Leadership,

Management
& Analytical
Thinking
What is a Leader and Leadership
What is a Manager & Management
Principles of Leadership and Mgt
Difference between a Boss &Leader
Four (4) functions of Management
Exemplary Leadership Practices
What is a Leader?
Leader is "a person who influences a
group of people towards the achievement of
a goal". A mnemonic for this definition
would be 3P's - Person, People and Purpose
as illustrated later.

What is Leadership?

- is a pattern of behavior that

anyone can use to “mobilize others to
achieve extraordinary results”
3Ps of LEADERSHIP
A requirement for
To be a leader, a leadership is personal
person must have a vision - the ability to
deep-rooted Purpose visualize your goal as an
commitment to the goal accomplished fact; a thing
that he will strive to already achieved.
achieve it even if nobody
follows him!
Committed to To achieve

People
Person

Influences
A leader by its
meaning is one who How do you win their To be a leader, one must
goes first and leads by trust? Why would others have followers. To have
example, so that trust you? Most followers, one must have
others are motivated important, are you worthy their trust.
to follow him of their trust?
 “ People who become Leaders
don’t always seek the challenges
they face. CHALLENGES also
seek LEADERS…”

“Leadership is not about

personality; it’s about behavior”
EXEMPLARY LEADERSHIP PRACTICES
Model the
Way

Inspire a
Encourage
shared
the Heart
Vision

Enable
Challenge
others to
the process
Act
 Model the Way

“Leading means you have to be a good example, and

live what you say” … Tom Brack
Exemplary leaders know that if they want to gain
commitment and achieve the highest standards, they must be
models of the behavior they expect of others.

Leaders model the way.

Set a Personal Example

Live by the Organization’s Belief and Values

“ WALK the TALK”

It also seek the meaning of WORK and the FEELING toward
Work.
“ I am excited each morning to go to work…”
“ Haay naku,….. I wish I could retire na..”

Allan – because necessity, no choice.. If there’s ill get out

Belen- get something out of it – prof, growth, prestige, social
network, and experience is enjoyable
Caloy- Martyr ako.. i know that what I am doing is beneficial to
the world, I may not like it but I will not abandon
Dina-this is my passion. I don’t mind doing the this al the time
and forever.The money is not a consideration
Eddie- …Maayo nalang ni kontra naa ra sa balay…
 When the process gets tough, a
Leader get its hands dirty. A boss
tells others what to do; a leader
shows it can be done.
 Inspire a Shared
Vision
 share you vision in words that can be understood
by your followers.

Aligning Team Vision to the Organization’s need

Connect Team/office to the Big Picture

Create image of a positive future
Show enthusiasm and sincerity
Appeal to the common ideals
Vision – an inspirational description of what an
organization would like to achieve or accomplish in
the mid-term or long-term future.

Characteristics of a Vision Statement

o Brief
o Clear and Concise
o Abstract, Yet Challenging
o State Organization’s purpose
o Future-Focused
o Sets a desired goal
o Matches organization’s success measures
BLGF VISION STATEMENT

“ Bureau of Local Government Finance of the

Department of Finance is the focal agency//
and an authority in local finance// that aims
to be at the forefront// of local economic
growth// leading the way// towards national
development”
 BLGF MANDATE
Under EO 127, the BLGF is mandated
to perform the following functions:
Assist in the formulation and implementation of policies
on local government revenue administration and fund
management
Exercise administrative, technical supervision and
coordination over the treasury and assessment operation of
local government;
Develop or implement plans and programs for the
improvement of resource management system, collection
enforcement mechanisms and credit utilization schemes at
the local levels
 BLGF MANDATE
Provide consultative services and technical
assistance to the LGU and the general public
on local taxation, real property assessment
and other related matters
Exercise line supervision over its Regional
Offices and the local treasury and assessment
and other related matters
Perform such other tasks or functions as
maybe assigned by the Secretary of Finance
 Challenge the process

 find a process you believe needs to be

improved the most.

Creating an environment of continuous improvement

 Always look for Ways to improve

Teach team simple tool for improvement
 Encourage experimentation and learning
 Promote external and internal communication
 Enable others to Act

 Give them the tools, authority and methods to

solve problems themselves.

Develop and empower people

 Develop individual and Team skills and abilities
 Be open-minded and respectful of individual and Team
 Empower People – DELEGATE
 Develop and maintain a climate of trust
 Enable others to Act

Managing Multi-Generations
 Traditionalist – Born before 1946
 Baby Boomers – Born between 1946 and 1964
 Generation X – Born between 1965 and 1980
 Generation Y – Born between 1981 and 2000

 all of them have Strengths, Perceived Weakness and

How to Manage Them
 Encourage the Heart

Share the glory with your followers' heart, keep the

pains in your heart – Human Relations:

The six most important words: "I admit I made a mistake."

The five most important words: "You did a good job."
The four most important words: "What is your opinion?"
The three most important words: "If you please."
The two most important words: "Thank you,"
The one most important word: "We"
The least important word: "I"
 Encourage the Heart

Motivating Achievements
 Give Praise to reinforce desired behavior
 Provide Opportunities to achieve results
 Recognize and Appreciate
 Communicate high expectations
 Types of Leadership Behaviors

TASK BEHAVIOR RELATIONSHIP BEHAVIOR

Directing others on what Engaging in two-way

to do, how to do it, when Communication, including
and where to do it, who is Listening, facilitating, helping
to do it supporting
The Three Most Important Keys of Leadership:

Studies have shown that trust and confidence in top leadership

is the single most reliable predictor of employee satisfaction in
an organization.

Effective communication by leadership in three critical areas is the

key to winning organizational trust and confidence, and involves:

1. Helping employees understand the organization’s overall strategy.

2. Helping employees understand how they contribute to achieving
key organization’s objectives.
3. Sharing information with employees on both how the organization
is doing and how an employee's own division or department is
doing - relative to strategic objectives of the organization.

So basically, you must be trustworthy and you have to be able to

communicate a vision of where you are going.
 Effective Leadership Practices:
Directive Behavior
 Set goals or objectives
 Makes clear the role each person will play in the
accomplishment of the task
 Plans work in advance to be accomplished by the
follower
 Organize resources
 Sets time lines for future work
 Determines methods of evaluation and standards of
performance
 Shows or tells a follower how to do a specific tasks
 Checks to see if work is done properly and on time

Chart 21
 Effective Leadership Practices:
Supportive Behavior
 Listen to the problems of the follower (job or non-job related)
 Praises the follower for task accomplishment
 Asks for suggestions or inputs for task accomplishment
 Encourages or reassures the follower that he/she can do he
task
 Communicates information about the total organization’s
operations
 Discloses information about self (job or non-job related)
 Facilitates follower problem-solving in task accomplishment
 Communicates and demonstrates appreciation for task
well done.
Chart 22
Principles of Leadership:
 Know yourself and seek self-improvement.
In order to know yourself, you have to understand your "be", "know",
and "do" attributes. This is possible by continually strengthening your
attributes by reading and self-study.
 Be technically proficient.
As- awhat
Be leader, youismust
he/she know
(beliefs your job and have a solid familiarity with
and values),
your -employees'
Know what he/shejobs.
knows (job, tasks, human nature),
 Seek responsibility
Do - what and take
he/she does (implement, responsibility
motivate, for your actions.
and provide direction)
Search for ways to guide your organization to new heights. And when
things go wrong, do not blame others.
 Make sound and timely decisions.
Use good problem solving, decision-making, and planning tools.
 Set the example.
Be a good role model for you employees. They will believe what they
see - not what they hear.
Principles of Leadership:

 Know your people and look out for their well-being.

Know human nature and the importance of sincerely caring for your
workers.
 Keep your people informed.
Know how to communicate with your people, seniors, and other key
people within the organization.
 Develop a sense of accountability, ownership and
responsibility in your people.
These traits will help them carry out their professional responsibilities.
 Ensure tasks are understood, supervised, and
accomplished.
Communication is the key to this responsibility.
 Train your people as a team.
By developing team spirit, you will be able to employ your organization,
department, section, etc. to its fullest capabilities.
What is a Manager?

a person responsible for controlling

or administering all or part of an
organization.

What is Management?

Management in organizations is the function

that coordinates the efforts of people to
accomplish goals and objectives by using
available resources efficiently and effectively.
 14 Principles of Management
1. Division of Work
In practice, employees are specialized in different areas and
they have different skills
2. Authority and Responsibility
In order to get things done in an organization, management has
the authority to give orders to the employees

3. Discipline
This third principle is about obedience. It is often a part of the
core values of a mission and vision in the form of good conduct
and respectful interactions.

4. Unity of Command
The management principle ‘Unity of command’ means that an
individual employee should receive orders from one manager
and that the employee is answerable to that manager
5. Unity of Direction
This management principle is all about focus and unity. All
employees deliver the same activities that can be linked to the
same objectives
6. Subordination of Individual Interest
Indicates that personal interests are subordinate to the
interests of the organization (ethics).
7. Remuneration
This management principle argues that the remuneration should
be sufficient to keep employees motivated and productive

8.The Degree of Centralization

Management and authority for decision-making process must
be properly balanced in an organization. This depends on the
volume and size of an organization including its hierarchy.
9. Scalar Chain
“hierarchy” management principle states that there should be
a clear line in the area of authority (from top to bottom and
all managers at all levels)

10. Order
Employees in an organization must have the right resources at
their disposal so that they can function properly in an
organization.
11. Equity
The management principle of equity often occurs in the core
values of an organization. Employees must be treated kindly and
equally.
12. Stability of Tenure of Personnel
This management principle represents deployment and managing
of personnel and this should be in balance with the service that
is provided from the organization.
13. Initiative
Employees should be allowed to express new ideas. This
encourages interest and involvement and creates added value
for the organization

14. Esprit de Corps

The management principle ‘esprit de corps’ stands for striving
for the involvement and unity of the employees. Managers are
responsible for the development of morale in the workplace;
individually and in the area of communication.
 Difference bet. a Management &Leadership
Leadership and management must go hand in hand. They are
not the same thing. But they are necessarily linked, and
complementary. Any effort to separate the two is likely to cause
more problems than it solves

The manager’s job is to plan, organize and

coordinate. The leader’s job is to inspire and
motivate
The manager administers; the leader innovates
The manager maintains; the leader develops

 The manager focuses on systems and structure;

the leader focuses on people.
The manager relies on control; the leader inspires
trust
The manager asks how and when; the leader
asks what and why

The manager has his or her eye always on the

bottom line; the leader’s eye is on the horizon.
The manager imitates; the leader originates

The manager accepts the status quo; the leader

challenges it
The manager does things right; the leader
does the right thing
 The Difference between a Boss and Leader

The Boss DEMANDS Leaders COACHES

Boss relies on AUTHORITY Leaders relies on GOODWILL
Boss issued ULTIMATUM Leaders generates ENTHUSIAM
Boss says “I” Leaders says “WE”
Boss USES PEOPLE Leaders DEVELOPS PEOPLE
Boss TAKES CREDIT AND Leaders GIVES CREDIT and TAKES
PLACES THE BLAME THE BLAME
Boss says “GO.. MY WAY IS Leaders say “LET’S GO..
THE ONLYWAY” STRENGTH IN UNITY”
Tips:

Leadership and management must go hand in hand.

Workers need their managers not just to assign
tasks but to define purpose.
Managers must organize workers, not just to
maximize efficiency, but to nurture skills, develop
talent and inspire results.
Effective management and leadership involve
creative problem solving, motivating employees
and making sure the organization accomplishes
objectives and goals.

FIVE(5) functions of management and

leadership:
planning
organizing
staffing
coordinating
controlling.
FOUR(4) functions of MANAGEMENT

Planning
Organizing
Leading
Controlling.
 PLANNING

When mgt is reviewed as a process, planning is the

first function performed by a manager. The work of
a manager begins with the setting of objectives of
the organization and goals in each area of the
organization

A plan is a predetermined course of action to

accomplish the set objectives. It is today’s
projection for tomorrow’s activity
 PLANNING
ACTIVITIES:

Forecasting
Creating Strategies
Creating Objectives
Tasking
Scheduling
Budgeting
Developing Procedures and Policies
 ORGANIZING

Includes putting life into the plan by bringing

together personnel, capital, eqpt materials, etc. to
execute the plans.

Allocating and arranging human and non-human

resources to carry out plans.
 ORGANIZING
ACTIVITIES:

Defining Work
Grouping Work
Assigning Work
Integrating Work
 LEADING

Done by one who guides and directs other people.

He gives the efforts to his followers a direction and
purpose by influencing their behavior.

A process of influencing followers(subordinates) to

engage in the work behaviors and providing
guidance, directing and leading the people in an org
towards attainment of the objective of the org.
 LEADING

ACTIVITIES:

Motivating
Communicating
Decision Making
Selecting People
Developing People
 CONTROLLING

Offers assurance that direct action is taking place as

per plan

The process of measuring actual results with some

standards of performance, finding the reason for
deviations of actual from desired result and taking
action when necessary.

Regulating organization activities so that actual

performance conforms with set standards and goals
 CONTROLLING

ACTIVITIES:

Developing standards
Measuring performance
Evaluating Performance
Correcting Performance
Analytical thinking
- is a critical component of
visual thinking that gives one the
ability to solve problems quickly and
effectively.

It involves a methodical step-by-

step approach to thinking that allows
you to break down complex problems
into single and manageable
components.
Definition and Behavioral Indicators of Analytical
Thinking/Problem Solving

ANALYTICAL THINKING/PROBLEM SOLVING

– works systematically and logically to resolve
problems, identify causation and anticipate unexpected
results.

Manages issues by drawing on own experience and

knowledge and calls on other resources as necessary.
Definition and Behavioral Indicators of Analytical
Thinking/Problem Solving

For example:

 Undertakes complex tasks and breaks them down into

manageable parts in a systematic way
 Thinks of multiple possible causes and anticipates
consequences of situations
 Thinks of possible alternatives for a situation
 Recognizes and reconciles data discrepancies
 Identifies information needed to effectively solve problems
 Weighs the pros and cons of options and alternatives
 Systematically changes variables to determine effects on
the whole
Thank you.