LEADERSHIP

(CFLM)
LECTURER: SIR JERICHO SUAREZ, RCRIM. CLE TOP 2 - AUG 2024

AREA: LEA
 • Reflections can also mean letting
CFLM - LEADERSHIP, DECISION others make an
MAKING, MANAGEMENT &
ADMINISTRATION. • objective evaluation of you. Taking
some time off to
WHAT IS LEADERSHIP?
• think about life. Compare experience
• Ability of an individual or a group of of current and
individuals to influence and guide
• present to hopes of the future. You
followers towards a common
can never notice
organizational goal or objectives.
• those small defects until you pause
• Showing workers how to effectively
to examine
perform their responsibilities and
regularly supervising the completion • yourself.
of their tasks.
• Don't Tolerate Just Anything
WHAT IS SELF-LEADERSHIP?
• You should learn to be intolerant to
Is the first stage, allows leaders to prepare any
and set targets on their own, as well as to
control their own self to execute such • suggestions or ideas that don't suit
plans. your vision. It

For lower-level self-management enables • involves not tolerating negative

them to become effective and efficient factors such as
workers. • laziness, anxiety and many others in
SELF-LEADERSHIP your nature.

Self-leadership helps make individual THEORIES OF LEADERSHIP

decision-makers proactive, focused, and The first two demonstrate to a small number
autonomous. of people the nature of leadership, while the
People who do not have a strong sense of third is the dominant theory today.
self leadership tend to feel that they are not 1. TRAIT THEORY
in control of themselves, losing
concentration and easily get frustrated. Some personality traits may lead people
naturally into leadership roles.
DEVELOPMENT OF SELF-LEADERSHIP
2. GREAT EVENTS THEORY
Everybody is a future leader.
A crisis or important event can cause a
not an inborn trait, but it is developed person to rise to the occasion, putting forth
The following are the ways of developing extraordinary qualities of leadership in an
self -leadership: ordinary person.

1. Clarity of Purpose 3. TRANSFORMATIONAL OR PROCESS

LEADERSHIP THEORY
This means that each entity must have a
vision and be able to set it up. Today, it is the widely accepted theory.
People can opt for
Without clearly intent for your life, you will
end up lost in the middle of nowhere. leadership. People can learn the ability to
take leadership.
DEVELOPMENT OF SELF-LEADERSHIP
SUPERVISION and EVALUATION FOR
2. Aim at Success and Take Reasonable LEADERS
Risks
Ensures proper implementation of plans and
Risk-taking is a necessary part of life. policies by giving guidance and reviewing
Challenge yourself to take on challenging the performance of a job.
assignments.
Over-supervision: stifles initiative creates
Do not deter yourself or others from past resentment and
failures rather concentrate on success.
However, risks which are applicable to your decreases morale and motivation.
intent should be fairly measured. Under-supervision: leads to
• Spend Time to Reflect on Your Life miscommunication, lack of
coordination and the subordinates' Employees who work under a coercive boss
impression that the leader is not are unlikely to commit themselves, and
are more likely to resist the manager.
concerned with.
2. REWARD POWER:
EVALUATION
Might give people special benefits or
Evaluating is part of supervising. It is
incentives. Trading favors with him or her
defined as
might seem beneficial.
Assessing or measuring the value, quality, 3. LEGITIMATE POWER:
or significance of
The power a person receives in an
people ideas, or things.
organization's formal hierarchy
This means receiving feedback and
The person has the right to expect you to
understanding
comply with valid
the feedback on how well everything is
demands, given his or her status and your
being done.
job responsibilities.
TRAINING AND COACHING
4. EXPERT POWER: Influence based on
Training and coaching are two different special skills or knowledge.
things although some use them
Experience and knowledge give the person
interchangeably:
respect.
Training- Is a structured lesson designed to
5. REFERENT POWER: Influence based on
give people the
individual or
knowledge and skills to perform a task.
Desirable possession of wealth or
Coaching – Is a process designed to help personal traits. Sometimes this is seen as
the employee beauty, elegance, or appreciation.

develop more expertise and resolve 6. INFORMATIONAL POWER:

obstacles to
Providing information to others which leads
improving job performance. to thinking or acting in a new way.

THE SIX POINTS OF LEADERSHIP LEADERSHIP STYLES

POWER
1. TRANSACTIONAL LEADERSHIP
POWER:
Leaders who adopt this style rely on a
Ability a person has to control another's system of rewards and punishment to
actions motivate their followers.

such that he or she behaves according to This strategy is strongly disciplinary, and is
his or her wishes. often

• THE SIX POINTS OF LEADERSHIP called a leadership style of "telling“

POWER
Leader tells subordinates what to do.
• French Raven's (1959) Six Points 2. TRANSFORMATIONAL LEADERSHIP
of Leadership Power.
Empowering their workers to change,
• Coercive Power
leaders are trying to enhance or transform
• Reward Power the individual or group into which they lead.

• Legitimate Power This leadership style that can inspire

positive changes in those who follow
• Expert Power
Create a vision based on identified needs
• Referent Power and guide their teams toward that unified
• Informational Power goal through inspiration and motivation.

1. COERCIVE POWER – Power that is Focused on changing the systems and

based on fear. processes that aren’t working.

Can make things hard for humans. 3. SERVANT LEADERSHIP

• "Serve first and lead.“
It puts the needs and wellbeing of followers Is defined by a leader who uses their
first. communication skills, persuasiveness, and
charm to influence others.
In other words, these types of leaders adopt
a serve-first approach and growth mindset 9. COACH-STYLE LEADERSHIP
to prioritize their organization.
• A style defined by collaboration,
4. DEMOCRATIC LEADERSHIP support, and guidance.
“Participatory leadership.’’ Coaching leaders are focused on bringing
out the best in their teams by guiding them
Leaders prioritize working together and
through goals and obstacles.
actively engaging
10. COLLABORATIVE LEADERSHIP
their colleagues in the decision-making
process. • Is focused on encouraging people to
work together across functional and
Democratic leaders respect other people’s organizational boundaries.
ideas and feed back, and encourage
discussion of those inputs. Encourage collaboration with other teams
and departments to accomplish shared
About letting multiple people participate in goals.
the decision-making process.
PROBLEM-SOLVING VS. DECISION-
5. AUTOCRATIC LEADERSHIP
MAKING
Contrary to democratic leadership
• Problem-Solving Defined:
• "my way or the highway.“
Systematic process of recognizing and
• Absolute power and making dissecting a problem, devising potential
decisions on their subordinates' solutions, selecting the most suitable course
behalf. of action.

6. BUREAUCRATIC LEADERSHIP • Problem-Solving Process:

• “By the book.“ • Identify the problem: Understand the

root cause
• With this style of leadership, there is
a specified collection of boxes to • Generate possible solutions:
check to be a true leader. Brainstorm ideas

• Relies on a clear chain of command, • Evaluate each option: Assess

strict regulations, and conformation options based on effectiveness and
by its followers. As the name cost,
implies, this is a leadership style
• Select an appropriate course of
that’s commonly found in
action: Choose and implement the
government entities, as well as optimal solution,
military and public organizations.
• Decision-Making
7. LAISSEZ-FAIRE LEADERSHIP
Decision-making is selecting a course of
• This is a French word that translates action from various alternatives.
to "leave it be" which sums up this
hands-off leadership approach It involves collecting information, weighing
options,
Leaders let their team members make
decisions, solve problems and get their and choosing the best path toward
work done without having to worry about achieving desired outcomes.
their involvement.
• Decision-Making Process
8. CHARISMATIC LEADERSHIP
• Identify the need for a decision:
Such leaders use eloquent Recognize when a decision must be
communication and persuasion to unite a made and clarify who will be
team around a cause. involved.
Spell out their dream clearly and get other • Gather necessary data: Ensure you
people excited have all the information required to
make an informed decision.
 • Make the decision: Select the best • Minimize your emotions: Try to
option based on available data and minimize your personal feelings
professional judgment. about the decision.
• Commit to your decision: Once
• Communicate the decision: Inform
you've selected the best option,
relevant stakeholders about the
commit to that decision. Some
chosen course of action for
people take a long time deciding
implementation.
because they continually reevaluate
SIMILARITIES AND DIFFERENCES: their options.

• Satisfactory Solutions: Both DECISION-MAKING TECHNIQUES

processes strive to yield positive or
Decision-making techniques can be
neutral outcomes for addressing
separated into two broad categories:
challenges.
1. Group Decision-Making Techniques
• Problem-solving produces creative
solutions, whereas decision- 2. Individual Decision-Making Techniques
making focuses on immediate
choices among existing options. GROUP DECISION-MAKING

• Decision Making is the process of “Collaborative Decision-Making’’

identifying and choosing alternatives is a situation faced when individuals
based on the values, preferences collectively make a choice from the
and beliefs of the decision-maker alternatives before them.
which may come from identifying a
problem, gathering information, and The decision is no longer attribute to any
assessing alternative resolutions. single individual who is member of the
Every decision-making process group
produces a final choice, which may
INDIVIDUAL DECISION-MAKING
or may not prompt action.
• a person takes prompt decision.
GUIDES FOR QUICK OR FAST
DECISION MAKING • Individual decision-making is
quick and generally cost-effective,
HOW TO MAKE FASTER DECISIONS?
because it does not require
Here is a process for how to make faster gathering others and scheduling a
decisions in six steps: meeting or multiple meetings or
sending a single email
1. Determine the stakes
DECISION MAKING APPROACHES
2. Know your objective
RATIONAL OR ANALYTICAL APPROACH
3. Design criteria
• Exemplified by systematic decision-
4. Collect evidence making.
5. Minimize your emotions • Defines upfront success factors
6. Commit to your decision • Looks for details and objectively
• Determine the stakes: Figure out explores how each solution meets
the stakes or importance of your each success factor.
decision. INTUITIVE DECISION-MAKING
• Know your objective: Determine APPROACH
your ultimate goal in making the
decision. Keeping your aim in mind ▪ Relying on emotions and feelings.
throughout your decision-making ▪ Careful planning is not possible or
process can help you focus on the not desired.
factors and possibilities most
relevant to your goal. ▪ People will point to a "gut feeling"
• Design criteria: Create a set of or "hunch" as the cause for a
criteria that can help you evaluate choice, reflecting that explanation is
your various options. Select criteria not accessible through conscious
that relate to your ultimate goal. thought.
• Collect evidence: Gather relevant
RANDOM OR CHANCE APPROACH
facts, data and information.
 ▪ In this approach a decision is made This style is a well rounded decision
on impulse, without thought. making strategy that can be time
consuming.
▪ Flipping a coin or using a "decision
wheel" would be representative of 3.CONCEPTUAL DECISION-MAKING
employing this approach.
Conceptual decision makers promote
▪ It is sometimes considered a innovative thinking and teamwork and
dependent style because this take a wide variety of viewpoints into
approach can promote denial of consideration.
responsibility.
These decision makers are based on
TYPES OF DECISION success and want to look well into the future
when it comes to making critical decisions.
1. Avoiding – it is when one decision-
making option is to make no choice at all. 4. BEHAVIORAL DECISION-MAKING
There are several reasons why the decision
Like the conceptual method, behavioral
maker might do this:
decision-is group-oriented; however, the
a. There is insufficient information to community is given the choices available
make a reasoned choice between to them, rather than brainstorming
alternatives. alternative solutions.
b. The potential negative consequences MANAGEMENT AND ADMINISTRATION
of selecting any alternative outweigh the
ADMINISTRATION
benefits of selecting one.
Gulick and Urwick - Pioneers of “The
c. No pressing need for a choice exists
Science of Administration”. In this book,
and the status quo can continue without
they have described the major functions of
harm.
administration using the acronym
d. The person considering the alternatives POSDCoRB
does not have the authority to make a
decision. ▪ Planning – working out in broad
outline the things that need to be
2. Problem Solving – It refers to the desire done Process of selecting goals
to reach a definite goal from a present and determining how to achieve
condition. Problem solving requires them.
problem definition, information analysis
and evaluation, and alternative selection. ▪ Organizing – establishment of the
formal structure of authority
3. Problem Seeking – it is when decision through which work subdivisions
makers must return to the starting point and are arranged, defined, and
respecify the issue or problem they want coordinated for the define
to address objective. Involves determination
and allocation of the men and
FOUR STYLES OF DECISION-MAKING
women as well as the resource.
1. DIRECTIVE DECISION-MAKING
▪ Staffing –The task of providing
Instead of going to others for more detail, competent men to do the job and
their decisions are rooted in their own choosing the right men for the
intelligence, experience and reasoning. right job

The upside to this style is that decision- ▪ Directing – task of making

making is fast, ownership is transparent, decisions and embodying them in
and no extra communication be is specific and general orders and
needed. instructions and serving as the
leader of the enterprise.
2. ANALYTIC DECISION-MAKING Overseeing and supervising of the
Analytic leaders, for example, rely on human resources.
direct observation, data, and facts to ▪ Coordinating - the all-important
back their decisions. duty of interrelating the various
Like decision-makers in the guideline, parts of the work.
however, an analytic decision maker may ▪ Reporting – is keeping those to
seek information and advice from others whom the executive is
to affirm or refute their own expertise. responsible informed as to what
is going on,
 ▪ Budgeting – with all that goes of perfection which is considered
budgeting in the form of fiscal acceptable.
planning, accounting, and control.
MANAGEMENT AS A GROUP
The forecasting in detail of the
results of an officially recognized ▪ In any way, the concept of
program of operations based on the management suggests that it is a
highest reasonable expectations of group. In general, administrative
operating efficiency functions are not performed by
one person alone.
MANAGEMENT
MANAGEMENT AS A SCIENCE
Management pertains to the utilization of
available resources in an organization to ▪ One of the features which indicates
achieve its organizational objectives. that science and management are
the same is the universal
MANAGEMENT PROCESSES acceptance of scientific laws are
The management process involves the same in every case and in every
Planning – Organizing – Leading – part of the world.
Controlling the use of organizational
resources to achieve high performance ▪ On the other hand, management has
results its fundamental principles that are
universally accepted and
MANAGEMENT implemented in every situation or
P-O-L-C enterprise.
1. Planning is the process of setting ▪ An example of that is the Unity of
performance objectives and identifying the Command Principle.
actions needed to accomplish them.
MANAGEMENT AS A PROFESSION

2. Organizing is the process of dividing ▪ Management is also an occupation

the work to be done and coordinating as it has characteristics that allow it
results to achieve a desired purpose. to be so.
▪ A profession is called a career in
3. Leading is the process of directing and which one acquires knowledge
coordinating the work efforts of other and undergoes training series to
people to help them accomplish important fit perfectly into that role.
task. THE MANAGER
4. Controlling is the process of
monitoring performance, comparing TOP-LEVEL MANAGERS
results to objectives and taking corrective
As you would expect, top-level managers
action as necessary
are the “bosses” of the organization. They
MANAGEMENT AS A DISCIPLINE have titles such as chief executive officer
(CEO), chief operations officer (COO), chief
▪ Management is a discipline marketing officer (CMO), chief technology
because it includes learning the officer (CTO), and chief financial officer
procedures and values required to (CFO).
perform official administrative
duties. Top managers are ultimately responsible
for the long-term success of the
▪ Management is also being taught, organization. They set long-term goals and
as with other research or discipline define strategies to achieve them. They will
courses, at numerous institutes make the decisions that affect the whole
and universities around the world. company such as financial investments,
MANAGEMENT AS AN ART mergers and acquisitions, partnerships
and strategic alliances, and changes to
▪ Management is also known to be an the brand or product line of the
art, because both share similar organization.
characteristics. Art is a structured
body of knowledge that requires MIDDLE MANAGERS
imagination and expertise. Middle managers have titles like
▪ An artist often needs constant department head, director, and chief
practice in order to become supervisor. They are links between the
faultless or achieve a degree of top managers and the first-line managers
and have one or two levels below them.
Middle managers receive broad strategic
plans from top managers and turn them
into operational blueprints with specific
objectives and programs for first-line
managers.
FIRST-LINE MANAGERS
First-line managers are the entry level of
management, the individuals “on the line”
and in the closest contact with the
workers. They are directly responsible for
making sure that organizational
objectives and plans are implemented
effectively. They may be called assistant
managers, shift managers, foremen,
section chiefs, or office managers.
TEAM LEADERS
A team leader is a special kind of manager
who may be appointed to manage a
particular task or activity. The team
leader reports to a first-line or middle
manager.