Leadership and values Orientation

(Transformational Leaders)

By: Brent Busaing Martinez

Media Consultant Bangko Montanosa
/Editor, Guru Press Cordillera
 LEADERSHIP

The best way of understanding clients is by putting yourself in their shoes

and by walking an extra mile with them. In this seminar workshop, we shall
talk about leadership, management, and values orientation in relation to the
auto-business.
 LEADERSHIP

“A FARM WITHOUT LEADERSHIP IS LIKE A SHIP AT SEA WITHOUT

CLEAR DESTINATION, While a farm with no management is like a ship
with a crack in the body of the ship… soon to fill with water and sink.”
– Maryland Cooperation Extension
 ACTIVITY 1

• GROUP YOURSELVES INTO 5 and work as a group

• Individually, get a paper and write as many words you can describing the ideal leader you have
in mind.
• Share your description of an ideal leader to your group, and collect the words.
• Categorize the words into their group (Ex. Metal ability: Intelligent, Thinker, Problem solver..)
• Get a paper and draw a circle in the middle. In the middle of the Circle, write the word leader.
• Now… Make a diagram .
Example
 ACTIVITY 2
• Go back to your group
• Individually, get a paper and write as many words you can describing a bad leader you have
worked with.
• Share your description of that leader to your group, and collect the words.
• Categorize the words into their group (Ex. Attitude – pessimistic (every thing I do is wrong),
lazy to study and apply new technology.)
• Get a paper and draw a circle in the middle. In the middle of the Circle, write the word bad
leader.
• Now… Make a diagram .
 PRESENT YOUR WORK
Questions
1. Do you have the same definition of a leader?
2. Do you have the same definition of a bad leader?
3. How can differences of definition affect your choice of a leader and in
becoming a leader?
4. Why is there a need to have similar if possible the same definition?
 Objectives
Our definition or concept of a leader affects the leader we become. Thus, the language and
meaning of that we put in our head and use is important. This is why we have seminars like
this to get new ideas to upgrade the details in our mind and influence the change in our
behavior.

In this seminar workshop, we shall learn the following.

1. Some concepts of leadership, Types of leadership styles
2. Values and orientations
3. Create a vision and mission for our office or group of seed inspectors
 Many types of LEADERS
What we did earlier is to understand our various concept of leaders. There
are many definitions of leadership, but one thing that we should keep in
mind is that leadership is “a process,” meaning it is changing.

Leadership has been described through styles: autocratic, democratic,

situational, transformational, etc.
 Leadership styles
Autocratic – involves commands and expected compliance, dogmatic, and
uses power to withhold rewards and give punishments.
Democratic – involves consultation with group members on actions and
decisions. These leaders set goals and make decisions with the approval and
participation of members.
Free-rein- servant leader – the group exercise high degree of autonomy and
the leader’s role mostly is to assist the group, gather and provide info, access
resources, deal with organizational barrier.
 Leadership styles
Blended leadership – This leader considers individual talents of members,
adapting to circumstances and needs of the group. His behavior include
coaching, training, telling, demonstrating and supporting.
Transformational – involvement in coordinating and integrating activities
versus controlling and directing the work of groups.
Situational leadership – it is used when there is concern for the needs of a
particular group at a specific point in time. A leader’s effectiveness depends
on a particular situation.
 QUESTIONS
There is not one leadership style utilized by leaders. They are mostly used in
combination depending on context (attitude of members, norms of a place,
culture, resources available) and the need of a particular situation.

1. Why some leadership styles fail and why succeed?

2. What kind of leadership styles are needed in your work or office?
 The Importance of Values
Values will affect not only the perceptions of appropriate ends, but also the
perceptions of the appropriate means to those ends.
Fiedler’s leadership theory says managers or leaders cannot be expected
to adopt a particular leadership style if it is contrary to their value
orientations. Covey’s theory says people decide according to the value
system they support or believe, in other words values and attitudes are
important because they may shape behavior, and behavior will influence
people.
 VALUES and leadership
According to Spranger… (This still holds true…)
values are defined likes, dislikes, viewpoints, shoulds, inner inclinations,
rational and irrational judgments, prejudices, and association patterns that
determine a person’s view of the world.
The importance of a value system is that once internalized it becomes a standard
or criterion for guiding one’s action.
Thus the study of leaders’ values is extremely important to the study of
leadership.
 Five Types of Value Orientation
1. The economic man is primarily oriented toward what is useful. He is thoroughly “practical” and fits well the
stereotype of the businessman.
2. The theoretical man is primarily interested in the discovery of truth, in the systematic ordering of his
knowledge. His interests are empirical, critical, and rational.
3. The political man is oriented toward power, not necessarily in politics, but in whatever area he works. Most
leaders have a high power orientation. Competition play a large role during all his life.
4. The aesthetic man finds his main interest in the artistic aspects of life, although he need not be a creative
artist. He values form and harmony.
5. The social man is primarily oriented toward the well-being of the people. His essential value is love of people
– the altruistic or philanthropic aspect of love.
(Source: Adapted from Guth and Tagiuri (1965). )
 QUESTIONS
A mixture of values are needed to be a good leader and manager. A kind of
set of values that may be used adaptably is recommended to adjust more
easily to changing situations.

1. What do you think is your most dominant value orientation?

2. Why do you think so?
 ACTIVITY 3
1. Look back at the good leader which you have described earlier.
2. Try to determine what kind of leadership style and leadership value is
the dominant character of your ideal leader.
3. Why do you think so.

Studies show that many leaders value more highly economic,

theoretical, and political ends than social and aesthetic ones.
 Leadership and management are inseperable

The leader – creates a vision and identifies ways to expand resources to carry
out the mission. As a leader, one must focus on the long term, identifying the
mission, assessing the needs, and developing a strategic plan for the office
operation.

What is your vision? – What will happen to your farm 5-15 years from now?
What will you do to attain it? – What types of technology you will use,
innovation you will make, partners, etc.?
 Leadership and management are inseparable

The manager – efficiently allocates scare resources to capture opportunities

and solve problems. One must focus on efficiency and work within the limits
of resources if availability is scarce.
Managers usually deal with short term problems. For example, deciding on
what type of seed to sow is best this cropping season? How to organize
harvest? Where to sell? Are we overapplying fertilizer?
 Leader/Manager
It is said that people involve in agriculture, we need to be leaders and
managers at the same time (Hanson and Johnson N.D.).
 ACTIVITY 4
Write your vision and mission for you farm.
VISION: What will your office/farm be like 5-10 years from now?
MISSION: How will you do it?

SHARE YOUR IDEA…

 THINGS TO CONSIDER
1. The farmer managers and leaders of tomorrow need to understand people, whatever
their age when they work with them. They need to find out their skills, strengths,
and whatever motivates them.
2. Farmers need to be updated and adopt to the changing world and the demands of the
inevitable future.
3. Farmers need to be outward and progressive looking, well-informed and critical and
analytical.
4. Farmers need to find successors who shall continue the vision and mission of their
farm.
Thank you for your time and
cooperation!
TRANSFORMATIONAL LEADERSHIP

• Leadership means different things to different people

around the world, and different things in different
situations.
 TRANSFORMATIONAL LEADERSHIP

• According to the idea of transformational leadership, an effective

leader is a person who does the following:
• 1.Creates an inspiring vision of the future.
• 2.Motivates and inspires people to engage with that vision.
• 3.Manages delivery of the vision.
• 4.Coaches and builds a team, so that it is more effective at achieving
the vision.
 TRANSFORMATIONAL LEADERSHIP

• Creating an Inspiring Vision of the Future

-a vision is a realistic, convincing and attractive depiction of where you want to be in the
future. Vision provides direction, sets priorities, and provides a marker, so that you can tell that
you've achieved what you wanted to achieve.
-Therefore, leadership is proactive – problem solving, looking ahead, and not being satisfied
with things as they are.
 TRANSFORMATIONAL LEADERSHIP

• Motivating and Inspiring People

-A compelling vision provides the foundation for leadership. But it's leaders' ability to
motivate and inspire people that helps them deliver that vision.
One way is setting expectations (others charisma, appeal, credibility, expertise)
The expectation that hard work leads to good results.
The expectation that good results lead to attractive rewards or incentives.
This motivates people to work hard to achieve success, because they expect to enjoy rewards –
both intrinsic and extrinsic – as a result.
 TRANSFORMATIONAL LEADERSHIP

• Managing Delivery of the Vision

-Leaders must ensure that the work needed to deliver the vision is properly managed – either
by themselves, or by a dedicated manager or team of managers to whom the leader delegates
this responsibility – and they need to ensure that their vision is delivered successfully.
-To do this, team members need performance goals that are linked to the team's overall vision.
-Leaders also need to make sure they manage change effectively.
 TRANSFORMATIONAL LEADERSHIP

• Coaching and Building a Team to Achieve the Vision

-To develop a team, leaders must first understand team dynamics. (Strengths and weaknesses)
-A leader will then ensure that team members have the necessary skills and abilities to do their
job and achieve the vision. They do this by giving and receiving feedback regularly, and by
training and coaching people to improve individual and team performance.
-Leadership also includes looking for leadership potential in others.
 Identifying problems

Organizations or groups have problems which can cause

more problems and complicate the operation and
implementation of projects, programs or activities. This
exercise helps us identify underlying causes of problems
and address them while applying some immediate measures
alongside planning of mid-term and long-term solutions.
 Sorting out problems

1. List all problems you have encountered.

2. Rank them according to difficulty.
3. Group them in three categories: immediate, mid-term,
and long-term
4. Put a check on the problems that you can solve by
yourself and x on problems you need others help to solve.
 What are the causes?

Problems are usually caused by something else and if not addressed

can make the problem recur.

Example: A member always finds the office dirty of garbage scattered

around. To solve the problem she cleans the office everyday. She finds
out later that the garbage is not the cause of the problem but the people
who litter their garbage and those who do not throw their rubbish in
the bin.
 Look back at the list of problems

Group the problems that seem to be inter-related or

problems that can be a result of another problem.

What have you found?

How should you solve problems that are inter-related?
 The problem, the gap and solution

• What is?  What should  Gap  What should

be? Gap between be done?
The ideal state reality and The solution
The current
ideal (better
situation (the (what we want)
reality) to make it
numerical) Technology,
Not enough
yield (100 Adequate (target innovation, best
cavans) 200 cavans) 100 cavans practices
 Timeline in solving the problem

1.Short-term Mid-term Long-term

2. Make steps or process in solving the problem
3. Assessment of solution
4. How much of the problem remained?
5. Next step (repeat cycle with changes/modifications)
 Sample solution process
Implement
solution Follow
procedures Record results

Adjust strategy
Assess solution
 Timeline in implementing solution

First quarter 2ndquarter 3rd quarter 4th quarter

Marketing/
promotion
(Specific
actions) 40M 40M 30M
40M
(assessment) (assessment) (assessment)
(assessment)