Character Formation 2

(LEADERSHIP, DECISION
MAKING, MANAGEMENT AND
ADMINISTRATION)

PREPARED BY: JOHN PATRICK DE

JESUS
 ORDER OF PRESENTATION

I. Supervision for Leaders

II. Inspiring Subordinates
III.Training and Coaching
IV.Learning
 SUPERVISION FOR LEADERS
Supervision keeps track of the situation and ensures that plans and
policies are carried out correctly (U.S. Army Handbook, 1973). This
entails providing direction and evaluating job performance.
A small supervisory unit is present. there is over supervision
(micromanagement), while on the other side, there is under supervision.
Over supervision stifles(suppresses) initiative, builds resentment, and
lowers the morale and motivation of an employee. Under supervision,
subordinates perceive the leader as unconcerned, which leads to
miscommunication and a lack of coordination.
Nonetheless, proper monitoring by seniors with more knowledge and
experience, who usually appear to be critical of the situation, will benefit
all workers.
 EVALUATION
Supervising includes evaluating. It is defined as determining
the worth, quality, or importance of people, ideas, or objects.
This entails investigating how people complete a task.
This entails getting feedback and figuring out how well
everything is going.
People require feedback to assess their performance; without
it, they may continue to perform poorly or refrain from taking
steps to improve their job.
 LIST TASKS BY PRIORITIES .

Use checklists to determine the task need to be completed:

Example:
“A” - Priorities must be done today.
“B” - Priorities by tomorrow, and
“C” - Priorities need to be followed up within a week.
You will find errors, have time to correct them, and mitigate any
damages if you have a check and double-check system in place.
 INSPIRING SUBORDINATES
It is much easier to persuade people to do something they are
passionate about, so inspire means "breath life in," and to do
so, we must have our own lives.
You will be able to accomplish this by taking three main
steps:
1. Be Passionate
2. Involve subordinates in the decision-making process
3. Know what your organization is about
 BE PASSIONATE

Be enthusiastic about your work.

A trickle-down effect can occur with an enthusiastic
leader about a project in the organization.
It would help if you devoted yourself entirely to your
work.
Do not expect them to be if you do not show that you
are excited about it.
INVOLVE SUBORDINATES IN THE DECISION MAKING PROCESS

People who participate in the decision-making process

are much more involved than those who carry out a
manager's orders.
Assist them in contributing and let them know that
you value their input.
Listen to them and question their suggestions when it
makes sense.
 KNOW WHAT YOUR ORGANIZATION IS ABOUT

Recognize your organization's mission.

"The army is not made up of people. The army is people. Every decision we
make is a people issue.” According to "W. Creighton, General Abrams.
Meaning "The army isn't made up of individuals. The army is made up of
people. Every decision we make involves people. The same can be said for
the organization. It does not matter if they make a product or provide a
service; they are still men.
The most important task is developing people and encouraging them to reach
their full potential. Your team members may come from various
backgrounds, but they all have similar objectives.
Create an environment for people to be all that they can be.
 TRAINING AND COACHING
Training and coaching are two different things , although
some use them interchangeably:
Training - Is a structured lesson designed to give people the
knowledge and skills to perform a task .
Coaching - Is a process designed to help the employees
develop expertise and result in obstacles to improving the
performance .
Training and coaching are intimately connected. People are
first trained with a lot of technical support, and then they are
taught with motivational tips.
Training and coaching will aid in creating conditions that
encourage people to learn and grow.
People learn from other people's experiences by imagining
what they're trying to learn in their heads, acquiring and
mastering the knowledge they need, and applying it to their
work and practice.
 COMMON POINTS OF BOTH COACHING AND TRAINING

a. Testing to determine knowledge, capability, and trust.

b. Define targets that can be calculated regularly. It makes it
easier to break it down into steps.
c. Clarify the course, objectives, and responsibilities. Include
the individual or team in the decision-making process to
promote accountability.
d. Encourage peer coaching by reminding them that everyone
has stake as each other’s success.
 COMMON POINTS OF BOTH COACHING AND TRAINING

e. Coaching entails more than just telling people how to do

something; it also entails providing direction, developing skills,
generating obstacles, removing barriers to success, improving
systems, and learning through discovery.
f. Help people cope with emotional difficulties by assisting them in
improving, analyzing, and pointing out ways they hold back,
instilling courage in them when they are frustrated, and so on.
g. Rather than actively criticizing errors, provide feedback by
pointing out problems and suggesting solutions.
AS A LEADER YOU MUST VIEW COACHING FROM TWO DIFFERENT VIEWPOINTS:

1. Coaching to lead others , and

2. being coached to achieve self-improvement .
 LEARNING
Conditions of Learning
To be successful in guiding subordinates, the leader must
familiarize himself with these learning conditions and strictly
follow them while training his people:
• The Person Must Be Motivated to Learn
• Involve Your Subordinates In The Process
 THE PERSON MUST BE MOTIVATED TO LEARN

You can't teach people who aren't motivated to learn new information or skills.

They must feel compelled to pay attention to what you say.

Many employees are motivated to do good work.

They want to be able to carry out their responsibilities effectively.

Their motivation stems from the desire to be able to do their job in exchange for a
salary, a reward, challenges, job satisfaction, and so on.
 INVOLVE YOUR SUBORDINATES IN THE PROCESS

Keep their attention in the learning process by deliberately engaging their minds
and emotions.

Participate in them to active capability practice, or through conversation. With a

lengthy lecture, you can’t keep their attention.

People normally pay attention for a short period of time (less than 30 minutes).

We need to use what they're told or their minds wander. If you're lecturing for an
hour, there's very little to recall.
• If this is an enormous (large), complicated task, break it down
into short learning steps, give a brief lecture, explain in (15
minutes or less), and then practice them. Provide feedback
throughout the practice session until they can do it themselves.
 WHAT IS POWER?

• The ability to control another's actions so that he or she

behaves according to one's wishes is referred to as power.

• Such power is defined as a capacity or potential that does not

need to be realized to be effective.

• That is, there may be power, but it is not necessary to use it

in order to succeed.
 JOHN FRENCH AND BERTRAM RAVEN SIX POINTS
OF LEADER POWER
1. Coercive Power - The power that is based on fear. A person with coercive power
can make life difficult for humans. These are the people with whom you want to
avoid getting angry. Employees who work for a boss who uses coercion are less
likely to commit and are more likely to resist the manager.

2. Reward Power — The ability to distribute rewards that others find necessary
leads to compliance.

3. Legitimate Power - A person's formal power within an organization's formal

hierarchy due to his or her role. Given his or her status and job responsibilities,
the person has the right to expect you to comply with valid demands.
 JOHN FRENCH AND BERTRAM RAVEN
SIX POINTS OF LEADER POWER
4. Expert Power — influence based on specialized knowledge or skills. Respect is
earned through experience and knowledge. Expert influence is the most firmly and
consistently linked to subordinates' productive output.

5. Referent Power - Persuasion based on an individual's or a desirable individual's

wealth or personal characteristics. This can be interpreted as beauty, elegance, or
appreciation. You admire the individual and want to help him or her somehow.

6. Informational Power — Providing others with information that causes them to think
or act differently.
 SIGNIFICANCE OF SELF-CONTROL IN
LEADERSHIP

• Leaders being influential individuals within the organization

and having the most significant impact on the lives of their
people must learn and exercise self-control.

• Leaders gain people's trust, power, and respect when they

exemplify self-control.
 LEADERSHIP TRAITS
1. INTEGRITY AND HONESTY

How can you expect your followers to be honest if you lack these qualities? Leaders thrive when they stay

true to their core values and beliefs, which is impossible to do without ethics.

2. CONFIDENCE

Your subordinates will never obey you if your decisions and values are uncertain. As a leader, you must

exude (display) confidence and assertiveness to gain your subordinates' respect.

3. INSPIRE OTHERS

When things get tough, they look to you for guidance and see how you handle the situation. When you handle

it well, they will follow you. As a leader, you should think positively, and your actions should reflect that attitude.

You can effectively resolve any obstacle now and in the future, if you succeed in empowering your subordinates.
 LEADERSHIP TRAITS
4. COMMITMENT AND PASSION
The team looks up to you, and if you want them to give it their all, you must be enthusiastic about it.
When your subordinates/team believes you are not fully committed or motivated, motivating your
followers to achieve the goal becomes a difficult task for you as a leader.
5. GOOD COMMUNICATOR
As a leader, you must communicate your vision to your team and plan to achieve the goal; otherwise,
getting the results you want will be difficult. You will never be a good leader if you cannot communicate
your message to your team effectively. Words have the power to motivate people and inspire them to do
the unthinkable. (impossible).
6. DECISION-MAKING CAPABILITIES
A leader must be able to make the right decision at the right time and have a vision for the future.
Before making a decision, a leader should think long and hard about it, but once made, they should stick
to it.
 LEADERSHIP TRAITS
7. ACCOUNTABILITY
Ascertain that each subordinate is accountable for their actions. If
they succeed, congratulate them, but if they fail, they learn from their
mistakes and work together to improve.
8. DELEGATION AND EMPOWERMENT
Empower and delegate your followers' responsibilities. Delegate the
subordinate's responsibilities and monitor their performance. Allow
them to bear responsibility while providing them with all the resources
and support required to meet the goal.
 LEADERSHIP TRAITS
9. CREATIVITY AND INNOVATION
In today's fast-paced environment, a leader must be both creative and
innovative to succeed. Creative thinking and relentless creativity help
you and your team stand out from the crowd. Consider coming up with
out-of-the-box ideas and then turning those ideas and goals into reality.
10. EMPATH
Do not use a dictatorial tone or show a complete lack of empathy.
Knowing and empathizing with your followers' problems is the first
step toward becoming influential leaders.
 LEADERSHIP STYLES
1. TRANSACTIONAL LEADERSHIP

The leader gives his team members instructions and then uses various incentives and punishments
to either appreciate or punish what they do in response. This strategy is strongly disciplinary and is
often referred to as a leadership style of "telling." Leaders praise employees for a job well done or
for completing a department-wide mission that is disliked because they missed a deadline.

2. TRANSFORMATIONAL LEADERSHIP

Leaders try to improve or transform the individual or group they lead by empowering their
employees to change. Such leaders constantly strive to improve and find new ways to accomplish
their goals.
 LEADERSHIP STYLES
3. SERVANT LEADERSHIP

Instead of focusing on how to motivate others to follow their lead, servant leaders
focus their efforts on helping others. They prioritize the needs of others over their own.

4. DEMOCRATIC LEADERSHIP

Democratic leaders value and encourage discussion of other people's ideas and
feedback. We do not follow orders from on high; instead, we take a more inclusive
approach. You might be a democratic leader if you believe that the best meetings are
those where everyone has a fair chance to speak up.
 LEADERSHIP STYLES
5. AUTOCRATIC LEADERSHIP

Autocratic leaders believe they have absolute power and make decisions on behalf of their
subordinates. They determine what needs to be done and how certain tasks should be completed. If
you believe that group meetings and brainstorming slow things down, you may be an autocratic
leader.

6. BUREAUCRATIC LEADERSHIP

A person's power is derived from their formal position or title rather than their unique
characteristics or characteristics. They also have a set of responsibilities and established rules and
procedures for dealing with and making decisions for others. They must stick to the path that has
been laid out for them.
 LEADERSHIP STYLES
7. LAISSEZ-FAIRE LEADERSHIP

Then they take a step back and let their team members make decisions, solve
problems, and complete their tasks without worrying about the leader watching
their every move.

8. CHARISMATIC LEADERSHIP

Charismatic leaders have charismatic personalities as well as a strong desire

to succeed. Instead of promoting actions through strict instructions, such leaders
use eloquent communication and persuasion to unite a team around a cause.
 IMPACTS OF ETHICAL LEADERSHIP
1. Individual Well-Being Ethical leaders who lead by example should persuade others to follow
suit. People are generally influenced by what is going on in their environment. Workplace
efficiency and attitude can be influenced by good communication between coworkers.

2. The Team's Energy At work, morale is usually higher when people get along. When
coworkers work together as a team, it helps to strengthen workplace relationships and improve
the group's overall performance. A good leader should lead by example.

3. The Organization's Health The importance of maintaining a positive attitude in the

workplace has a lot to do with improving the organization's overall health.
 REASONS WHY VALUES MATTER TO LEADERS
WHY DO LEADERS CARE ABOUT VALUES?

1. As a dictator, you have many decisions to make, those that only affect you and those that affect
many others. Values guide your decisions.

2. Your values strengthen your ability to influence. When you associate with your beliefs, you are
communicating with your passions. When you speak with passion, people are drawn to you, they are
more likely to hear your message, and you will be more successful in persuading and influencing
them.

3. Values Clarify Your Life When you are happy, your life is more accessible in so many ways.
Clarity assists you in concentrating, becoming more successful, and much more. One of the quickest
ways to achieve clarity in your life is to be clear about your beliefs first.
 REASONS WHY VALUES MATTER TO LEADERS
WHY DO LEADERS CARE ABOUT VALUES?

4. Values Reduce Stress It's easier to communicate when the options are clearer and
the issues are clearer. You may not have discussed values in this light in the past,
but it is undeniably true that living your values is a great way to reduce stress.

5. Your beliefs drive your actions, and your values guide them. While having
explicit beliefs can help you define who you are, they can also be beneficial daily.
Being clear on your values allows you to be a more successful, efficient, and
confident leader.
 THE 4-V MODEL OF ETHICAL
LEADERSHIP
• The 4-V model aims to reconcile internal beliefs and values with external
behaviors and actions for the common good. The four V 'S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue
These characteristics contribute to the development of a strong ethical leader.
The primary goal of an ethical leader is to create a world in which the future is
positive and inclusive, allowing all people to pursue and fulfill their needs and reach
their full potential.
 HOW TO BECOME AN ETHICAL LEADER?
a. Define and align your values:

• "Treat others as you would like to be treated.“

• "Always say "thank you.“

• "Aid those who are in need," and so on.

b. Champion the importance of ethics

• The role of an ethical leader is to focus on the overall importance of ethics, including ethical standards
and other ethical issues, as well as how these factors affect society.

c. Hire People with similar Values

• While your views do not have to be identical to your employees', you should be able to find common
ground with them. This frequently begins with the hiring process and continues with a vision statement.
HOW TO BECOME AN ETHICAL LEADER?
d. Promote open communication

• Even your subordinates are different but they share similarities. Being transparent with every decision you make and
soliciting feedback from your team will help you become a better leader by allowing you to express your thoughts and
concerns more freely with your subordinates.

e. Beware of Bias

• Leaders must examine themselves and be truthful. You have prejudices that can affect how comfortable you feel at
another person's workplace. Be an open-minded leader to improve and maintain relationships with your subordinates.

f. Lead by Example

• As an ethical leader, it is critical to remember that your actions speak louder than your words. Ethical leaders can
begin to earn the respect of their peers by modeling and practicing ethical, truthful, and selfless behavior for their
subordinates.
 HOW TO BECOME AN ETHICAL LEADER?
g. Find Your Role Models

• Throughout history, many leaders have studied solid and decisive leaders to see what they
are doing right. Then incorporate it into their management style.

h. Care for yourself so you are able to care for other

• This can be accomplished by ensuring that you are focused on meeting your own needs,
such as sleep, nutrition, and a genuine relationship with loved ones.

• It may appear simple to devote time to self-care, but it is critical to your leadership
development. The contented and contented leader seeks peace and fulfillment for those he
or she leads.
 IMPACTS OF ETHICAL LEADERSHIP
1. Individual Well-Being
• Ethical leaders who lead by example should persuade others to follow suit. People are generally influenced by
what is going on in their environment. Workplace efficiency and attitude can be influenced by good
communication between coworkers.
2. The Team's Energy
• At work, morale is usually higher when people get along. When coworkers work together as a team, it helps to
strengthen workplace relationships and improve the group's overall performance. A good leader should lead by
example.
3. The Organization's Health
• The importance of maintaining a positive attitude in the workplace has a lot to do with improving the
organization's overall health.
 THE 4-V MODEL OF ETHICAL
LEADERSHIP
• The 4-V model aims to reconcile internal beliefs and values with external
behaviors and actions for the common good. The four V 'S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue
These characteristics contribute to the development of a strong ethical leader.
The primary goal of an ethical leader is to create a world in which the future is
positive and inclusive, allowing all people to pursue and fulfill their needs and reach
their full potential.
 REASONS WHY VALUES MATTER TO LEADERS
WHY DO LEADERS CARE ABOUT VALUES?
1. Values guide your decisions.
• As a dictator, you have many decisions to make, those that only affect you and those that affect
many others.
2. Your values strengthen your ability to influence.
• When you associate with your beliefs, you are communicating with your passions. When you
speak with passion, people are drawn to you, they are more likely to hear your message, and you
will be more successful in persuading and influencing them.
3. Values create Clarify
• Your Life When you are happy, is more accessible in so many ways. Clarity assists you in
concentrating, becoming more successful, and much more. One of the quickest ways to achieve
clarity in your life is to be clear about your beliefs first.
 REASONS WHY VALUES MATTER TO LEADERS
WHY DO LEADERS CARE ABOUT VALUES?

4. Values Reduce Stress

• It's easier to communicate when the options are clearer and the issues are clearer.
You may not have discussed values in this light in the past, but it is undeniably
true that living your values is a great way to reduce stress.
5. Values guides your actions
• Your beliefs drive your actions, and your values guide them. While having
explicit beliefs can help you define who you are, they can also be beneficial daily.
• Being clear on your values allows you to be a more successful, efficient, and
confident leader.