University of Eastern Philippines

University Town, Northern Samar

A MODULAR WORK TEXT OF THE NATIONAL

SERVICE TRAINING PROGRAM CIVIC WELFARE
TRAINING SERVICE COMPONENT

Training Staff
Prof. Deony S. Marino Mr. Roque A. Irader
Prof. Julio O. Evardone Prof. James S. Villanueva
Prof. Alfredo Tico Dr. Celeste Chan
Engr. Celeste De Asis Prof. Benfred Romero
Prof. Emily S. Adora

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 Module 1

LEADERS AND LEADERSHIP

Objectives

At the end of the lesson, you are expected to:

1. describe the different virtues as foundation of leadership.

2. state and describe the qualities and characteristics of a good leader.
3. differentiate and illustrate the different leadership style as practiced by leaders; and
4. assess and evaluate the current leadership qualities for potential leaders.

Leadership is the process of directing the behavior of others towards the accomplishment
of some common objectives.

Leadership according Brian O’Nail, the author of Test Your Leadership Skills, “leadership is
influencing people to get things done to a standard and quality above their norm, and doing it
willingly.”

As an element in social interaction, leadership is a complex activity involving:

1. a process of influence
2. actors who are both leaders and followers
3. a range of possible outcomes – the achievement of goals, but also the commitment of
individuals to such goals, the enhancement of group cohesion and the reinforcement of
change of organizational culture

Above all, leadership is about

35%

30%

25%

20%

15%

10%

5%

0%
Vision Energizing Communication Charisma Competence
people
Series1 35% 33% 19% 8% 5%
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Building Better Leaders through Attributes

Leadership attributes are the inner or personal qualities that constitute effective
leadership. These attributes include a large array of characteristics such as values, character,
motives, habits, traits, motives, style, behaviors, and skills.

Leadership Attributes

Leading your boss Leading yourself

Bottom-up Self-
Leadership leadership

Leadership
Attributes

Lateral Top-down
Leading your peers Leadership Leadership Leading your
subordinates

Role, Task, Responsibility, and Source of Power

 The role of a leader is to inspire and create followers who are also self-leaders.
 The task of a leader is to bring about constructive and necessary change.
 The responsibility of a corporate leader is to bring about the change in a way that is
responsive to the true and long-term needs of all stakeholders.
 The greatest source of power available to a leader is the trust that derives from faithfully
serving followers.

12 Effective Leadership Roles

 Create an inspiring vision and lead by example.

1. create an inspiring vision; establish shared values; give direction and set stretch goals
2. manage change strategically, create change; lead change; manage resistance to
change
3. lead by example; practice what you preach; set an example

4. demonstrate confidence; win respect and trust without courting popularity

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  Empower, inspire and energize people.

5. be enthusiastic; inspire and energize people; create a positive work environment

6. empower people; delegate authority; be open to ideas, have faith in the creativity of
others
7. communicate openly and honestly, give clear guidelines; set clear expectations
8. empathize; be willing to discuss and solve problems; listen with understanding;
support and help

 Build and lead a team

9. use team approach; facilitate cooperation

10. involve everyone; trust your team rely on their judgment bring out the best in your
people; have common touch with them
11. coach and provide effective feedback permit group decision; help your team reach
better decisions
12. monitor progress, but don’t micromanage, lead your team; avoid close supervision; do
not over boss; do not dictate; lead team self-assessment

A. Leader and Leadership Defined

1. Leadership is the art of influencing people to get the necessary support and cooperation
in community affairs to maintain solidarity among people. It is the ability to influence
others towards desired goals. It also means “doing the right things”.
2. A leader is one who helps/facilitates communities of people, takes risks, and envisions a
better future for his group, encourages commitment, and helps people move ahead along
a path to accomplish a goal. Leaders are necessary to make decisions, to direct
community activities, and to speak for the community both in relation to its internal
organization and its outside relationships.
3. A leader has followers. As Peter Drucker pointed out, a leader is someone who has
followers. Even poor leaders have followers, but usually not for long. That is because the
goal of leadership is to get results.

B. Virtues As a Foundation of Leadership (Covey, S.R. 1991)

1. Virtue is defined as conformity to a standard of right and morality. It is a beneficial quality
or power of a thing and a commendable quality, trait or habit.
2. The following virtues are considered the foundation of leadership.
a. Prudence – the habit which enables man to direct his actions to human life’s goals,
knowing the right thing to do and applying it
b. Justice – the habit of giving each one his due with constant and perpetual will; gives
stability that man needs to work without fear and anxiety in the search for happiness
c. Fortitude – the habit of overcoming the difficulties and pressures of life in the pursuit
of good
d. Temperance – the habit of bringing the desires and natural inclination of man under
the control of reason
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 e. Industry – the habit of working hard and working under pressure
f. Loyalty – the habit of remaining true to your friends and to your principles (goals) in
times of difficulty
g. Responsibility – the habit of being accountable for one’s actions, duties, and
obligations; readiness to answer for the consequences of one’s actions
h. Cheerfulness – the habit of being optimistic, positive, always seeing the bright side of
things
i. Generosity – the habit of sharing the good that one has with other people; thinking
first of the people around him and looking for ways he can help and serve them
j. Magnanimity – the habit of having great ideals and ambitions of doing good; being
concerned with doing great deeds of service to others by devoting one’s life to serve
one’s country or to help people

C. Traits of Leadership

1. True leadership is the art of changing a group from what it is intro what it ought to be.
2. Leadership is the ability to recognize a problem before it becomes an emergy.
3. Leadership and learning are indispensable to each other.
4. Leadership is learning to give whether you get anything or not. If you ever give something
to get something, you are not giving in the true sense of the word, you are trading!
5. On the other side of the coin of leadership is loneliness, for he who is a leader must
always act alone, and acting alone means accepting everything alone.
6. Leadership is the ability to handle uncertainty.
7. What is “it”? This is the aspect of leadership that is concerned with outward appearance.
It means looking, dressing, and talking like a leader.
8. Leadership has nothing to do with ordering people around or directing their every move.
9. The climax of leadership is to know when to do what.

D. Qualities of a Good Leader

1. Good leaders enable people to feel and become empowered.

2. Good leaders inspire values of caring. In such a caring community, each person is valued.
3. Good leaders ensure that learning and competence matter.
4. Good leaders, particularly those in administration, create an atmosphere where work is
stimulating, challenging, and fun.
5. Good leaders help people feel a sense of unity.
6. Good leaders help members develop a sense of security and trust not only in the leader
but also in one another.
7. A good leader displays reliability and integrity.
8. A good leader is honest and trustworthy, and has integrity.
9. The best leaders use thinking to help members develop a set of intentions, outcomes,
goals, and directions.

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E. Characteristics of a Leader (taken from The Agile Manager’s Guide to Leadership by W.
Wadsworth)
1. have the will to lead rather than manage;
2. maintain high morale among their people;
3. inspire commitment and teamwork;
4. display, at times, energy, passion, and enthusiasm;
5. are focused and able to focus those they lead;
6. take prudent risks;
7. are honest with themselves;
8. carry on despite setbacks;
9. know their field and job in great depth;
10. work to instill values in their people;
11. orient themselves toward the customer;
12. take a long-term perspective;
13. invite input;
14. tolerate mistakes;
15. set standards and objectives;
16. remain calm under fire;
17. ensure that people have resources to do their job;
18. believe in themselves and their people;
19. initiate change rather than react to it;
20. take responsibility;
21. aren’t afraid to work side by side with good, ambitious people;
22. envision a better future;
23. don’t blame others;
24. have a “buck stops here” attitude;
25. want to win;
26. are curious and flexible;
27. test assumptions constantly;
28. don’t over control;
29. give subordinates leeway to act;
30. tolerate, if not invite, dissent;
31. believe they can affect the world for the better;
32. see opportunity in challenges;
33. make instinctive decisions based on experience; and
34. take time to teach people their point of view.

F. Leadership Styles
1. Authoritarian Leadership (Survival)
A leader makes a decision and announces it.
 A leader announces his decision with no feeling of responsibility or accountability
to share the reasons.

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 A leader presents decision but “Sells it to Members.”

 A leader announces his decision and shares the reason behind it, which has been
prepared in advance.

A leader presents a decision and invites questions for clarification.

 A leader announces his decision, but responds to questions for clarification on an

impromptu basis with a rationale to explain to the members. (This also refers to a
dialogue with no expressed willingness to change decisions.)

2. Consultative Leadership (Security)

A leader presents a tentative decision subject to change.
 A leader announces his “tentative” decisions and announces that he is open to
questions for clarification and discussion. (This refers to a dialogue with willingness
to change decision if necessary.)

A leader presents a situation, gets input, makes a decision.

 A leader identifies a situation or problem and moves into a facilitating role to

surface assumptions and suggestions, then moves out of facilitating role and
makes a decision.

A leader calls on members to make a decision, but holds on veto.

 A leader calls on the group to identify situations and limitations, explores and
makes a decision contingent on leader’s veto power.

3. Enabling Leadership (Participation)

A leader defines limits, calls on members to make a decision.
 A leader shares any “givens” (e.g. funds available, time parameter, etc.) and
facilitates a decision by members on basis of limitations.

A leader calls on members to identify limits, explore situation, and make a decision.

 A leader maintains a facilitating role by allowing members to identify a situation or

problem, identify limits, explore and make a decision.

G. Assessment of Current Leadership Qualities for Potential Leader (Maxwell J.C., 1995)

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 Direction: Answer the items by using the following scales.
0 – never 1 – seldom 2 – sometimes 3 – usually 4 – always

1. The person has influence. 0 1 2 3 4

2. The person has self-discipline. 0 1 2 3 4

3. The person has a good track record. 0 1 2 3 4

4. The person has strong people skills. 0 1 2 3 4

5. The person has the ability to solve problems. 0 1 2 3 4

6. The person does not accept the status quo. 0 1 2 3 4

7. The person sees the big picture. 0 1 2 3 4

8. The person has the ability to handle stress. 0 1 2 3 4

9. The person displays a positive spirit. 0 1 2 3 4

10. The person understands people. 0 1 2 3 4

11. The person is free of personal problems. 0 1 2 3 4

12. The person is willing to take responsibility. 0 1 2 3 4

13. The person is free from anger. 0 1 2 3 4

14. The person is willing to make changes. 0 1 2 3 4

15. The person has integrity. 0 1 2 3 4

16. The person is growing closer to God. 0 1 2 3 4

17. The person has the ability to see what has to be done next. 0 1 2 3 4

18. The person is accepted by us and other by leaders. 0 1 2 3 4

19. The person has ability and desire to keep learning. 0 1 2 3 4

20. The person has a manner that draws people. 0 1 2 3 4

21. The person has a good self-image. 0 1 2 3 4

22. The person has a willingness to serve others. 0 1 2 3 4

23. The person has to ability to bounce back when problems arise. 0 1 2 3 4

24. The person the ability to develop other leaders. 0 1 2 3 4

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 25. The person takes initiative. 0 1 2 3 4

TOTAL POINTS

Here is the grading scale:

90 – 100 Great leader (should be mentoring other good and great leaders)
80 – 89 Good leader (must keep growing and keep mentoring others)
70 – 79 Emerging leader (focus on growth and begin mentoring others)
60 – 69 Bursting with potential (excellent person to be developed)

Below 60 needs growth (may not be ready to be mentored as a leader) Category “below 60”
is the most difficult to judge. People in the group will never become leaders. The better leader
the evaluator is, the better will be his judgment of a person’s leadership potential.

H. Developing Potential Leaders

Developing potential leaders is a demanding work. It takes more attention and commitment
than either nurturing or equipping.

The following table show the differences in emphases in nurturing, equipping, and
development (Maxwell, 1995).

Table 2. Nurturing, Equipping, and Developing Potential Leaders

NURTURING EQUIPPING DEVELOPING

 All  Many  Few

 Little or No Growth  Short-Term Growth  Long-Term Growth
 A Desire  A Science  An Art
 Care  Training for Work  Training on Personal
Growth
 Relational  Transaction  Transformational
 Service  Management  Leadership
 Maintains Leadership  Adds Leadership  Multiplies Leadership
 Establishing  Releasing  Empowering
 Helping  Teaching  Mentoring
 Need-Oriented  Skill-Oriented  Character Oriented
 What They Want  What the Organization  What They Need
Needs

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 LEADERS AND LEADERSHIP
ACTIVITY SHEET

Name: ______________________________________ Date Submitted: ___________________

Course and Year: ______________________________Class Schedule: ____________________

Instructions: After reading, answer the following questions which describe you as a leader.
Write your answer either handwritten or computer-generated output. Submit your output to
NSTP Office as schedule.

1. From the list of virtues considered as a foundation of leadership, choose at least five (5)
virtues that are considered commendable qualities/traits that describe your habits.
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
_________________________________________

2. From the list of traits of leadership select the qualities of a good leader that describe you to
be a good leader.
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
_________________________________________.

3. Which of the characteristics listed best describe you as a leader of the community? Why
justify your answer.
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
_________________________________________

4. Which of the leadership styles do you consider effective? Explain briefly.

____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________

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 ____________________________________________________________________________
_________________________________________

5. In developing potential leaders, attention and commitment on nurturing and equipping are
given much consideration. Explain why.
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
________________________________________________________

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