

whatever they are focused on, be it business, sport, or hobby.

4. Compassion. Good leaders show compassion for their supporters and

followers. They possess exemplary coaching and development skills.
While these leaders have goals to accomplish, they can still consistently
care for their constituents. They are not selfish individuals who think
only about their own wants and needs. They have a heart for others.
5. Charisma. Good leaders are captivating, charming individuals who tend to draw
people toward them. It could be because of the way they talk, or carry themselves.
They excel in building relationships and eliciting performance from their groups.

6. Communication skills. Good leaders are usually great orators and persuaders.
They can express their ideas clearly and convincingly.
Persistence. Good leaders are determined to attain their goals in spite of the
obstacles and problems. They believe that the benefits of attaining their goals
outweigh the risks and hardships.

7. Integrity. Good leaders mean what they say. They walk the talk, practice what
they preach, and keep their promises. They are reliable.
8. Daring. Good leaders are bold, willing to take risks, and
determined to chase their dreams amid the reality of fear
and uncertainty. Winston Churchill states that courage is
the virtue on which all others virtues rest.

9. Discipline. Good leaders observe self-control and order.

Where most people are easily distracted or dejected,
good leaders manage to stay focused and steady
regardless of the situation.
Maxwell (1999) says that a leader
should recognize, develop, and refine
certain personal characteristics needed
to be a truly effective leader, the kind of
leader people will want to follow.
 Traits of a leader
1. Character is the quality of a person's behavior as revealed by his/her habits,
thoughts, and expressions, attitudes and interests, actions, and personal
philosophies in life. Be a piece of the rock. There are always two paths to
choose from: character and compromise. Opt for character.
2. Charisma is a special spiritual gift bestowed temporarily by the Holy Spirit
on a group or an individual for the general good. It is an extraordinary
power in a person, group, or cause, which takes hold of popular imagination
and wins popular support.
3. Commitment engages one to do something as a continuing obligation. It is
a state of intellectual and emotional adherence to some political, social, and
religious theory of action.
4. Communication is a two-way process of reaching mutual understanding, in which
participants do not only exchange (encode-decode) information but also create and
share meaning. The meaning of communication is in the response and not in what is said
or how it is said.
5. Competence indicates a sufficiency of knowledge and skills that enable someone to
act in a wide variety of situations. It is the capacity of a person to understand a situation
and to respond to it accordingly and reasonably. A core competency is fundamental
knowledge, ability, or expertise in a specific
area.
6. Courage is the quality of the mind that enables a person to face difficulty and danger
without fear. It begins with an inward battle. It is making things right, not just smoothing
them over. It inspires commitment from followers. Life expands in proportion to one's
courage.
 Transformational Leadership
Bass (1990) explains that transformational
leadership is :
> a form of leadership that occurs when leaders broaden
and elevate the interests of their employees, when they
generate awareness and acceptance of the purposes and
mission of the group, and when they stimulate their
employees to look beyond their own self-interest for the
good of the group.
 Transformational Leadership
Have a clear collective vision, and most importantly, they manage to
communicate it effectively to all employees. By acting as role models, they
inspire employees to put the good of the whole organization above self-
interest. They also motivate employees to be more innovative, and they
themselves take personal risks and are not afraid to use unconventional (but
ethical) methods to achieve the collective vision.

Relies mainly on centralized control. Managers direct most activities by

telling each person what to do, when to do it, and how to do it.
Transformational leaders, on the other hand, trust their subordinates and give
them enough space to breathe and grow.
Transformational leadership or real
leadership starts from the recognition of
what the members need and the steps
toward achieving these needs, and
relating rewards to effort.
 Transactional Leadership
 is based on power that makes use of rewards
and coercion (the practice of persuading someone to do
something by using force or threats) to deliver benefits to
members (patronage), or to force or instill fear
as illustrated by colonization, vote-buying, and
similar methods.
 Behavior of a Transformational Leader
1. Is articulate (expressing oneself readily, clearly, and
effectively) in creating compelling vision of the
future.

2. Uses stories and symbols to communicate his/her

vision and message.
 Behavior of a Transformational Leader
3. Specifies the importance of having a strong
sense of purpose and a collective mission.

4. Talks optimistically (in a way that shows hope and confidence about the
future) and enthusiastically (in a way that shows intense and eager enjoyment,

interest, or approval) and expresses confidence that goals

be achieved.
 Behavior of a Transformational Leader
5.Engenders (cause or give rise to) the trust and respect of his/her
followers by doing the right. thing rather than simply doing things right.
6. Instills pride in employees.
7. Talks most about important values and beliefs.
8. Considers the moral (concerned with the principles of right and wrong
behavior and the goodness or badness of human character) and ethical
(comes from the Greek ethos "moral character" and describes a person
or behavior as right in the moral sense - truthful, fair, and honest)
consequences of decisions.
 Behavior of a Transformational Leader

9. Seeks different perspectives when solving problems.

10. Encourages employees to challenge old assumptions and to think
about problems in new ways.
11. Spends time teaching and coaching.
12. Considers each individual employee's different needs, abilities, and
aspirations.
13. Is compassionate, appreciative, and responsive to each employee
and recognizes and celebrates each employee's achievements.
 Four Components of Transformational leadership
1. Charisma. The leader's charisma or idealized influence is envisioning and
building confidence, and he/she sets high standards to be followed.
2. Inspirational motivation. The leader's inspirational motivation provides
followers with challenges and meanings/reasons for engaging in shared goals
and undertakings.
3. Intellectual stimulation. The leader's intellectual stimulation moves followers
to question assumptions and generate more creative solutions to problems.
4. Individualized consideration. The leader treats each follower as an individual
and provides coaching, mentoring, and growth opportunities.
 The transformation of values, processes,
and institutions appears as follows:
A. Transformation" of values
- from power as dominion 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
B. Transformation of processes
- from hierarchical (arranged in order of rank) to participatory
- from corrupt to clean
- from secretive to transparent
- from burdensome to empowering

C. Transformation of institutions
- from bureaucratic (relating to the business of running an organization, or government ) to
egalitarian (relating to or believing in the principle that all people are equal and deserve equal rights and
opportunities), responsive, and accountable
 Three types of functions of Transformational
Leadership
1. Transformational leadership and 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 and self-control rather
than being disciplinary
- Checking the performance—more self-management within the
transformational approach
- Adjusting the plan—with group review
2. Transformational leadership and team functions:
- Setting the standards—involves the group
- Enforcing discipline
- Promoting team spirit
- Encouraging and motivating
- Developing sub-leaders
- Communicating with the group—has to be open and honest
- Training—lifelong learning process everyone needs to undergo
3. Transformational leadership and individual functions:
- Attending to personal problems
- Praising individuals, enhancing confidence
- Giving status pride
-Using abilities of the people within the organization—training as a continuing
process
- Involving individuals in decision-making processes
 Virtuous Cycle of Leadership Control
A leader has wholehearted faith and belief in the rightness of a cause. A
leader who shows his/her full support to an organization indirectly tells the
members to do the
same.
A leader should be energetic, sympathetic, friendly, and understanding to
ensure the enthusiastic cooperation of followers.
He/She should have confidence in knowing and doing his/her job to gain
the confidence of followers.
He/She should be an example to followers.
 Seven Habits of Highly Effective People
by Stephen Covey (2007)
1. Be proactive.
Proactive means being able to take responsibility for your life. You have the freedom to
choose your behavior and response to stimuli. Use your
creativity and have some initiative. You are the one in charge.
2. Begin with the end in mind.
Know where you want to go. When making plans and decisions, see to it that the time and
effort that will be spent conform to what you want to achieve. Envision your goal and make it
happen.
3. Put first things first.
Practice self-management. Know your priorities.
4. Think win-win.
Look at life as a cooperative arena, not a competitive one. Enter agreements or make
solutions that are mutually beneficial and satisfying to both parties.
5. Seek first to understand, then to be understood.
As the saying goes, "The best way to understand is to listen." The practice of empathy governs this habit. It is
about putting yourself in someone else's shoes. By listening to a person's explanation, only then can you evaluate ,
probe, give advice, and interpret his/her feelings.
6. Synergize.
The whole is greater than the sum of its parts. More tasks can be done if alt things within reach are maximized
and utilized. Synergize is the habit of creative cooperation. Better results can be produced as a group than as
individuals.
7. Sharpen the saw.
What you have learned a couple of years back will have become outdated. Many things evolve and develop so
fast that you need to update through various food-for-the brain resources. A sense of humor is vital to relieve tension
and boredom as well as to defuse hostility. Effective leaders know how to use humor to energize his/her followers.
Humor is a form of power that provides some control over the work environment even as it fosters camaraderie.
 Teamwork
- Is the process of working collaboratively with a group of people in order to
achieve a goal. It is often a crucial part of a business as it is often necessary for
colleagues to work well together and try their best in any circumstance.
- Means that people will try to cooperate by using their individual skills and
providing constructive feedback, despite any personal conflict between
individuals.
- Brings people together for a common purpose or goal and subordinates the needs
of individuals to the needs of the group. Many management gurus define team as
a group of individuals passionately committed to their end goal. When groups
have common goals, teamwork is vital to success. Teachers expect teamwork
among students; employers expect employees to function effectively as a team;
and most organizations convene teams to handle problems or projects.
 Time Management
Is the art of arranging, organizing, scheduling, and budgeting one's time
for the purpose of generating more effective work and productivity

Good time management involves keeping a schedule of the tasks and

activities that have been deemed important. Keeping a calendar or daily
planner is helpful to stay on task, but self-discipline is also required. The
most efficient to-do list in the world will not help someone who does not
look at or follow his/her own daily planner.
 Decision-making
Is a process that involves selecting the most logical choice from among two
or more options.

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
 Types of involvement in making decisions:
1. Consensus or agreement involves compromising various possibilities after all
opinions have been heard. Disagreements and minority viewpoints are discussed
fully. Everyone feels free to express himself/herself. This method helps build
understanding, unity, cooperation, and commitment.

2. Majority voting is considered the most effective way to make a decision. However,
one may lose the interest or loyalty of the members of the minority who voted against
the decision, especially if they feel their side was not heard.

3. The minority is not consciously organized, but a few powerful_ personalities

dominate the group, often unconsciously. These people later wonder why the others are
apathetic.
 Types of involvement in making decisions:
5. The silent consensus of some groups leads to unanimous decisions. This type of involvement in decision-
making is rarely applied when tackling important issues. Unanimous agreement is sometimes assumed
when some members do not want to disagree and have chosen to stay silent.
6. The clique is a small group whose members plan beforehand to get their way in decision-making.
Because they are better organized than, those who disagree, they are often successful in getting/having
their own way in resolving an immediate issue, but they bring a spirit of rivalry, rather than cooperation, to
the group.
7. The handclasp happens (an act of clasping someone else's hand; a handshake.)when one person
makes a suggestion and another commends it. Without further discussion, the matter is decided.
Resentment, however, surfaces later on.
8. The 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.
9. The plop occurs when a group makes a decision by not making a decision at all. Someone makes a
suggestion, but it is-dropped or junked altogether and no one pays any attention to it.
 Difficulties in Decision-
making
Fear of consequences brings division and disagreement.
Conflicting loyalties of one person as a member of different
groups frequently leads to divided loyalties about decisions.
Interpersonal conflicts and personal differences evoke various
feelings among members, which interfere with sound decision-
making.
Hidden agenda or secret motive can hinder decision-making for
reasons a member does not share with the group.
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.

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.

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 (a person who is skilled or proficient at something) in
teamwork, time management, and decision-making.