CHARACTER FORMATION 1: LEADERSHIP, DECISION MAKING, MANAGEMENT, AND

ADMINISTRATION

WHAT IS MANAGEMENT?
- the coordination and administration of tasks to achieve a goal.
- the activities and tasks undertaken for archiving goals by continuous activities like such as
planning, organizing, leading and controlling.

WHAT IS ADMINISTRATION?
involves activities pertaining to the higher level of organization, where the fundamental elements of
the organization are determined.
systematic process through which the management of an organization is carried out.
basically focuses on developing plans, processes and policies, establishing goals and objectives. It
is bureaucratic in nature.

WHO IS A LEADER?
- A leader is a person who directs, guides and influences the behavior of his followers towards the
attainment of specific goals.
-is someone who inspires passion and motivation in followers.

WHO IS A MANAGER?
• A manager is a representative of the organization responsible for the management of the work of a
group of employees and takes requisite actions whenever required.
• A person in an organization who oversees the activities of individuals.
• a person responsible for controlling or administering all or part of activities or operations in an
organization

TYPES OF LEADERS
1. Managerial Leader- is the least effective of the five types of leaders. They have the least
influence. People only follow them because they have to. Their desire is to be served by others
because they are in the position. They see others as tools to use to complete the objective for the
day. They prefer to make decisions. Their weakness is character development.
2. Relational Leader- builds relationships in order to influence others. People want to follow them
because of who they are, not what they know. They develop mutual respect with others and work
well with them. Although people want to follow them, they have not developed specialized
knowledge. Their weakness is not making the necessary sacrifices to develop their competency.
3. Motivational Leader- seeks mutual benefit for themselves, others, and the organization. People
want to follow them because of who they are and what they know. They influence others from the
outside. They are trusted and deliver results for themselves, their families, their team, their
organization, and their community. Their weakness is not making the necessary sacrifices to
reproduce other motivational leaders.
4. Inspirational Leader- inspires managerial and relational leaders to become motivational leaders.
Their focus is on growing themselves in order to inspire others to grow. They influence others on the
inside. They are people-focused not process-focused. They focus heavily on character development.
True inspirational leaders are followed because of how much they care and who they are on the
inside. They are inspired by the growth of those following them.
5. Transformational Leader- are the most influential of the five types of leaders and are highly
respected. Their reputation precedes them. They are well known for developing leaders.
Their influence touches people in all industries and across multiple generations. Their influence is
continuously being transferred through many other leaders at many different times in multiple
locations.

LEADERSHIP STYLES
1. Autocratic Leadership
-does not consult with others before making decisions.
-reach into decisions, communicate them to subordinates and expect prompt implementation.
-confusing to deal with: one day, they are friendly, funny and encouraging, and the next they are
cunning, demeaning and unrealistic.
2. Democratic Leadership
-subordinates are involved in making decisions.
-delegates authority to other people.
-many people are involved in decision making, though the leader does have the final say, and
assumes responsibility for whatever happens.
-This type of leader is an excellent communicator and is often preferred for its focus on fairness,
creativity, resilience, and transparency.
-ensure that people are taken care of, and positive changes are made.
3. Strategic Leadership
- like democratic leaders, care about the success of the whole more than they do their own status,
but their approach is a little bit different.
- Rather than making progress in simple ways, this leadership is focused on how to rapidly improve
conditions and lean into better performance.
-developing and employing methods and strategies
-They are less concerned with maintaining the status quo than they are transforming it. These types
of leaders are independent thinkers, and progressively minded.
4. Transformational Leadership
-this leadership is designed to empower those who follow to create positive change in their own
lives.
-This approach is to empower each individual to make advancements and changes in their own
lives, which results in better performance and outcomes.
-this leadership motivates and empowers others
5. Team Leadership
- don't just focus on the good of the whole, they focus on navigating the personal dynamics of
smaller, initiated groups.
-have a vision for the future and for their goals. It involves the vivid picture of a team's future, where
it is heading and what it will stand for.
-ensures that everyone is staying on pace for their goals.
6. Cross-Cultural Leadership
- are driven by a deep desire to see different types of people (whether that is racial, political or
social) integrated and to see those less privileged being given voices and equal opportunities.
-They have deep understandings of various perspectives, which is what makes their role so
important.
7. Facilitative Leadership
-focus less on the personal dynamics or individual needs of the group, and more on their collective
approach. They judge the efficiency of the group strictly on their outcomes.
-involve monitoring on the group dynamics as well as offering process suggestions and interventions
to help the group stay on track.
-this come in handy when the group is low functioning, or not as effective as they should be.
8. Laissez-faire Leadership
-term literally translates to "a policy or attitude of letting things take their own course, without
interfering." In this type of leadership, all authority is handed over to the subordinates, with little to no
interference.
-Those who subscribe to this type of leadership see managing as ineffective and believe that
individuals are best motivated by their own personal drive.
9. Transactional Leadership
- not so much interested in being purveyors of change as they are maintaining the status quo. They
are not innovators, they are sustainers.
- approach largely relies on the leader making explicit rules and expectations, and the followers
being directly rewarded for completing those tasks- a nature of exchange.
- There is a direct and immediate reward system in place.
10. Coaching Leadership
-involves teaching and supervising.
- more about the individual and how they operate on their own before and outside of a team -is
similar to transformational leaders in that their objective is to motivate and encourage others to
believe that change is possible.
-similar to strategic leaders in that they focus on developing and employing an action plan to ensure
that their follower's potential is realized.
11. Charismatic Leadership
- uses their own radical, revolutionary power or different personality to completely transform the
status quo.
-Rather than focusing on how they can change the actions of others or the system in which they
work, their power comes from literally just convincing people to follow them because of how effective
they have been in the past.
- Charismatic leaders care more about shifting the structure as it stands and reorienting people's
attitudes by displaying effectiveness while autocratic leaders are just enforcing rules without
evidence that they work.
12. Visionary Leadership
- the rarest, and the most powerful. These are the types of leaders who begin with a vision for a
company, a form of social change, or even just a community, and then strategize a way to employ
the skills of others to create that.
-They are truly out of the box, innovative and completely unique thinkers.
-it invents something that has never existed before
-it takes ideas and implements them effectively, and utilize other forms of leadership in tandem with
this one.
13. Servant Leadership
Servant Leaders live by a people-first mindset and believe that when team members feel personally
and professionally fulfilled, they’re more effective and more likely to produce great work regularly.

LEADERSHIP THEORIES
1. Trait Theories
As evident from the name, these capture the universal personality traits of a Leader. The strength of
this theory is that if you can emulate the prime attributes of a Leader, then you are a Leader. Key
attributes here include dominance (needed in conflicting situations), assertiveness (as opposed to
aggression), decisiveness (fit quick decisions-making), and adaptability to change.
As we explored earlier, this seems to indicate that we either have these traits (and are hence born
Leaders), or have to work through several years to develop them.
Not a tempting proposition!
2. Behavioral Theories
Here, the Leadership theories attributes the behavior in particular situations that define your
Leadership style. Again, there are 3 types of Leaders that fall into this zone.
● Autocratic Leaders, who are individually responsible for all major decisions. They do not
necessarily consult with their peers or team, making this a Leadership style that can be
effective for quick decision-making needs. At its extreme, it can border towards dictatorial
Leadership.
● Democratic Leaders, who work with their teams to make unanimous decisions. This is more
popular in the corporate world, but prone to failure when a team is scattered or conflicted
from within.
● Laissez-faire Leaders, who hand more control to the team. There is no micromanagement
here. This style works wonders when the team is competent, highly evolved, and works in
cohesion, so all they need from their Leader is a gentle nudge to execute the vision.
However, this can fall through very quickly if the Leader is weak or laid back.
3. Power and Influence Theories
These Leadership theories target the "source" of a particular Leader's power.
This could be:
● Personal power, based on his individual skill, capabilities and expertise. (This can be
considered an extension of the Trait theory)
● Positional power, based largely on the Leader's official title, and the power, authority and
opportunities that come with it.
● Transformational power, a spin-off on personal power where the Leader uses his personal
magnetism and charisma to influence and transform others.
● Transactional power, a spin-off on positional power where the Leader understands the give-
and-take nature of the situation. Accordingly, he drives for a solution that satisfies all
stakeholders.
4. Great Events Theory
A Crisis or important event can cause a person to rise to the occasion, putting forth extraordinary
qualities of leadership in na ordinary person.
5. Great Man’s Theory
Leaders definitely possess high levels of ambition coupled with clear visions of precisely where they
want to go. These leaders are cited as naturally great leaders, born with a set of personal qualities
that made them effective leaders. Even today, the belief that truly great leaders ate born is common.
6. Transformational or Process Leadership
It is widely accepted theory. People can opt for leadership. People can learn the ability to take
leadership.
7. House’s Path Goal Theory
Developed by Robert House and has its roots in the expectancy theory of motivation. The theory is
based in the premise that an employee’s perception of expetancies between nis effort and
performance is greatly affected by a leader’s behavior.
This theory advocates Servant ledership. As per Servant leadership theory, leadership is not viewed
as a position of power. Rather, leaders act as coaches and facilitators to their subordinates.
8. Contingencies
The theory states that each of these styles will be effective in some situations but not in others. It
further states that the relationship between a leader’s style and effectiveness is dependent on the
following variables: Employee characteristics, and Characteristics of work environment.
4 Leadership Styles
● Directive - Here, the leader provides guidelines, lets subordinates know what is expected of
them, sets performance standards for them, and controls behavior when performance
standards are not met. He makes judicious use of rewards and disciplinary action. The style
is the same as task-oriented one.
● Supportive - the leader is friendly towards subordinates and displays personal concern for
their needs, welfare, and well-being. This style is the same as people-oriented leadership.
● Participative - The leader believes in grounded decision-making and shares information with
subordinates. He consults his subordinates on important decisions related to work, task
goals, and paths to resolve goals.
● Achievement-oriented - The leader sets challenging goals and encourages employees to
reach their peak performance. The leader believes that employees are responsible enough
to acomplish challenging goals. This is the same as goal-setting theory.
9. Leadership-Member Exchange (LMX) Theory
Leaders distinguish between the in-group and out-group members on the basis of the percieved
similarity with respect to personal characteristics, such as age, gender, or personality. A follower
may alsobe granted an in-group status if the leader believes that person to be especially competent
at performing his or her job. The relationship between leaders and followers follows stages:
● Role taking - when a new member joins the organization, the leader assesses the talent and
abilities of the members and offers them opportunities to demonstrate their capabilities.
● Role making - an informal and unstructured negotiation on work-related factors takes place
between the leader and the member. A member who is similar to the leader is more likely to
succedd. A betrayal by the member at this stage may result in him being relegated to the
out-group.

LEADERSHIP PRINCIPLES
1. Know yourself and seek self-improvement
Honest self-evaluation to determine his own strengths and weaknesses is a paramount importance
to a leader. Through this process he can determine his capabilities and limitations.
3. Be technically and tactically proficient
A leader must demonstrate to his men that he is qualified to lead his unit. He must be competent in
combat operations and training as well as in the technical and administrative aspect of his duty
3. Seek responsibility and take responsibility for your actions
Armed with knowledge gained from the honest self-evaluation and with the sound technical and
tactical foundation required to perform his duty, the leader must take inflative to accomplish his unit's
mission. By seeking responsibility, he develops himself professionally and increases his leadership
ability.
4. Make sound and timely decisions
The leader must be able to make a rapid estimate of the situation and arrive at a sound decision. He
should be able to reason under the most trying conditions and decide quickly what action is
necessary to take advantage of opportunity as it occurs.
5. Set an example
A good leader must be a good example to his men in integrity, courage. professional competence,
personal appearance and conduct. More so, he must set the personal and professional standard for
his
men.
6. Know your men and look out for their welfare
Understanding self is of equal importance in understanding his men. It is not enough that a leader
knows his men's names, ranks, and other data. The leader must understand what makes his men
stick to their values, ideas and attitude.
7 Keep your men informed
This will encourage initiative, improve teamwork and enhance morale. Keeping your men informed
will reduce fear and rumors thus will gain cooperation and instilling to them one common goal and
mission.
8. Develop sense of responsibility in your subordinates
Another way to show your men that you are interested in their welfare is by giving them the
opportunity for professional development. Delegation of authority commensurate with responsibility
thus develops mutual confidence and respect between the leader and his subordinates.
9. Ensure that the task is understood, supervised and accomplished
Your men must know what is expected from them and must be informed of specific task
requirements through clear and concise orders. Be sure that you are understood by communicating
with your men. Do not overtake an order by giving too many details.
10. Train you men as a team
The very essence of leadership is the ability to influence your men to act as one, to act in unison and
as a team in the accomplishment of a mission.
11. Employ your command/unit in accordance with its capabilities.
Men get satisfaction when performing tasks which are challenging yet within their capabilities, but
become dissatisfied if given tasks that are considered too easy, too difficult and above all out of
bound.
Putting the right person on the right job is the key to this principle.

BEST CHARACTER OF AN EFFECTIVE LEADER

Top Ten Traits of Great Leaders (By Robert Hewes, PhD)
1. Be Results Oriented. Let's put this right on the table: At the end of the day as a leader, you are
responsible for delivering results however they are defined. In the end, it is not about effort, which is
no doubt good and very much needed, but what really counts is what is accomplished. You have to
keep this in the forefront of your mind as a guide to your activity. Great leaders spend their energy
on the most effective activities to achieve the greatest outcomes. Remember, action orientation is
good, but be oriented on the right actions. Don't just be busy; be a busy leader who gets results.
2. Be Customer Focused. To get the best results, you have to know your customers. Customers
may be internal or external. We all have them. (Note: If you don't know who your customers are, you
need to get an answer right away.). Everything you do needs to be directed at what customers need
or will need. Get "outside the glass." In other words, look beyond your area. You should find out
what your customers want by asking them. You can't intuit this one. You should continually listen to
your customers; really listen to what they have to say.
3. Have a Vision. Simply put, know where you are headed. Have a picture of it in your head, and be
able to communicate it effectively. This is not the stuff of just a CEO. It is critically important that you
be able to paint a vivid picture of where your group or organization is headed. In the end, you should
use the vision to motivate and guide action. Make your vision a shared one with your not group.
Every member of your group should be able to describe a similar picture and communicate it.
4. Be Strategically Focused. If you want to do big things, be more strategic in what you do and how
you go about doing it. Today's leaders need to be ahead of marketplace demands while maintaining
Other critical functions. This is not easy to do, but it is something leaders need to tackle head on. If
you are exclusively focused on what is in front of you, the future may pass you by. Look forward.
The future deserves some of your attention. Think at a higher level than just what is on your daily
action list. Seeing the bigger picture and looking forward are critical to succeeding as a leader;
without these, one's head is down too much. A leader should be strategically focused at least 15% of
the time (the more senior, the higher the percentage). You must take a hard look at where you
actually spend your time, and where you should. Make an adjustment to be more strategic.
5. Effectively Get Work Done Through Others.
Getting things done yourself is great, but it doesn't scale very well. If you want to do big things, it
requires effectively getting work done through others. One needs to become very good at
delegating. Note: This can't be about just getting items off your plate. That is transparent and not
being a great leader. If you say,
"If you want it done, you must do it yourself,” stop. You need to become better at delegating and
having things done through others. Each week, look at what you have to do and make sure you are
delegating effectively. Figure out who is the right person to tackle specific tasks or projects.
6. Be Good at Dealing with Conflict. A cornerstone of working effectively with people is being very
good at dealing with conflict. The reality is that conflict is going to happen. People think things should
be done in different ways. No surprise. You should even expect it. The trick is not to have conflict be
counterproductive. Learn how to successfully resolve conflict and harness the best ideas from your
staff.
7. Ask Great Questions. We’ve all seen it. You are in a meeting and someone asks a great
question that unlocks a situation. Funny thing is, many times, it is the same person who asks all the
great questions. If you tend to ask questions, make sure they are really good questions. For a key
meeting in the future, think of three good questions to ask.
8. Make High-Quality Decisions. Making decisions is one of the fundamental actions of an
executive.
And, the great ones make really good decisions. Making decisions is easy-heck, you can flip a coin
to pick between two things. However, making Quality decisions is much harder. Understand, reflect,
and learn about your decision making process. Leaders need to make both quality and timely
decisions.
9. Be a Trusted Leader. People do want to follow and accomplish great things. All else being equal,
a trusted leader will get more from his people and have a stronger following. Be someone your
people can trust. It is important to remember that it takes a long time to earn trust; it builds over to
time. The flipside is that you can lose it quickly.
10. Be an Incredible Communicator. Communication is one of the fundamental leadership
capabilities.
So much is done through communication; it is how initiatives are launched, results are reported, and
a plethora of things are done in between.
Remember, too, communication is a two-way street with listening as important as speaking.
Great leaders listen incredibly well as part of their communication skills.

Prepared by: Laiza E. Dico, RCrim🤍

(PRELIM)