GOOD

MORNING! 
THAT’S
ME!
MECHANICS:
THE PRESENTER WILL SHOW
A STATEMENT AND WHOEVER
IT APPLIES TO WILL SAY OR
TYPE ON THE CHAT BOX,

“THAT’S ME!”
YOU ARE 30
YEARS OR
OLDER?
HAS A BIRTHDAY
THIS MONTH
IS AFRAID OF
HEIGHTS
CAN PLAY MUSICAL
INSTRUMENT
THE ONLY CHILD
NOT HAVING
INTEREST IN WORK
OR STUDY
READY TO BECOME A
LEADER SOMEDAY
THE IMPACT OF
LEADERSHIP
DEVELOPMENT
● Leadership and Values
towards a model for
leadership development
● The management and
leadership framework

Discussant: Jason C.
Palambergo
MAED 308
THE IMPACT OF
LEADERSHIP
DEVELOPMENT
 13

BETTER BUSINESS FINANCIAL

PERFORMANCE

Investing in leadership is instantly

visible in a number of areas that have a
direct impact on a company’s bottom line.
When priorities are aligned with the goals
of the business, project execution
improves, people are more engaged and
productive, waste is reduced, and
effective systems for long-term
improvement can be put in place.
 14

RECRUITING AND RETAINING

TOP TALENT
The impact of leadership
development also includes enhanced
employee engagement, improvement
in the company’s ability to deal with
talent pool shortfalls, and a reduction in
problems and expenses associated
with attrition.
 15

SUCCESSFUL STRATEGY
EXECUTION
The implementation of a strategic plan in
order to achieve corporate goals is known as
strategy execution. This includes the
everyday structures, methods, and
organizational activities that will help your
team succeed. Unfortunately, even the best
strategic plans can fail if they are not
executed properly and are not led by an
effective leader.
 16

IMPROVE COMPANY
RESILIENCE
People’s ability to lead in a disruptive world
improves with leadership development.
Employees turn to their leaders for
leadership when unexpected situations occur
or when a sudden shift takes the
organization by surprise. Unfortunately,
according to a PwC survey, 95% of
corporate leaders believe their crisis
management capabilities could be improved.
LEADERSHIP AND VALUES
TOWARDS A MODEL FOR
LEADERSHIP
DEVELOPMENT
 18

1. WHAT ARE LEADERSHIP

VALUES?

2. WHY ARE LEADERSHIP

VALUES IMPORTANT?
 19

14 LEADERSHIP VALUES
1.INFLUENCE - refers to the ability to
encourage, motivate and guide others to think
or act in a specific way to achieve certain goals
2. VISION - refers to knowing what your goals
and objectives are and having a clear plan for
achieving those goals.
 20

14 LEADERSHIP VALUES

3. HONESTY - refers to the ability to discuss topics

with others in a clear and truthful manner.

4. PASSION - is the feeling of fulfillment and motivation

that drives you to continue to work to achieve your goals
even when you face challenges or unexpected setbacks.
 21

14 LEADERSHIP VALUES

5. INTEGRITY - refers to being genuine and honest

and deciding to do the right thing at all times.

6. DEDICATION - is a commitment to a specific

task, principle or goal.
 22

14 LEADERSHIP VALUES

7. EMPATHY- refers to the ability to understand the feelings

and emotions of others and to respond to their actions and
behaviors in a way that shows your understanding of their
feelings.
8. PERSON DEVELOPMENT - refers to the act of continued
learning, education and personal growth.
 23

14 LEADERSHIP VALUES

9. SERVICE - refers to the act of doing something to

help someone else.

10. RESPECT - refers to feelings of admiration for their

qualities, abilities or achievements and to regard the rights,
wishes and feelings of others.
 24

14 LEADERSHIP VALUES

11. RESILIENCE - is the ability to face adversity and

quickly recover from setbacks, challenges and
obstacles that you encounter.

12. ADAPTABILITY - means being prepared to accept

and respond to change when it occurs.
 25

14 LEADERSHIP VALUES

13. AUTHENTICITY - refers to being genuine and

honest in what you say and do.

14. HUMILITY - allows leaders to remain humble and

remain ethical and morally sound.
 26

“THE LEADERSHIP
AND MANAGEMENT
FRAMEWORK
”
 27

WHAT ARE THE GOOD

CHARACTERISTICS OF GOOD LEADERS?

WHAT ARE THE GOOD

CHARACTERISTICS OF A GOOD
MANAGER?
 28

HOW ARE LEADING AND MANAGING THE

SAME AND DIFFERENT?

 “Management is doing
things right. While
leadership is doing the
right thing.” -Peter Drucker
 29

HOW ARE LEADING AND MANAGING

THE SAME AND DIFFERENT?
LEADING MANAGING

• enabling others to • planning and using

face challenges resources
and achieve results efficiently to
in complex produce intended
conditions. results.
 30

REFLECTING ON LEADERSHIP
AND MANAGEMENT

 LEADERSHIP AND MANAGEMENT ARE TWO DISTINCTIVE AND

COMPLEMENTARY SYSTEMS.
 EACH HAS ITS OWN FUNCTIONS AND CHARACTERISTIC
ACTIVITIES.
 BOTH ARE NECESSARY FOR SUCCESS IN AN INCREASINGLY
COMPLEX AND VOLATILE ENVIRONMENT.

- JOHN KOTTER, “WHAT LEADERS REALLY DO.”

 31

LEADING AND MANAGING

FRAMEWORK
LEADING 32

SCANNING
- Identify client and stakeholder needs and
priorities.
- Recognize trends, opportunities, and risks that
affect the organization.
- Look for the best practices.
- Identify staff capacities and constraints.
- Know yourself, your staff, and your organization –
values, strengths, and weaknesses.
LEADING 33

FOCUSING
- Articulate the organization’s mission and
strategy.
- Identify critical challenges.
- Links goals with the overall organizational
strategy.
- Determine key priorities for action.
- Create a common picture of desired results.
LEADING 34

ALIGNNING/MOBILIZING
- Ensure congruence of values, mission,
strategy, structure, systems, and daily
actions.
- Facilitate teamwork.
- Unite key stakeholders around an inspiring
vision.
- Links goals with rewards and recognition.
- Enlist stakeholders to commit resources.
LEADING 35

INSPIRING
- Match the deeds to words.
“Walk the talk.”
- Demonstrate honesty in interactions.
- Show trust and confidence in staff, acknowledge
the contributions of others.
- Provide staff with challenges, feedback, and
support.
- Be a model of creativity, innovation, and learning.
MANAGING 36

PLANNING
- Set short-term organizational goals and
performance.
- Objectives
- Develop multi-year and annuals plans.
- Allocate adequate resources.
 Money, people, and materials
- Anticipate and reduce risks.
MANAGING 37

ORGANIZING
- Ensure a structure that provides accountability and
delineates authority.
- Ensure that organizational systems effectively
support the plan.
 Human resource management, finance, logistics,
quality assurance, operations, information,
marketing, etc.
- Strengthen work processes to implement the plan.
- Align staff capacities with planned activities.
MANAGING 38

IMPLEMENTING
- Integrate systems and coordinate workflow.
- Balance competing demands
- Routinely use date for decision making.
- Coordinate activities with other programs
and sectors.
- Adjust plans and resources as
circumstances change.
MANAGING 39

MONITORING & EVALUAITNG

- Monitor and reflect on progress

against plans.
- Provide feedback.
- Identify needed changes.
- Improve work processes, procedure,
and tools.
 40
INTEGRATED FRAMEWORK: LEADING
AND MANAGING FOR RESULTS
 41
LEADING AND MANAGING PRACTICES AFFECT
THE RESULTS OF OUR WORK
THANK
YOU