CHARACTER FORMATION WITH LEADERSHIP,

DECISION MAKING, MANAGEMENT, AND

ADMINISTRATION

VICTOR V. MARTINEZ,JR., Ph.D.

The character of a human being refers to the set of mental and moral
qualities that define a person's nature. It includes traits, behaviors,
and attitudes that influence how a person thinks, feels, and interacts
with others. Character is often assessed in terms of virtues like
honesty, integrity, courage, empathy, and responsibility.

Example Situation: Imagine a student who accidentally sees the

answers to an upcoming exam. Even though they know it would be
easy to cheat and get a high score, they choose not to look at the
answers. This decision shows honesty as part of their character.
Character formation refers to the process through which a person
develops their moral and ethical qualities, shaping who they are as an
individual. This process is influenced by various factors, including
upbringing, education, experiences, cultural values, and personal
choices. Character formation is an ongoing journey, where a person
learns and reinforces virtues, ethical principles, and behaviors that
define their character.

Example of Character Formation:

Consider a student who was initially impulsive and tendency to act
without thinking about the consequences. Over time, through the
guidance of mentors, participation in school activities, and personal
reflection, the student learns the importance of self-control and
responsibility.
Leadership is the ability to guide, influence, and
inspire individuals or groups toward achieving a
common goal. It involves setting a vision, making
strategic decisions, and motivating others to work
together to accomplish objectives. Effective
leadership requires a combination of qualities and
skills, such as communication, empathy, decisiveness,
integrity, and the ability to delegate and empower
others.
Leadership (Leading)
- Challenge teams so that they are engaged but not overwhelmed.
- Let people decide how to achieve goals, rather than telling them what
goals to achieve.
- Support and celebrate creativity even when it leads to a mistake. But
set up processes to learn from mistakes as well.
- Model creative behavior.
Culture (Organizing)
- Institute organizational memory so that individuals do not spend time
on routine tasks.
- Build a physical space conducive to creativity that is playful and
humorous—this is a place where ideas can thrive.
- Incorporate creative behavior into the performance appraisal process.
 11 Principles of Leadership

Lead by example
Many successful leaders demonstrate how to behave, perform
tasks, and do their work. A good leader models excellent
behavior and must be able to motivate and encourage people.

Leadership is about people Communicating and engaging

with your team is essential to leadership. Interpersonal and
communication skills are essential to any leader. Without being able
to communicate your vision to others, leadership will be challenging.
Focus on change
Transformation should be at the foundation of every leadership plan.
People need to understand what your goals and objectives are and
the part they can play in transforming the organization.

Be human and admit mistakes

Everyone makes mistakes, but it can be beneficial for other people to
see a leader acknowledge their mistakes as it can help them be more
relatable.
Understand the value of listening
Learn to listen more than you talk. When you listen, you could be
finding out valuable, new information that may help you lead
effectively. Leaders are great listeners, which does not mean that
they must agree with everything they hear, but they must try to make
sense of it and understand it.

Develop leadership skills

A leader is defined by their behavior and actions, and a good
leader has specific skills and characteristics that help them lead
effectively. To be a great leader, you should recognize the skills you
need and work to develop them.
Promote diversity
A leader should welcome diversity and harness the strengths
that it can confer on a company. When everyone has the same
background and experience, it means there is a limited field of
expertise, but when there is a diverse range, you may be able to
approach things differently and find fresh perspectives.

Work together to achieve more

Collaboration is the act of working with others to share
information, strategies, and successes, and every great leader
understands its importance.
Have solid values
An effective leader must have a clear vision and solid values
so they can inspire their followers and motivate them. Values
are essential, and they show that you are a credible leader.

Use technology and innovation

Since technology use in the workplace is widespread, as a leader
you should take advantage of the benefits that technology can
bring to your organization.
Help to develop future leaders
There is always a need for good leadership, and
part of being a great leader is to make sure there
is someone else who can take over your role when
necessary. Thinking about the future in this way
is a strong leadership trait.
10 Traits of a Leader

Dependability
This is one thing that every employer will say they love,
and it’s a key trait that is learned in the military.

Integrity When you lie in the military, it can be a big

deal. Not only can people get seriously hurt or even
killed, but the one who lied can be punished with severe
consequences, such as jail time.
Making decisions
One skill that just about every leader needs to have is
the ability to make a decision. Unfortunately, there are a
lot of employees who simply don’t know how to do that.

Professionalism
This is another trait that a lot of employees simply lack,
whether they realize it or not. The military teaches
professionalism to veterans in a way that is built into
everyday life.
Teamwork

Being a leader doesn’t mean bossing everyone around and making

all of the decisions. Sometimes it also means knowing how to
work within a team and delegate work.

Drive

In Psychology, refers to an internal state or motivation that compels

an individual to take action to satisfy a need or desire. For example,
hunger is a biological drive that motivates a person to eat, while the
drive for achievement might push someone to pursue goals and
accomplishments.
Ability to understand directions

The military teaches two things, how to give and follow

directions. Both of these skills are necessary if you want to
become successful in your chosen career field.

Organization

This is a skill that is highly valued by many employers in a

variety of different industries. The military teaches veterans
how to be organized in a way that will not only improve
efficiency but also effectiveness.
Safety skills

The military teaches veterans how to be safe, even in

treacherous conditions. This skill can be very useful, though
you may not have guessed this type of skill would translate
well into business and leadership positions.

Adaptability

A lot of people are resistant in the face of change, even if it

is just a simple disruption to an everyday routine. The
military trains veterans to be ready for any situation,
allowing them to more easily adapt to surprises.
 10 Common Leadership Styles
Coach
A coaching leader is someone who can quickly recognize their
team members’ strengths, weaknesses, and motivations to help
each individual improve. This type of leader often assists team
members in setting smart goals and then provides regular
feedback with challenging projects to promote growth.

Visionary
Visionary leaders have a powerful ability to drive progress and
usher in periods of change by inspiring employees and earning trust
for new ideas. A visionary leader is also able to establish a strong
organizational bond. They strive to foster confidence among direct
reports and colleagues alike.
Servant
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.

Autocratic

Also called the authoritarian style of leadership, this type of

leader is someone who is focused almost entirely on results and
efficiency. They often make decisions alone or with a small,
trusted group and expect employees to do exactly what they’re
asked.
Laissez-faire or hands-off

This leadership style is the opposite of the autocratic

leadership type, focusing mostly on delegating many tasks to
team members and providing little to no supervision. Because a
laissez-faire leader does not spend their time intensely managing
employees, they often have more time to dedicate to other
projects.

Democratic
The democratic leadership style (also called the participative style) is a
combination of the autocratic and laissez-faire types of leaders. A
democratic leader is someone who asks for input and considers feedback
from their team before making a decision.
Pacesetter

The pacesetting leadership style is one of the most effective for

driving fast results. These leaders are primarily focused on
performance. They often set high standards and hold their team
members accountable for hitting their goals.

Transformational

The transformational leadership style is similar to the coaching style

in that it focuses on clear communication, goal-setting, and employee
motivation. However, instead of placing the majority of the energy into
each employee’s individual goals, the transformational leader is driven
by a commitment to organizational objectives.
Transactional
A transactional leader is someone who is laser-focused on
performance, similar to a pacesetter. Under this leadership
style, the manager establishes predetermined incentives—
usually in the form of monetary reward for success and
disciplinary action for failure.

Bureaucratic
Bureaucratic leaders are similar to autocratic leaders in that they
expect their team members to follow the rules and procedures
precisely as written. The bureaucratic leadership style focuses on
fixed duties within a hierarchy where each employee has a set list of
responsibilities, and there is little need for collaboration and
creativity.
Leadership Qualities That Make Good Leaders
Honesty and Integrity
The 34th President of the United States, Dwight.D.Eisenhower once
said,” Honesty and integrity are two important ingredients that make
a good leader. How can you expect your followers to be honest when
you lack these qualities yourself?

Confidence
To be an effective leader, you should be confident enough to
ensure that others follow your commands. If you are unsure
about your own decisions and qualities, then your subordinates
will never follow you.
Inspire Others
Probably the most difficult job for a leader is to persuade
others to follow. It can only be possible if you inspire your
followers by setting a good example. When the going gets tough,
they look up to you and see how you react to the situation.

Commitment and Passion

Your teams look up to you and if you want them to give them their
all, you will have to be passionate about it too. When your
teammates see you getting your hands dirty, they will also give
their best shot.
Good Communicator
Until you communicate your vision to your team and tell them the
strategy to achieve the goal, it will be very difficult for you to
get the results you want. Simply put, if you are unable to
communicate your message effectively to your team, you can
never be a good leader. A good communicator can be a good
leader.

Decision-Making Capabilities
Apart from having a futuristic vision, a leader should have the
ability to make the right decision at the right time. Decisions taken
by leaders have a profound impact on the masses. A leader should
think long and hard before taking a decision but once the decision is
taken, stand by it.
A ccountability
Accountability refers to the obligation or responsibility of an
individual, organization, or entity to explain, justify, and take
responsibility for their actions, decisions, and outcomes. It
involves being answerable to others and being transparent about
one's actions and their consequences.

Delegation and Empowerment

You cannot do everything, right? A leader needs to focus on key
responsibilities while leaving the rest to others. By that, I mean
empowering your followers and delegating tasks to them. If you
continue to micromanage your subordinates, it will develop a lack of
trust and more importantly, you will not be able to focus on important
matters, as you should. Delegate tasks to your subordinates and see
how they perform.
Creativity and Innovation
What separates a leader from a follower? Steve Jobs, the greatest
visionary of our time answers this question this way, “Innovation
distinguishes between a leader and a follower.” To get ahead in
today’s fast-paced world, a leader must be creative and innovative
at the same time.

Empathy
Last but certainly not the least, is empathy. Leaders should develop
empathy with their followers. Unfortunately, most leaders follow a
dictatorial style and neglect empathy altogether. Due to this, they
fail to make a closer connection with their followers.
Understanding the problems of your followers and feeling their
pain is the first step to becoming an effective leader.
Resilience
When the going gets tough, the tough gets going. You might have
heard this adage many times, but did you know that great leaders
also follow this rule? They are resilient and have a positive
attitude.

Emotional Intelligence
With emotional intelligence, leaders can control their emotions, which
prevents negative emotions from influencing their decision-making
skills. As a result, they are less likely to make hasty decisions.
Moreover, emotionally intelligent leaders are great at understanding
the emotions and care about the feelings of others.
Vision and Purpose
Good leaders always have a vision and purpose. They not
only visualize the future themselves but also share their
vision with their followers. When their followers can
see the big picture, they can see where they are heading.
Characteristics of Decision-Making

Goal-Oriented
Decision-making is a goal-oriented process. Decisions are usually
made to achieve some purpose or goal. The intention is to move
‘toward some desired state of affairs’.

Alternatives
A decision should be viewed as a point reached in a stream of action’. It
is characterized by two activities – search and choice. The manager
searches for opportunities, to arrive at decisions and for alter‑native
solutions, so that action may take place.
Analytical-Intellectual
Decision-making is not a purely intellectual pro‑cess. It has both
intuitive and deductive logic; it contains conscious and unconscious
aspects. Part of it can be learned, but part of it depends upon the
personal characteristics of the decision-maker.

Dynamic Process
Decision-making is characterized as a process, rather than as, one static
entity. It is a process of using inputs effectively in the solution of
selected problems and the creation of outputs that have utility. Moreover,
it is a process concerned with ‘identifying worthwhile things to do’ in a
dynamic setting.
C ontinuous A ctivity

The life of a manager is a perpetual choice-making activity. H e

decides things on a continual and regular basis. It is not a
one-shot deal.

Commitment of Time, Effort, and Money

Decision-making implies commitment of time, effort, and money. The

commitment may be short-term or long-term depending on the type of
decision (e.g., strategic, tactical, or operating). Once a decision is made,
the organization moves in a specific direction, to achieve the goals.
Human and Social Process

Decision-making is a human and social process involving

intellectual abilities, intuition, and judgment. The human, as well
as social impacts of a decision, are usually taken into ac‑count
while choosing from several alternatives.

Integral Part of Planning

Decision-making is the core of planning. Both are intellectual

processes, demanding discretion and judgment. Both aim at achieving
goals. Both are situational in nature. Both involve a choice among
alternative courses of action.
Types of Decision-making

Routine and Basic Decision Making

Routine decision-making means such decisions, which are taken in
respect of the day-to-day activities of the organization and which
require less thinking and advice. These are repetitive.

Personal and Organizational Decision Making

The decisions that are taken by any person in his capacity and not
as a member of the organization are known as personal decisions, for
example, decisions for leave, dress, resigning from the organization
accepting or rejecting promotions, etc.
Individual and Group Decision Making
When the size of the business unit is small and the decisions to
be taken do not require high, specific, and technical knowledge, then
the decisions for various problems are normally taken by the
managers themselves. Such decisions are known as
individual decision-making techniques.

Policy and Operating Decision Making

Policy decisions are those which relate to the basic policies of
the organization and these are taken by the top management or board
of directors. Such decisions are also known as management
decisions or basic decisions.
Programmed and Non Programmed Decision Making

Programmed Decision Making

Programmed decision-making is of a repetitive and routine
nature and is taken through some well decided and well-organized
system, so that when the problem arises, it may be solved by
using that method.

Non Programmed decision making

It is not a routine or repetitive nature. These are unique and
new and they have a long-lasting effect on the organization. This
decision-making is based on traditional methods, and not on the
predicated procedure.
Planned and Unplanned Decision-Making

Planned Decision Making

Decisions for which preparation is made are based on the
collection of facts, analysis, and scientific methods are known
as planned decision-making.

Unplanned Decision Making

Unplanned decision-making technique means such decisions
for which no plan is made, But are necessary, according to the
circumstances, problems, and opportunities that prevailed.
 Tactical and Strategic Decision Making
Tactical Decision Making
Tactical decision-making is routine, related to normal
day-to-day activities, and is of relatively lesser significance. For
these decisions, the options are limited and do not require much
analysis and evolution.

Strategic Decision Making

A strategic decision-making technique is those decisions, which
are very difficult to be taken. This affects the future of the
business and is related to the whole Organization.
Organizational, Departmental and Interdepartmental Decision Making
Organizational decision-making means such decisions which
are taken by the higher authorities of the Institution and affect the
whole organization or enterprise. Such decision-making is also
known as enterprise decision-making.

Departmental Decisions Making

Departmental decision-making is for those decisions which affect
the operation of the whole department of an enterprise and its
employees. Such decisions are taken by department managers, the
chairman, or management.
Interdepartmental Decisions Making
Inter-departmental decision-making is those
decisions that are taken by the higher
authorities/chairpersons/representatives of two or
more departments of the organizations, after mutual
deliberations.

M aking “G ood E nough” D ecisions

The bounded rationality model of decision-making recognizes the
limitations of our decision-making processes. A ccording to this model,
individuals knowingly limit their options to a manageable set and choose the
first acceptable alternative without conducting an exhaustive search for
alternatives.
Making Intuitive Decisions
The intuitive decision-making model has emerged as an
alternative to other decision-making processes. This model refers
to arriving at decisions without conscious reasoning.

Making Creative Decisions

Creativity is the generation of new, imaginative ideas. With the
flattening of organizations and intense competition among companies,
individuals and organizations are driven to be creative in decisions
ranging from cutting costs to generating new ways of doing business.
Creativity is the first step in the innovation process, creativity and
innovation are not the same thing. Innovation begins with creative ideas,
but it also involves realistic planning and follow-through.
How Do You Know If Your Decision-Making Process Is Creative?
Three factors to evaluate the level of creativity in the
decision-making process.
Fluency refers to the number of ideas a person can generate.
Flexibility refers to how different the ideas are from one another. If
you can generate several distinct solutions to a problem, your
decision-making process is high on flexibility.
Originality refers to how unique a person’s ideas are.
Ideas for Enhancing Organizational Creativity
Here are some guidelines for enhancing organizational creativity
within teams.
Team Composition (Organizing/Leading)
- Diversify your team to give them more input to build on and more
opportunities to create functional conflict while avoiding personal
conflict.
- Change group membership to stimulate new ideas and new interaction
patterns.
- Leaderless teams can allow teams freedom to create without trying to
please anyone upfront.
Team Process (Leading)
- Engage in brainstorming to generate ideas—remember to set a high
goal for the number of ideas the group should come up with, encourage
wild ideas, and take brain-writing breaks.
- Use the nominal group technique in person or electronically to avoid
some common group process pitfalls. Consider anonymous feedback as
well.
- Use analogies to envision problems and solutions.
 Top ic 6: U nderstanding D ecision M aking

Lesson 1: Meaning of Decision

The act or process of deciding;

determination, as of a question or doubt, by
making a judgment: They must decide between
these two contestants. Something that is
decided; resolution: She made a
poor decision when she dropped out of school.
Decision-Making Meaning and Definitions:

A good decision is deliberate and thoughtfully made, considers and includes

all relevant factors, that are consistent with the individual's philosophy
and values, and that can be clearly explained to significant others.

Making decisions in the organization is one of the most important

functions of a manager. The success or failure of an organization is
primarily determined by the quality of decisions made by managers at all
levels. Every managerial decision, whether it is about planning, organizing,
staffing, or directing, is about the decision-making process.
Decision-Making Characteristics Goal-Oriented

Making decisions is a goal-oriented process. Decisions are typically made to

achieve a specific purpose or goal. The goal is to progress "toward some
desired state of affairs.“

Alternatives

A decision should be viewed as a turning point in a chain of events.' It is

distinguished by two activities: searching and selecting. The manager looks for
opportunities to make decisions and find alternative solutions so that action
can be taken. A decision is the result of a choice. It is the decision to take a
particular course of action to solve a problem. There is no need for a decision
when no alternative course of action exists. The need for decision-making
arises only when there is some uncertainty about the outcome.
Analytical-Intellectual

Making decisions is not a purely intellectual process. It employs both

intuitive and deductive logic, as well as conscious and unconscious elements.
Part of it can be learned, but part of it is determined by the
decision-personal maker's characteristics. Decision-making cannot be
completely quantified, nor is it primarily based on logic or intuition. Many
decisions are made on the basis of emotions or instincts. The decision
implies the decision maker's freedom in making the final decision; it is
uniquely human and the result of deliberation, evaluation, and thought.
Dynamic Procedure

Decision-making is defined as a process as opposed to a single static

entity. It is the process of effectively using inputs in the solution of
specific problems and the creation of useful outputs. Furthermore, it is
a process that is concerned with "finding worthwhile things to do in a
dynamic setting." A manager, for example, may regularly hire people on
merit and, on occasion, choose candidates recommended by an
influential party. Managers use discretion and judgment to make
appropriate decisions based on situational requirements.
Affective Function

Decision-making pervades all levels of management and touches every

aspect of a business. Everything a manager does is done through
decision-making; the end products of a manager's work are our
decisions and actions. The essence of a manager's job is
decision-making.

Constant Activity

A manager's life is one of constant decision-making. He makes decisions

on a regular and ongoing basis. It is not a one-time event.
Time, effort, and money are all required.

Making a decision necessitates the investment of time, effort, and money.

Depending on the type of decision, the commitment may be short-term or
long-term (e.g., strategic, tactical, or operating). Once a decision is made, the
organization moves in a specific direction to achieve its objectives.

Human and Social Development

Decision-making is a human and social process that requires cognitive abilities,

intuition, and judgment. When choosing between several alternatives, the human
and social implications of a decision are usually considered. In a labor surplus, a
capital-hungry country like India, for example, managers cannot suddenly close
plants, sever division, and extend the golden handshake to thousands of workers
in the face of intense competition.
Planning is an essential component.

As Koontz stated, "decision making is at the heart of

planning." Both are cognitive processes that necessitate
discretion and judgment. Both aim to achieve their
objectives. Both are conditional. Both involve deciding
between alternative courses of action. Both are based on
future risk and uncertainty forecasts and assumptions.
 Top ic 7: Typ es of D ecision M ak ing

Lesson 1: Decision-Making Making Styles

Routine and Fundamental Decision Making

Routine decision-making refers to decisions that are made to the organization's

day-to-day operations and require less thought and advice. These are repetitive in
nature.
Basic decision-making refers to decisions that are critical to the organization's
survival and require extensive research, analysis, power, and critical thinking.
Making Personal and Organizational Decisions - Personal decisions are those
made by an individual in his or her capacity rather than as a member of an
organization, such as decisions about leave, dress, resigning from the
organization, accepting or rejecting promotions, and so on.
Decision-Making in Individuals and Groups

When the size of the business unit is small and the decisions to be made do not require
extensive, specific, or technical knowledge, the managers typically make the decisions.
Individual decision-making techniques are used to make such decisions.

Group decision-making techniques

refer to decisions made by a group rather than a single individual. This is referred to as
participating decisions, which are also referred to as individual decision-making.

Policy and operational decisions

Policy decisions are those made by top management or the board of directors that
pertain to the organization's basic policies. These are also referred to as management
decisions or basic decisions.
Decision Making, Programmed and Unprogrammed

Scripted Decision Making

The repetitive and routine nature of programmed decision-making is taken

through some well-decided and well-organized system so that when a problem
arises, it can be solved using that method.

Decision-making that is not programmed

It is not of the routine or repetitive variety. These are one-of-a-kind and novel,
and they will have a long-term impact on the organization. This decision is made
using traditional methods rather than the prescribed procedure.
Decision Making: Planned and Unplanned

Making Prepared Decisions

Planned decision-making refers to decisions that are made after careful

consideration of facts, analysis, and scientific methods.

Making Unplanned Decisions

Unplanned decision-making techniques refer to decisions that are made

without a plan but are necessary due to the circumstances, problems,
and opportunities that exist.
Making Tactical and Strategic Decisions

Making Tactical Decisions Tactical decision-making is routine, related

to normal day-to-day activities, and is of lesser importance. The options
for these decisions are limited and do not necessitate extensive
analysis and evolution.

Making Strategic Decisions

Strategic decision-making techniques are used when making difficult

decisions. This has an impact on the business's future and is related to
the entire organization.
Decision Making at the Organizational, Departmental, and Interdepartmental Levels

Making Organizational Decisions

Organizational decision-making refers to decisions made by the institution's
higher authorities that affect the entire organization or enterprise. This type of
decision-making is also referred to as enterprise decision-making.

Making Departmental Decisions

Departmental decision-making is for decisions that affect the operation of an
enterprise's entire department and its employees. Department managers, the
chairman, or management make such decisions.

Making Interdepartmental Decisions

Inter-departmental decision-making refers to decisions made after mutual
deliberation by higher authorities/chairpersons/representatives of two or more
departments of the organization.
 8 Steps in the Rational Decision-Making Model

Recognize the Problem.

You understand the problem. Customers are leaving negative feedback about
their experiences at your property on the internet. This will almost certainly
harm your team's efforts to generate new business. You must find a way to
improve your customer ratings.

Define the issue.

You and your team sit down and go through the last twenty or thirty customer
reviews from three different travel websites. Customers' dissatisfaction
appears to be related to a recent rate increase. They no longer believe they
are getting good value for money.
Define your goals.

What criteria must your solution meet? You want to start receiving higher
customer ratings. You don't want to see any online complaints from
customers. Your goal is complete happiness and five-star ratings.

Determine the Issue

This is the stage in which you seek to identify and comprehend the underlying
causes of your problem. Perhaps you decide that all customer-facing
employees must report on quality issues daily. And perhaps you consult with
operations on additional perks that can be integrated into the guest
experience without sacrificing too much margin.
Create Alternatives Ultimately,

you want to generate a long list of alternatives before making a decision.

You go over your employees' quality reports. You wait for
recommendations on additional perks from operations. You gather all of
the information.

Alternatives must be evaluated.

When you've exhausted all of your options, you can begin to make a
decision. Every employee suggestion and every operational
recommendation should be in front of you, and you should carefully
consider each option.
Choose an Alternative

One of your employees has suggested adding two more members to the
housekeeping staff, as the current staff is struggling to keep up with the
increase caused by the opening of a new office building down the street. In
response to the increase in this customer type, a member of your
operations team has suggested providing a continental breakfast for
business travelers. Both appear to be good ideas. Which will have the
greater impact?

Alternative Implementation

You decide to hire two more housekeeping staff members, knowing that
clean rooms and common areas are important to your customers. You
approve the budget and post for those two jobs. You decide to check in at
the thirty-day mark to