LEADER AND LEADERSHIP
DEFINED
LEADERSHIP
- the art of influencing people for necessary support & cooperation in
community affairs and solidarity
- ability to influence others with desired goals
LEADER
- helps communities
- takes risks
- envisions a better future
- helps people move in one path to accomplish goals
“… a leader has followers. Even poor leaders have
followers, but usually not for long. That is because the goal
of leadership is to get results."
- Peter Drucker
VIRTUES AS FOUNDATION OF LEADERSHIP
(COVEY, 1991)
Virtue - conformity to a standard of right and morality
1. PRUDENCE
2. JUSTICE
3. FORTITUDE
4. TEMPERANCE
5. INDUSTRY
6. LOYALTY
7. RESPONSIBILITY
8. CHEERFULNESS
9. GENEROSITY
10. MAGNANIMITY
TRAITS OF LEADERSHIP
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 a problem before it becomes an emergency.
3. Leadership and learning are indispensable.
4. Leadership and learning to give without expecting anything in return (not trading).
5. Its loneliness for a leader must always act alone and accepting everything
alone.
QUALITIES OF A GOOD LEADER
A good leader:
• enables people to feel and be empowered
• inspires values of caring
• ensures that learning and competence matter
• creates an atmosphere where work is stimulating, challenging, & fun
• helps people feel a sense of unity
CHARACTERISTICS OF A LEADER
(WADSWORTH, 1997)
• Have the will to lead rather than manage
• Maintain high morale
• Inspire commitment and teamwork
• Displays energy passion and enthusiasm
• Focused
LEADERSHIP STYLES
1. AUTHORITARIAN LEADERSHIP
(SURVIVAL)
• Leader makes decision and announces it
• Leader presents decision but “sells it to the members”.
• Leader presents a decision and invites questions for
clarification
2. CONSULTATIVE LEADERSHIP (SECURITY)
• Leader presents a tentative decision subject to change
• Leader presents situation, gets input, makes a decision
• Leader calls on members to make a decision, but holds the
veto power
3. ENABLING LEADERSHIP (PARTICIPATION)
• Leader defines limits, and calls on members to make
a decision
• Leader calls on members to identify limits, explore
possibilities, and make a decision
TEAM-BUILDING FOR YOUTH
ORGANIZATION
YOUTH ORGANIZATION
A collection of teams composed of young
people
FACTORS CONTRIBUTING TO TEAM
DEVELOPMENT AND EFFECTIVENESS
Development of a team:
• Shared goals and objectives
• Utilization of resources
• Trust and conflict resolution
• Shared leadership
TEAM RELATIONSHIP AND MANAGEMENT
• Team – number of person working together, marked by devotion to
teamwork than individual achievement
• An organization may have a friction building up between people
because of the different expectations they have
• Management – depends on coordination w/c enables people to reach
goals, transform situations, and make own destiny
BUILDING A BETTER TEAM
• Teamwork reflects camaraderie
• Teamwork reflects unity
• Teamwork divides the effort & multiplies the success
CHARACTERISTICS OF AN EFFECTIVE
TEAM
• Team shares a purpose and a goal and are willing to work towards
that goal.
• Team is aware and interested in the process.
• Team identifies resources and uses them depending on its needs.
CHARACTERISTICS OF AN EFFECTIVE
TEAM
• Team is willing to unravel and conflict and focus on it until it is resolved or
manage in a way that it doesn't reduce the effectiveness of those involved.
• Team exerts energy and problem solving rather than allowing it to be drained by
issues and struggles.
• Roles are balanced and shared to facilitate both the accomplishment of tasks and
feelings of team cohesion and morale.
DREAM TEAM LEADER
Dictators Facilitators
1. Hoard of monopolize decisions 1. Push decisions down the line
2. Make decisions alone or restrict them to an 2. Involve others, as much as possible, in key
elite group. decisions and give people space to make those
3. View truth and wisdom as their domains decisions.
since they are the leaders 3. View truth and wisdom as being accessible to
everyone throughout the organization.
CHARACTERISTICS OF AN EFFECTIVE
TEAM MEMBERS
• Support team leader
• Ensure our viewpoints are explored.
• Express opinions both for and angst.
• Provide honest, open and accurate info.
• Support, protect, & defend
CHARACTERISTICS OF AN EFFECTIVE
TEAM MEMBERS
• Accept ownership for team decisions.
• Show loyalty
• Maintain confidentiality
• State problems and options and solutions.
• Criticize ideas, not people.
COMMON TEAM PROBLEMS
SYMPTOMS DESCRIPTION EXPLANATION
Backbiting and Members of the team Team members are not
complaining openly complain about and clear about standards,
find fault with one another leading the loss of control
over one another
Presence of a “spy of the Members of the team New members have
owner” suspect and distrust new difficulty breaking into the
members established team
Two coalitions The team has two factions, The team experiences lace
one of which has very little of cohesiveness
influence or power
Personal stress Stress shows up in the Team members feel
team members, evidenced threatened and, thus,
by “blowing up” and become less efficient and
physical symptoms more dissatisfied
7 TEAM WELL-BEING SECRETS
• PURPOSE (Are we committed to the same purpose?)
• ROLE (How will we contribute to fulfill our purpose?)
• STRATEGY (What will we do to achieve our purpose?)
• PROCESSES (How will we work together?)
• PEOPLE (How will we care for one another?)
• FEEDBACK (How will we obtain and use information about our performance?)
• INTERFACE (How will we manage the team’s relationships?)
DECISION MAKING
• Underpins most aspects of management
• Good decision-making: complex with a wide range of personal and interpersonal
skills
• A choice between 2+ options
• Determining either to win or to lose
• Involve a commitment to action
KINDS OF DECISIONS (THOMPSON, 1997)
• OPERATIONAL DECISION
• STRATEGIC DECISION
• ROUTINE DECISION
• URGENT DECISION
• PROBLEMATIC DECISION
• CONSULTATIVE DECISION
DECISION-MAKING APPROACHES
• AUTHORITARIAN APPROACH
• DEMOCRATIC APPROACH
KEY STEPS IN DECISION-MAKING USING
THE SYSTEMATIC APPROACH
• SETTING OBJECTIVES
• COLLECTING INFORMATION
• IDENTIFYING ALTERNATIVE SOLUTION
• EVALUATING OPTIONS
• SELECTING THE BEST OPTION
INVOLVEMENT IN DECISIONS
• THE PLOP
• THE ONE-PERSON DECISION
• THE HANDCLASP
• THE CLIQUE T
• THE MINORITY
• THE MAJORITY VOTE
• THE SILENT CONSENSUS
• THE CONSENSUS.
DIFFICULTIES IN DECISION MAKING
• Fear of consequences
• Conflicting loyalties
• Interpersonal conflict
• Hidden agenda
• Blundering methods
• Inadequate leadership
• Clash of interests
GUIDE FOR DECISION MAKING
• What are we trying to decide?
• What are the different possibilities?
• How may each possibility work?
• What suggestion or a combination of suggestions do we choose?
• What do we need to do to carry out the decision?
• Will do what, when, where and how?
FACTORS WHICH HELP IN DECISION
MAKING
• Clear goal
• Clear understanding of who's responsible for the decision.
• Good means of sharing ideas.
• Effective leadership and structures to deal with the size of the group.
• Effective way of testing different suggestions offered.
• Commitment of the leader to genuine group involvement in making the decision.
• Agreement beforehand on what procedures will be most appropriate.
IMPLEMENTING AND MONITORING THE
DECISION
• Monitoring makes your action as effective as possible.
• Decisions often have unforeseen consequences.
• Monitoring enables decision maker/s learn from mistakes as well as
successes.
• Decision making ability grows with experience.
• Monitoring helps to improve decision making skills.
