LIPAEN, XANDRIX GHELIE

BSCRIMINOLOGY 3 - HOTEL

EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch/Q8NdH3fRujw

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 This video is all about power of influence I think this is a very relevant topic especially
nowadays when internet has made it possible for people and companies to influence
people all over the world on a daily basis. Leadership power is the influence that leaders
have over their followers. It persuades others to support the leader's efforts and do as
they ask. Influence is essential to leadership because it helps them establish
relationships with their teams and maintain authority, which is the right to exercise
power.

EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch/acKR2D4RqFQ

Write your answers here…

 The video is all about the 5 traits of successful leaders there's the five:

1: Confident & Positive Leaders Inspire & Empower Their People

2: Emotionally Intelligent Leaders Stay in Control

3: Transformational Leaders Motivate

4: Successful Leaders Walk the Talk

5: Effective Leaders Help Their People Shine

  This 5 are very important because being a successful leaders, we must be aware of our
personality traits and work toward developing a balance between the various
personality styles to lead our teams to success. By doing so, we empower our team
members, foster engagement, and create a positive and productive work environment.

EXPLAIN: Watch and listen

Expected output; write your personal reaction and feedback regarding the video clip.

https://www.youtube.com/watch?v=FxrMso4g2yw

Write your answers here..

 The video is all about leadership ethics base on video I watch this true with regards to
leadership. I believe that followers need ethical leaders so they can rest assured that
leaders won't take advantage of them and trust they are doing the right thing. Moral
Injury is the worst thing to happen to a person because of a leaders lack of ethics. Ethical
leadership is defined as “leadership demonstrating and promoting ‘normatively
appropriate conduct through personal actions and interpersonal relations’.” When you
boil it down, this really means that ethical leadership is defined as putting people into
management and leadership positions who will promote and be an example of
appropriate, ethical conduct in their actions and relationships in the workplace.

ACTIVITIES

Answer the following:

1. Discuss comprehensively the concept of leadership.

 Leadership is the practice of driving people to achieve goals. This plays an

important role in success and efficiency of subordinates. Leaders do this by providing
many means of shaping the actions of subordinates. It’s a process
whereby an individual influences other and guides the organization in a manner
 that makes it more cohesive and coherent.

 While leadership is learned, a leader’s skills and knowledge can be

influence by his or her attributes or traits, such as beliefs, values, ethics, and
character. Knowledge and skills contribute directly to the process of leadership,
while the other attributes give the leader certain characteristics that make him or her
unique. A leader might gave learned the skill in counseling others, but her traits will
often play a great role in determining how he counsels.

2. Identify the factors of leadership and briefly discuss each factor.

1. Leader

 An individual appointed as a leader must understand himself honestly,

what he knows and what he can do, take note that it is the followers that
decide whether the leader is successful, not the leader of anyone else. If they
don’t trust their leader, or lack confidence, they’ll be uninspired. To be
successful you have to persuade your followers that you are worthy of being
followed, not yourself or your superiors.

2. Followers

 Different people expect different leadership styles. A newly-employed

deserves more supervision that an accomplished subordinate does. An
individual without motivation needs a different approach than one with a high
motivation level. You have known your people, as a leader. The basic starting
point is to have a clear understand of human nature such as needs, feelings
and motivation. You have to come to learn there be, know and do qualities
your people.

3. Communication

 Being a leader, you lead by bidirectional communication. A great deal of

that is nonverbal. For example, when you “set an example” that show your
people you wouldn’t ask them to do something you wouldn’t want to do. What and how you
interact either strengthens or destroy your relationship with your
followers.

4. Situation

 Every situation is different. Everything you do is one situation isn’t

automatically going to work in another. You have to use your direction to
determine the best course of action and the style of leadership needed for
each situation. You may need to face a subordinate for inappropriate behavior,
for example, but if the confrontation is too late or too early, too harsh or too
mild, them the outcomes may prove ineffective.
Take note also that the disorder typically affects a leader’s actions more
that its characteristics. This is because while traits can be impressively stable over
a period of time, they have little consistency in situations (Mischel, 1968)

3. Identify and differentiate the different theories of leadership.

 The theories below explain how people turn themselves into leaders. The
first two demonstrate to a small number of people the nature of leadership,
while the third is the dominant theory today.

1. Trait Theory
Some personality traits may lead people naturally into leadership roles.

2. Great Evens Theory

A crisis or important event can cause a person to rise to the occasion,
putting forth extraordinary qualities of leadership in an ordinary person.

4. Make a brief discussion of the following leadership principles.

a. Know yourself and seek self-improvement
To seek self-improvement means to continually reinforce your attributes.
This can be done by self-study, formal classes, reflection, and interaction with
others.

In knowing self and seeking self-improvement, leaders should:

  Evaluate their selves by using the leadership traits and determine their
strengths and weakness
 They have to understand their “be,” “know” and “do,” attributes.
 They must work to improve their weaknesses and utilize their strengths.
 By knowing their selves, and their experience and knowledge of group
behavior, they can determine the best way to deal with any given
situation.

The strong, hard stand may be most successful with some leaders, and in
certain circumstances; however, the “big brother” approach may work
better in other situations. In many ways leaders would also improve their own
selves. Leaders could ask colleagues and superiors for an honest appraisal of
their ability to lead. That will help them identify their strengths and
weaknesses

b. Be technically and tactically proficient

We can’t give that which we don’t have. We can’t make things we don’t
know right. Respect is the leader’s reward showing competence. Thus, leaders
must:

 Know their job and have a solid familiarity with their subordinates’ tasks.
 Demonstrate their ability to accomplish the mission.
Tactical and technical skills can be learned from on – the – Job training
seminar and self-directed learning efforts, as mentioned above.

c. Seek responsibility and take responsibility for your actions

Leaders must:

 Look for ways to drive the organization to new heights.

 Look aggressively for demanding tasks.
 Must use initiative and sound judgment when attempting to perform jobs
 which are not needed by grade.
 No blame someone as they often prefer to do sooner or later when things
go wrong. They will look at the situation; take corrective measures and
move on to the next challenge.
 Seeking responsibilities also means that leaders:
 Should be held responsible for their actions.b. Are responsible for the results
of the acts of their subordinates. Regardless
of their subordinates’ actions, they are held responsible for the decisions
and their execution.
 Must issue all directions in their own name.
 Must stick to their beliefs and do what they believe to be right, but accept
justified and constructive criticism.
 Must now withdraw or demote for a failure that is the result of their own
mistake.

d. Make sound and timely decisions

This principle suggests that leaders must:

 Use good problem solving, decision making, and planning tools.

 Estimate a situation quickly, and make a sound decision based on that
estimate. Hesitation or a reluctance to take a decision leads subordinates
to lose confidence in their leadership skills. In effect, loss of trust creates
confusion and reluctance within the organization. They do not hesitate to
reconsider their decisions until they make a decision and find it is wrong
one. Subordinates respect the leader who immediately corrects errors,
rather than attempting to direct through a poor decision.
 Establish a rational and organized thinking process through the
practice of realistic situational estimates.
 Plan for any incident reasonably foreseeable when time and
circumstance allow.
  Seek their subordinates ‘ advice and suggestions wherever possible
before making the decisions.
 Announce decisions in time to allow the required plans to be made by
subordinates.
 Encourage subordinates to actively predict and make plans.
 Make sure their policies and plans are familiar with them.
 Consider the effects of their actions on all organizations ‘leaders.

e. Set the example

Leaders of the organization must:

 Be a good role model for their employees. They must not only hear what
they are expected to do, but also see.
When subordinates advances by promotion through ranks, all too
often he or she develops the mentality of “doing as I say, not as I
do.” Nothing
Forces subordinate out faster. As a leader, your duty is to set by personal
example the expectations for your subordinates. If you have high personal
expectations, then you can reasonably expect the same from your
subordinates. If your personal standards are not high, then you set a double
standard for your subordinates, and you will quickly lose their respect and trust.
 Know your image represents your subordinates. Examples are
demonstrating leadership.
 Show their subordinates a desire to do the same thing that they expect
them to do.

 Be physically fit, well groomed, and dressed appropriately. Hold positive

outlook. Establish a desire to compete by capitalizing on the strengths of its
subordinates. The more complicated the situation, the better the chance to
show a calm and confident attitude.
 Dbehave themselves so that their personal habits are not open to criticism.
  Exercise initiative in their subordinates and foster the spirit of initiative.
 Avoid showing favoritism to any subordinate.
 Share risk and suffering with their subordinates to demonstrate their
ability to hear their share of the hardship.
 Develop the thought among their subordinates that they are the best
officerfor their position.
 Delegate authority and avoid over-supervision to create leadership among
its subordinates.

f. Develop a sense of responsibility in your subordinates

 Leader should help develop good character qualities that will assist them
in carrying out their professional duties. Another way to show your
colleagues that you are involved in their well-being is to provide them with
the opportunity to develop their careers.
 Assigning task and delegating the authority to carry out task fosters
mutual trust and respect between the leaders and subordinates. It also
helps the subordinates to exercise responsibility and give full cooperation
in the execution of tasks. You show confidence in your subordinates when
you properly delegate authority, you point to a lack of leadership, and
your subordinates may take it as a lack of confidence in their abilities
 Operate through the Chain of command. Provide clear
thought-provoking directions. Speak what to do to your superiors, not how
to. Hold them accountable for the outcomes, even if ultimate
responsibility remains yours. Delegate sufficient authority to enable them
to carry out the task.
 Provide regular opportunities for your subordinates to perform duties
usually performed by the next higher ranks.
 Be quick to acknowledge the achievements of your subordinates when
they show initiative and creativity. Improve mistakes in judge and actions
in a way that will make the subordinates try harder.
  Avoid public criticism or condemnation. Give free advice and assistance
when the subordinates need it. Let your subordinates know that you will
tolerate honest errors in return, without punishment; teach them through
critical and positive guidance.
 Assign the subordinates to roles according to demonstrated or potential
capability.
 Be prompt in helping subordinates, and be fair. Have confidence in each
subordinate, until you are convinced otherwise. Willingly accept
accountability, and ensure that your subordinates abide by the same
standard.

g. Ensure that tasks are understood, supervised and accomplished

The secret to obligation is communication. This idea is in exercise of

command necessary. Before you can expect the success of your subordinates
they must first know what is expected of them. You have to convey the
directions clearly, in a concise way. Speak at a level that their intellect would be
offended.

 Before your subordinates begin a job, let them have the opportunity to
ask questions or seek advice. Supervision is paramount. You cannot know
it the assigned task is being done correctly without supervision.
Subordinates view over-supervision as abuse, and effectively halt their
initiative.
 Let subordinates use their own strategies, and then test their progress
regularly.
 Ensure that an order is required before the order is issued. Use the chain
ofcommand established. Give clear, concise, and constructive orders
through research and practice.
 Encourage subordinate to ask question about anything that they do not
understand in your instructions or directives.
 Ask your subordinates if there is any question or confusion about the
 mission or task/s to be done.
 Monitor the execution of your orders and ensure that your subordinates
have the resources necessary to carry out the task or assignment.
 Vary the monitoring schedule and the points you emphasize during
inspections. Exercise care and supervisory thinking.

h. Train as a team
Although a lot of so-called leaders call their organization department,
sections, a team; they’re not teams, they are just a group of people who do
their job.

 With perfection and teamwork as an aim, each waking hour subordinate

should be trained and developed, challenged and checked, corrected
and encourage.
 Subordinates are measured in appearance, bearing and attitude,
self-improvement and most importantly, performance.
 There can be no reason for leaders failing to train their subordinates to the
highest state of physical condition and instructing them to be the very
best in the arms profession.
 Train with a reason and emphasize the core element of teamwork.

Cooperation is the secret to efficient operations. Teamwork is important to

the entire order, from the smallest unit. As a leader you have to ensure
that your subordinates work in synergy. Train, play, and act like a team. Be
sure every subordinates knows his/her role and responsibilities within the
context of the team.
When team spirit is in existence, the most challenging task become much
easier to achieve. Teamwork is a bidirectional road. Individual
subordinates give their best and the team provides security, appreciation
and a sense of accomplishment to the subordinates in exchange.

i. Employ your command in accordance with its capabilities

 You’ll be able to employ the organization to its fullest ability by creating a
team spirit; successful execution of a mission depends on how well you know the
 strengths of your organization.

 If the assigned roles are one that the subordinates were not prepared to
do, it is very likely to result in failure. Failures lower the morale and
self-esteem of your organization.
 Seek challenging tasks for your subordinates but be sure the team is
equipped for them and is able to complete the task successfully.
 Do not volunteer the team for activities that they are not able to
complete. The organization will not able to complete. The organization will
not only fail but your subordinates will think you’re out for personal glory.
Keep yourself updated as to the operational effectiveness of the team.
Make sure subordinates are given duties that are fair.
 Analyze all assigned tasks. If the means available to you are insufficient,
notify the immediate supervisor and request the appropriate support.
 Assign duties to your subordinates equally.
 Use your unit’s full capabilities before you ask for help.

5. Create a scenario on the six points of leadership power.

A. Coercive power
 The teacher has in their power the right to use disincentives, say No,withhold privileges,
and give consequences or punishments to students. When they do this we could say
that they are exercising their coercive power.
B. Reward power
 an employee can earn a bonus at the end of a pay period on top of their base salary.

C. Legitimate power
 a boss can assign projects, a policeman can arrest a citizen, and a teacher assigns
grades.
D. Expert power
 if no one else in the department knows how to run a certain software program and a
specific employee does, that employee has the expert power in that situation.

E. Referent power
 athletes respect and admire their coaches, and follow their decisions.
F. Informational power
 Having access to confidential financial reports, being aware of who's due to be laid off,
and knowing where your team is going for its annual “away day”

6. what do u think will be the possible impacts and outcomes of unethical

conduct of a leader.
 I think When leaders engage in unethical behavior or turn a blind eye to unethical
practices within their organization, it can lead to reputational damage and legal
consequences. Leadership failures can have a cascading effect on an organization,
leading to decreased morale, reduced productivity, and even financial losses.

7. Give at least 3 of the best things you can do to become an ethical leader.
 Respect
By showing my respect to my employees or followers, you should always attentively
listen, value their contributions, and not dismiss their concerns or comments
 Communication
I will communicate people in different ways
 Honesty
I will telling the truth always in all forms of communication and in all actions

8. enumerate the 3 major elements of ethical leadership and briefly discuss

each.
Ethical leader will help to build a healthy atmosphere through constructive
partnership at three levels: the individual, the team, and the organization at
large. Nurturing connections at each of these levels will result in the following
outcomes and benefits:

1. The Well-being of the Individual

 A strong ethical leader has an important responsibility for maintaining a
positive working environment. Ethical leaders leading by example should
persuade others to do likewise. People are generally influence by the
things occurring around them. Good contract between colleagues can
help to influence efficiency and attitude in the workplace.

2. The Energy of the Team

 Ethical leadership can also include behavior control and co-operation
within a team. In the workplace morale usually is stronger when people
get along with each other. When colleagues work as a team, this can
help build relationship in the workplace and improve the group’s overall
performance. Strong leaders usually lead by example.

3. The Health of the Organization

 The value of maintain a positive mindset in the workplace has much do
with improving the organization’s overall health. When people are able to
show respect for each other and value the views of others, this can help
to create a productive work climate. There can be an ethical
organization when people’s groups work together in an atmosphere of
mutual respect, and contribute to the overall objective.

9. illustrate and explain correctly the 4-v model of ethical leadership.

The 4-V model aims to reconcile internal beliefs and values for the
common good with external behaviors and actions.
The four V’S stand for:
1. Values
 Values are individual beliefs that motivate people to act one way or another.
2. Vision
 the act or power of seeing
3. Voice, and
 a particular opinion or attitude expressed.
4. Virtue
 is the quality of being morally good.
These characteristics help to build a strong ethical leader. In the end, an
ethical leader’s main goal is to create a world in which the future is
positive, inclusive and allows all individuals to pursue and fulfill their needs
and fulfill their maximum potential.

10, explain the reasons why values matte to leaders.

 Why? Because your values determine how you execute leadership, the team
environment you create, and the success of your company. The values you display as a
leader will permeate your entire organization and affect its performance. Leaders who
adhere to their values earn respect and commitment from their teams.