LEADERSHIP AND CHARACTER
DEVELOPMENT
DECISION MAKING AND
PROBLEM SOLVING
Course Overview
1.5 unit-course
7:30-3:30
Gadgets and electronic devices are not
allowed. Demerit of grades will be heavily
imposed
Methods of assessments: Quizzes, case
studies, groupwork/individual works,
research paper and major exams
Course overview
This course provides a unique opportunity for
Public Safety professionals and cadets to develop
and refine their leadership skills.
This will help students and officers live curious
and develop creative problem solving skills
necessary not only for careers but to the
community they are serving.
Problem Solving and Decision Making
Define Leadership
LEADERSHIP
the behavior of an individual, directing the
activities of a group toward a shared goal
(Hemphill and Coons, 1957)
is exercised when persons mobilize institutional,
political, psychological, and other resources so as
to arouse, engage, and satisfy the motives of
followers (Burns, 1978)
LEADERSHIP
it is about articulating visions, embodying
values, and creating the environment within
which things can be accomplished (Richard and
Engle, 1986)
is the ability to step outside the culture, to start
evolutionary change processes that are more
adaptive (Schein, 1992)
Contesting views on the definition of
LEADERSHIP
terms used like power, authority,
management, administration, control and
supervision (Janda, 1960)
why people emerged as leaders?
what make leaders effective?
Leadership vs Management
What is the difference between leader and
manager?
Leadership vs Management
Leaders value flexibility, innovation and
adaptation; they care about people and
economic outcomes, and they have longer-
term perspective with regard to objective
and strategies
Managers value stability, order and
efficiency, and they are impersonal, risk
adverse, and focused on short-term results.
Indicators of Leadership Effectiveness (Profile)
Characteristics of the Leader
Traits (motives, personality, values)
confidence and optimism
Skills and expertise
Behavior
Integrity (honesty, behavior consistent with
values)
Influence tactics
Attribution about followers
Indicators of Leadership Effectiveness (Profile)
Characteristics of the Followers
Traits (needs, values, self-concept)
Confidence and optimism
Skills and expertise
Attributions about the leader
Trust in the leader
Task commitment and effort
Satisfaction with job order and leader
Indicators of Leadership Effectiveness
(Profile)
Characteristics of the Situation
Type of organizational unit
Size of unit
Position, power, and authority of leader
Task structure and complexity
Task interdependence
Organizational culture
Environmental uncertainty
External dependencies
National culture values
Activity 1.1
Title of Assessment: “Reflected Best Self”
Directions:
Identify your unique strengths and talents by
requesting feedback from 4-5 classmates (very
close, somewhat close, not too close or not close
at all)
Ask them to identify your leadership
strengths/weaknesses
Present the findings in class
Leadership Theories and Styles
Participative Leadership
use of various decision procedures that allow
other people some influence over the leader’s
decisions.
Some aspects of this method are consultation,
joint decision making, power sharing,
decentralization, empowerment and democratic
management (Yuki, 1971)
Participative Leadership
Varieties of Participation
1. Autocratic Decision- the manager makes a
decision alone without asking for the opinions or
suggestions of other people, and these people have
no direct influence on the decision; there is no
participation.
2. Consultation- the manager asks other people for
their opinions and ideas, then makes the decision
alone after seriously considering their suggestions
and concerns.
Participative Leadership
Varieties of Participation
3. Joint Decision- the manager meets with others to
discuss the decision problem and make a decision
together; the manager has no more influence over the
final decision than any other participant.
4. Delegation- the manager gives an individual or
group the authority and responsibility for making a
decision; the manager usually specifies within which
the final choice must fall, and prior approval may or
may not be required before the decision can be
implemented.
Potential Benefits of Participation
1. Decision quality
2. Decision acceptance
3. Satisfaction with the Decision Process
4. Development of Participant Skills
DELEGATION
involves the assignment of new
responsibilities to subordinates and
additional authority to carry them out.
include the variety and magnitude of
responsibilities, the amount of discretion or
range of choice allowed in deciding how to
carry out responsibilities.
Potential Advantages of Delegation
improve decision quality if a subordinate
has more expertise in how to do task than the
manager.
greater subordinate commitment to
implement decisions effectively.
delegation of additional responsibilities and
authority can make a subordinate’s job more
interesting, challenging and meaningful.
How to Delegate?
1. Delegate tasks that are urgent but not high
priority
2. Delegate tasks relevant to a subordinate’s
career
3. Delegate tasks of appropriate difficulty
4. Delegate both pleasant and unpleasant
tasks
5. Delegate tasks not central to the manager’s
role
Critical Thinking Questions
Try to think of a number of great leaders
you know of. Do they all have a negative
or potentially dangerous side to them?
Should you try to fit the managerial style
of a Public Safety Officer to fit the
situation or find an officer with the
appropriate style to fit the situation?
LEADERSHIP THEORIES AND STYLES
1. LPC CONTINGENCY MODEL/SCORE
this describes how the situation moderates the
relationship between leadership effectiveness and
a trait measure called the least preferred coworker
(LPC) score
LPC score is determined by asking a leader to
think of all past and present coworkers, select the
one with whom the leader could work least well,
and rate this person on a set of bipolar adjective
scale (friendly-unfriendly, cooperative-
uncooperative, efficient-inefficient)
LPC CONTINGENCY MODEL/SCORE
Situational Variables
1. Leader-member relations- the extent to which
subordinates are loyal, and relations with
subordinates are friendly and cooperative
2. Position power- leader has authority to
evaluate subordinate performance and
administer rewards and punishments
3. Task structure- standard operating procedures
are in place to accomplish the task
LEADERSHIP THEORIES AND STYLES
2. PATH-GOAL THEORY OF LEADERSHIP
this explains on how the behavior of a leader
influences the satisfaction and performance of
subordinates.
The effect of a leader’s actions on subordinate
satisfaction is not necessarily the same as the
effect on subordinate performance, it may affect
situation and performance or both differently, or
one but not the other.
PATH-GOAL THEORY OF LEADERSHIP
Expectancy theory
used to explain how a leader can influence
subordinate satisfaction and effort
describes work motivation in terms of a rational
choice process in which a person decides how
much effort to devote to the job at a given period
of time.
Expectancy- perceived probability of an outcome
Valence- desirability of an outcome
Path Goal Theory of Leadership
Leader Behaviors
1. Supportive Leadership- giving consideration to the
needs of the subordinates, displaying concern for their
welfare
2. Directive Leadership- letting subordinates know
what they are expected to do, giving specific guidance
3. Participative Leadership- consulting with
subordinates and taking their opinions
4. Achievement-oriented Leadership- setting
challenging goals, seeking better performance,
emphasizing excellence
LEADERSHIP THEORIES AND STYLES
3. Situational Leadership Theory
Hersey and Blanchard (1997) proposed the theory that
specifies the appropriate type of leadership behavior for
different levels of subordinate “maturity” in relation to
the work.
A high-maturity subordinate has both the ability and
confidence to do the task, whereas a low-maturity
subordinate lacks ability and self-confidence.
Readiness- the extent to which a follower possesses the
ability and willingness to complete a task.
Willingness- a combination of confidence, commitment
and motivation.
Transactional and Charismatic Leaders
Transactional leader- seen as engaging in
behaviors that maintain a quality interaction
between themselves and followers
Charismatic leader- emphasizes symbolic
leader behavior, visionary and inspirational
messages, non-verbal communication, appeal to
ideological values, display of confidence in self
and followers, and leader expectations for
follower
Activity 1.2
Individual work. Use a ½ page of yellow
paper
Question: What kind of a leader are you?
Activity 1.3
Directions.
For each statement, indicate the extent to
which you agree or disagree with it by
selecting one number from the scale provided
there are no right or wrong answers
Add you total score for the 20 items
SCALE
1 --------------------- strongly disagree
2 --------------------- disagree
3 --------------------- neither agree nor disagree
4 --------------------- agree
5 --------------------- strongly agree
1 It is enjoyable having people rely on me for ideas and 1-2-3-4-5
suggestions
2 It would be accurate to say that I have inspired other people 1-2-3-4-5
3 It is a good practice to ask people provocative questions about 1-2-3-4-5
their work
4 It is easy for me to compliment others 1-2-3-4-5
5 I like to cheer people up even when my own spirits are down 1-2-3-4-5
6 What my team accomplishes is more important than my 1-2-3-4-5
personal glory
7 Many people intimate my ideas 1-2-3-4-5
8 Building team spirit is important to me 1-2-3-4-5
9 I would enjoy coaching other members of the team 1-2-3-4-5
10 It is important to me to recognize others for their 1-2-3-4-5
accomplishments
11 I would enjoy entertaining visitors to my workplace even if it 1-2-3-4-5
interfered with my completing report
12 It would be a fun for me to represent my team at gatherings 1-2-3-4-5
outside our department
13 The problems of my team mates are my problems too 1-2-3-4-5
14 Resolving conflict is an activity I enjoy 1-2-3-4-5
15 I would cooperate with another unit 1-2-3-4-5
16 I am an idea generator on the job 1-2-3-4-5
17 It is fun for me to bargain whenever I have the opportunity 1-2-3-4-5
18 Team members listen to me when I speak 1-2-3-4-5
19 People have asked me to assume the leadership of an activity 1-2-3-4-5
several times in my life
20 I have always been a convincing person 1-2-3-4-5
Interpretation
90-100= high readiness for the leadership role
60-89 = moderate readiness for the leadership
role
40-59 = some uneasiness with the leadership role
39 or less= low readiness for the leadership role
Question.
1. Do you agree with the interpretation of your
readiness to assume the leadership role?
