LEADERSHIP TRAINING
AND THE YOUTH
Asuncion B. Merciales
NSTP-CBPA Coordinator
WHAT IS HUMAN BEHAVIOR?
Human behavior is the “capacity of mental, physical, emotional,
and social activities experienced during the five stages of a human
being’s life.
Five stages of a human being’s life.
1. Pre-natal – (before birth; during or relating to pregnancy)
2. Infancy – the early stage in the development or growth of something.
(birth to 1 year)
3. Childhood – the age span ranging from birth to adolescence; the state
or period of being a child. (1-2; 12-13)
4. Adolescence – transitional phase of growth and development between
childhood and adulthood. (10-19)
5. Adulthood – the state or condition of being fully grown or mature.
Young adulthood (18 to 35 years),
Middle age (36 to 55 years), and
Older adulthood (56 years and older).
It also includes the behaviors as dictated by culture, society, values,
morals, ethics and genetics.
MOTIVATION
• Motivation means the drive and ambition needed to achieve our goals. We all need that extra
PUSH at some stage of our life, whether it be at work, in school, or home, or maybe to give
up a bad habit or shed a few pounds.
• We need a motivation to get a job done and achieve a goal.
LEADERSHIP DEFINED
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.”
• Leadership is the art of influencing people to get the necessary support and
cooperation in community affairs to maintain solidarity among people.
• Leadership is a process of giving control, guidance, headship, direction and
governance to a group or organization. It is a key dynamic factor that motivates and
coordinates organizations to accomplish their objectives.
• Leadership is the ability to inspire, to build confidence and gain support
among the people to attain organizational goals.
• Leadership is the art of influencing and directing others to do assigned
tasks or goals, in such a way as to attain them.
• Leadership is a process by which a person influences others to
accomplish an objective and direct the organization in a way that makes
it more cohesive and coherent.
VIRTUES AS A
FOUNDATION OF LEADERSHIP
• Prudence Loyalty
• Justice Responsibility
• Fortitude Cheerfulness
• Temperance Generosity
• Industry Magnanimity
PRINCIPLES OF
SERVANT LEADERSHIP
EIGHT (8) PRINCIPLES
ABOUT SERVANT LEADERSHIP
1. LISTENING – the servant leader seeks to identify the will of the group
and helps clarify that will. He will seek to listen receptively to what is
being said.
2. EMPATHY – the servant leader strives to understand and empathize
with others. People need to be accepted and recognized for their special
unique spirits.
3. HEALING – one of the greatest strengths of a servant leader is the
potential of healing one’s self and others because many people have
broken spirits and have suffered from a variety of emotional hurts.
4. AWARENESS – it aids one in understanding issue involving ethics
and values and view most situations from a more integrated and holistic
position.
5. PERSUASION – another characteristic of servant leader is a primary
reliance on persuasion rather than positional authority in making
decisions within an organization.
6. CONCEPTUALIZATION – servant leaders seek to nurture their
abilities to “dream great dreams”. The ability to look at problems from a
conceptualized perspective means that one must think beyond today’s
realities.
7. FORESIGHT – this enables the servant leader to understand the
lessons from the past realities to the present and the likely consequence of
a decision for the future.
8. BUILDING COMMUNTY – servant leadership suggests that the true
community can be created among those who work in business and other
institutions.
AS A GOOD SERVANT,
SERVE WITH HUMILITY
AND HUMBLENESS
LEADER DEFINED
• A leader is one who helps/facilitates communities of people,
• takes risks and envisions a better future for his group,
• encourages commitment and necessary to make decisions,
• direct community activities and
• speak for the community both in relation to its internal
organization and its outside relationships.
• Good leaders are made not born. Good leaders develop
through a never- ending process of self-study, education,
training, and experience.
• Leader carry out this process by applying the leadership
attributes.
CHARACTERISTICS OF A LEADER
have the will to lead rather than carry on despite setbacks;
manage; know their field and job in great
maintain high morale among their depth;
people; work to instill values in their people;
inspire commitment and teamwork; orient themselves toward the
display, at times, energy, passion and customer;
enthusiasm; take a long term perspective;
are focused and able to focus those invite input;
they lead; tolerate mistakes;
take prudent risks; set standards and objectives;
are honest with themselves; remain calm under fire;
ensure that people have want to win;
resources to do their job; are curious and flexible;
believe in themselves and test assumptions constantly;
their people; don’t over control;
initiate change rather than gives subordinates leeway to
react to it; act;
take responsibility; tolerate, if not invite, dissent;
aren’t afraid to work side by don’t blame others;
side with good, ambitious have a “buck stops here”
people; attitude;
envision a better future;
QUALITIES OF SERVANT LEADERS
• Puts others ahead of his own agenda
• Possesses the confidence to serve
• Initiates service to others
• Is not position-conscious
• Serves out of love
LEADERSHIP STYLES
LEADERSHIP STYLES
1. AUTHORITARIAN LEADERSHIP (Survival) – the leader leads his
men by means of his rank position. It is self-centered type of
leadership where he believes he is the only one capable of
directing his subordinates.
• A leader makes a decision and announces it
• A leader presents decision but “Sells it to Members”
• A leader presents a decision and invites questions for clarification
LEADERSHIP STYLES- CON’T…
2. PARTICIPATIVE/ENABLING LEADERSHIP – the leader makes his
men participate actively in the task of the organization but the
leader reserves the right to make final decisions on critical
matters.
•A leader defines limits, calls on members to make a decision
•A leader calls on members to identify limits, explore situation and make a
decision
LEADERSHIP STYLES- CON’T…
3. CONSULTATIVE LEADERSHIP (Security)
• A leader presents a tentative decision subject to change
• A leader presents a situation, gets input, makes a decision
• A leader calls on members to make a decision, but holds on
veto
LEADERSHIP STYLES- CON’T…
• 4. PATERNALISTIC leadership – the leader leads his men by always
setting example. This type of a leader manifests an example of a father,
who seems to be always after the welfare of his children.
• 5. LASSIE-FAIRE leadership – the leader leaves decision making to
his subordinates. He will give assignments, and it is up for his men to
accomplish the task in whatever manner they can do it.
Blessed is the LEADER who
leads for the GOOD of the
MOST concerned,
and not for the personal
gratification of his own ideas.
TEAM BUILDING FOR
YOUTH ORGANIZATION
Team Development
1.A Youth Organization is a collection of teams comprising of young
people.
2. 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 efficiently if its members are familiar with the
FOUR FACTORS that contribute to team development and effectiveness.
A.Shared goals and objectives
B. Utilization of resources
C. Trust and conflict resolution
D. Shared leadership
3. TEAM RELATIONSHIP AND MANAGEMENT
a.A team is a number of person 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
expectation of each other.
c.The management of the organization depends on proper coordination.
4. BUILDING A BETTER TEAM
a. Teamwork reflects camaraderie
b. Teamwork reflects unity
c. Teamwork divides the effort and multiplies the success
THE CHARACTERISTICS OF AN EFFECTIVE TEAM
a. The team members share a sense of purpose or common
goals.
b.The team is aware of and interested in its own processes and
it examines norms operating within the team
c. The team identifies its own resources and uses them,
depending on its needs.
d.The team members continually try to listen to and clarify what
is being said and show interest in what others say and feel
e. Differences of opinion are encouraged and freely expressed.
f. The team is willing to surface conflict and focus on it until it is
resolves or managed
g. The team exerts energy toward problem solving rather than
allowing it to be drained by interpersonal issues or competitive
struggles.
h. Roles are balanced and shared to facilitate both the
accomplishment of tasks and feelings of team cohesion and
morale.
i. To encourage risk taking and creativity, mistakes are treated as
sources of learning rather than reasons for punishment.
j. The team is responsive to the changing needs of its members
and to the external environment to which it is related.
k. Team members are committed to periodical evaluation of the
team’s performance.
l. The team is attractive to its members, who identify with it and
consider it a source of both professional and personal growth.
m. Developing a climate of trust is recognized as the crucial
element for facilitating all of the above elements.
CHARACTERISTICS OF EFFECTIVE
TEAM LEADERS
Communicate Have wide visibility
Are open, honest, and fair Give praise and recognition
Make decisions with input from Criticize constructively and address
others problems
Develop plans
Act consistently Share their mission and goals
Give the team members the Display tolerance and flexibility
information they need to do their jobs Demonstrate assertiveness
Set goals and emphasize them Exhibit a willingness to change
Keep focused through follow-up Treat team members with respect
Listen to feedback and ask questions Make themselves available and
Show loyalty to the company and to accessible
the team members Want to take charge
Create an atmosphere of growth
CHARACTERISTICS OF EFFECTIVE
TEAM MEMBERS
Support the team leader Act in a positive and constructive
Help the team leader to succeed manner
Ensure that all viewpoints are Provide appropriate feedback
Understand personal and team roles
explored
Bring problems to the team (upward
Express opinions both for and agains
feedback)
Compliment the team leader on team Accept ownership for team decisions
efforts Recognize they each serve as a team
Provide open, honest, and accurate leader
information Balance appropriate levels of
Support, protect, and defend both the participation
team and the team leader • Participate voluntarily
CHARACTERISTICS OF EFFECTIVE
TEAM MEMBERS
Maintain confidentiality Share ideas freely and
Show loyalty to the company, the enthusiastically
team leader, and the team Encourage others to express their
View criticism as an opportunity to ideas fully
Ask one another for opinions and
learn listen to them
State problems, along with alternative Confront the team leader when his
solutions/option or her behavior is not helping the
Give praise and recognition when team
warranted Avoid disruptive behavior such as
Operate within the parameters of side conversations and inside jokes
team rules Attend meetings regularly and
Criticize ideas, not people promptly
SYMPTOMS OF TEAM PROBLEMS
Symptoms Description Explanation
Backbiting and complaining Members of the team openly complain Team members are not clear about
about and find fault with one another standards, leading to a loss of
control over one another
Presence of a “spy of the Members of the team suspects and New members have difficulty
owner” distrust new members breaking into the established team
Two coalitions The team has two factions, one of The team experiences a lack of
which has very little influence cohesiveness
Personal stress Stress shows up in the team members, Team members feel threatened and
evidenced by “blowing up” and thus become less efficient and more
physical symptoms dissatisfied
Combative Behavior Team members resort to Team members express
yelling and to combative conflict through the use of
behavior in the name of threats, attacks and so on
playing the devil’s advocate
Infinite details Team members scrutinize Team members distrust
every detail and check on all one another and fear being
aspects of minor or major penalized for errors
decisions
Amount of time to make Decisions on minor issues are Team members feel a lack
decisions brought to the top of the of trust directly related to
organization, requiring the team problem-solving
excessive time
Shifting and changing Decisions are often changed Team members are not
decisions shortly after being made willing to commit the team
to a unified course of
action
SEVEN TEAM WELL-BEING SECRETS
a.Purpose (Are we committed to the same purpose?)
b.Role (How will we contribute to fulfilling our purpose?)
c.Strategy (What will we do to achieve our purpose?)
d.Process (How will we work together?)
e.People (How will we care for one another?)
f. Feedback (How will we obtain and use information
about our performance?)
g.Interfaces (How will we manage the team’s
Relationships?)
THANK YOU AND
GOOD MORNING
