CHARACTER FORMATION:

LEADERSHIP, DECISION
MAKING,
MANAGEMENT AND
ADMINISTRATION
 SELF-LEADERSHIP
 THE FIRST STAGE, OR LEADERSHIP
LEVEL.

 IS OF GREAT IMPORTANCE TO THE

STAFF, WHETHER MANAGERS OR
ORDINARY SUBORDINATES.

 ALLOWS LEADERS OR SENIOR

OFFICERS, WHO UNDERGO VERY LITTLE
OR NO SUPERVISION, TO PREPARE AND
SET TARGETS ON THEIR OWN, AS WELL
AS TO CONTROL THEIR OWN SELF TO
EXECUTE SUCH PLANS.
 SELF-LEADERSHIP

HELPS MAKE INDIVIDUAL DECISION-

MAKERS PROACTIVE, FOCUSED, AND
AUTONOMOUS. PEOPLE WHO DO NOT
HAVE A STRONG SENSE OF SELF-
LEADERSHIP TEND TO FEEL THAT
THEY ARE NOT IN CONTROL OF
THEMSELVES, FREQUENTLY LOSE
CONCENTRATION AND EASILY GET
FRUSTRATED.
 DEVELOPMENT OF
SELF-LEADERSHIP

1. CLARITY OF PURPOSE

THIS MEANS THAT EACH ENTITY

MUST HAVE A VISION AND BE ABLE
TO SET IT UP. BEING YOUR OWN
LEADER, YOUR PURPOSE OR VISION
WILL BE THE FOUNDATION UPON
WHICH YOU WILL BUILD SELF-
LEADERSHIP.
2. AIM AT SUCCESS AND TAKE
REASONABLE RISKS

RISK-TAKING IS NECESSARY PART OF

LIFE. CHALLENGE YOURSELF TO TAKE
ON CHALLENGING ASSIGNMENTS. DO
NOT DETER YOURSELF OR OTHERS
FROM PAST FAILURES RATHER
CONCENTRATE ON SUCCESS.
HOWEVER, RISKS WHICH ARE
APPLICABLE TO YOUR INTENT SHOULD
BE FAIRLY MEASURED.
3. SPEND TIME TO REFLECT ON YOUR LIFE
REFLECTIONS CAN ALSO MEAN LETTING
OTHERS MAKE AN OBJECTIVE
EVALUATION OF YOU. ALTHOUGH YOU
REMAIN THE ACTIVE DOER OF THE
THINGS THAT YOU ARE DOING, YOU MAY
ONLY SEE THINGS FROM YOUR
VIEWPOINT. TAKING SOME TIME OFF TO
THINK ABOUT LIFE. COMPARE
EXPERIENCE OF CURRENT AND PRESENT
TO HOPES OF THE FUTURE. YOU CAN
NEVER NOTICE THOSE SMALL DEFECTS
UNTIL YOU PAUSE TO EXAMINE
YOURSELF.
 4. DON’T TOLERATE JUST ANYTHING

YOU SHOULD NOT RISK YOUR DREAM.

YOU SHOULD LEARN TP BE
INTOLERANT TO ANY SUGGESTIONS OR
IDEAS THAT DON’T SUIT YOUR VISION.
THIS INTOLERANCE IS NOT JUST
TOWARD OTHERS BUT ALSO TOWARD
YOU. IT INVOLVES NOT TOLERATING
NEGATIVE FACTORS SUCH AS
LAZINESS, ANXIETY AND MANY
OTHERS IN YOUR NATURE.
SIMPLE WAYS TO LEAD YOURSELF

•KNOW YOUR VALUES AND STICK

TO THEM
•MOVE TOWARDS PURPOSE
•KEEP IMPROVING YOURSELF
•MAKE MISTAKES BUT NEVER
MAKE THE SAME MISTAKES TWICE
•LEAD BY EXAMPLE
CONCEPT OF LEADERSHIP
•LEADERSHIP IS THE PRACTICE OF DRIVING
PEOPLE TO ACHIEVE GOALS.

•LEADERSHIP 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 OTHERS AND GUIDES THE
ORGANIZATION IN A MANNER THAT MAKES
IT MORE COHESIVE AND COHERENT.
 FOUR PRIMARY FACTORS OF
LEADERSHIP

1. LEADER
AN INDIVIDUAL APPOINTED AS A
LEADER MUST UNDERSTAND HIMSELF
HONESTLY, WHAT HE KNOWS AND
WHAT HE CAN DO. TAKE NOT THAT IT
IS THE FOLLOWERS THAT DECIDE
WHETHER THE LEADER IS
SUCCESSFUL, NOT THE LEADER OR
ANYONE ELSE.
2. FOLLOWERS
DIFFERENT PEOPLE EXPECT
DIFFERENT LEADERSHIP STYLES. A
NEWLY-EMPLOYED DESERVES MORE
SUPERVISION THAN AN
ACCOMPLISHED SUBORDINATE DOES.
AN INDIVIDUAL WITHOUT
MOTIVATION NEEDS A DIFFERENT
APPROACH THAN ONE WITH A HIGH
MOTIVATION LEVEL.
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 SHOWS YOUR PEOPLE
YOU WOULDN’T ASK THEM TO DO
SOMETHING YOU WOULDN’T WANT TO
DO. WHAT AND HOW YOU INTERACT
EITHER STRENGTHENS OR DESTROYS
YOUR RELATIONSHIP WITH YOUR
FOLLOWERS.
4. SITUATION

EVERY SITUATION IS DIFFERENT.

EVERYTHING YOU DO IN ONE
SITUATION ISN’T AUTOMATICALLY
GOING TO WORK IN ANOTHER. YOU
HAVE TO USE YOUR DISCRETION TO
DETERMINE THE BEST COURSE OF
ACTION AND THE STYLE OF
LEADERSHIP NEEDED FOR EACH
SITUATION.
 THEORIES OF LEADERSHIP
1. TRAIT THEORY
SOME PERSONALITY TRAITS MAY
LEAD PEOPLE NATURALLY INTO
LEADERSHIP ROLES.

2. GREAT EVENTS 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.
3. TRANSFORMATIONAL OR PROCESS
LEADERSHIP THEORY

TODAY, IT IS THE WIDELY

ACCEPTED THEORY. PEOPLE CAN
OPT FOR LEADERSHIP. PEOPLE CAN
LEARN THE ABILITY TO TAKE
LEADERSHIP.
 THE LEADER AND ITS ROLES

A LEADER SETS THE COMPANY OR

ORGANIZATION A SPECIFIC VISION,
MOTIVATES EMPLOYEES, GUIDES
WORKERS THROUGH THE CYCLE OF
WORK, AND CREATES MORALE. THEY’RE
MADE GOOD LEADERS, NOT BORN. YOU
WILL BECOME A SUCCESSFUL LEADER IF
YOU HAVE THE WILL AND THE
WILLPOWER. GOOD LEADERS GROW
THROUGH A CYCLE OF SELF-STUDY,
EDUCATION, TRAINING AND EXPERIENCE
THAT NEVER ENDS.
MOST IMPORTANT KEYS TO EFFECTIVE
LEADERSHIP

• TRUST AND CONFIDENCE

• EFFECTIVE COMMUNICATION
 HELPING EMPLOYEES UNDERSTAND
THE OVERALL BUSINESS STRATEGY
OF THE ORGANIZATION.
 HELPING WORKERS UNDERSTAND
HOW THEY HELP ACHIEVE THE
ORGANIZATIONAL GOALS.
 LEADERSHIP PRINCIPLES

1. KNOW YOURSELF AND SEEK SELF-

IMPROVEMENT
2. BE TECHNICALLY AND
TACTICALLY PROFICIENT
3. SEEK RESPONSIBILITY AND TAKE
RESPONSIBILITY FOR YOUR
ACTIONS
4. MAKE SOUND AND TIMELY
DECISIONS
5. SET THE EXAMPLE
6. KNOW YOUR PEOPLE AND LOOK
OUT FOR THEIR WELFARE
7. KEEP YOUR SUBORDINATES
INFORMED
8. DEVELOP A SENSE OF
RESPONSIBILITY IN YOUR
SUBORDINATES
9. ENSURE THAT TASKS ARE
UNDERSTOOD, SUPERVISED, AND
ACCOMPLISHED
10. TRAIN AS A TEAM
11. EMPLOY YOUR COMMAND IN
ACCORDANCE WITH ITS
CAPABILITIES
THREE MAIN ACTIONS WILL AID YOU
IN ACCOMPLISHING INSPIRING
SUBORDINATES

1. BE PASSIONATE

2. INVOLVE SUBORDINATES IN THE

DECISION MAKING PROCESS

3. KNOW WHAT YOUR

ORGANIZATION IS ABOUT
TRAINING
AND
COACHING
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 EMPLOYEE DEVELOP MORE
EXPERTISE AND RESOLVE
OBSTACLES TO IMPROVING JOB
PERFORMANCE.
COMMON POINTS OF BOTH COACHING
AND TRAINING
• TESTING TO ASSESS LEVELS OF
KNOWLEDGE, CAPACITY AND TRUST.
• DEFINES TARGETS THAT CAN BE
ROUTINELY CALCULATED. THIS HELPS
DIFFERENTIATE THIS INTO STEP-BY-
STEP ACTIONS.
• CLARIFY COURSE, GOALS AND
RESPONSIBILITY. TO PROMOTE
ACCOUNTABILITY, INCLUDE THE
INDIVIDUAL OR TEAM IN THE DECISION-
MAKING PROCESS.
• ENCOURAGE PEER COACHING BY
REMINDING THEM THAT EVERYONE
HAS A STAKE IN EACH OTHER’S
SUCCESS.

• COACHING IS MORE THAN TELLING

PEOPLE HOW TO DO SOMETHING, IT
INVOLVES GIVING GUIDANCE,
BUILDING SKILLS, GENERATING
OBSTACLES, REMOVING BARRIERS TO
SUCCESS, BUILDING BETTER SYSTEMS,
LEARNING THROUGH DISCOVERY.
• COPE WITH EMOTIONAL CHALLENGES
BY HELPING THEM IMPROVE,
ANALYZING AND POINTING OUT WAYS
THEY HOLD BACK, ENCOURAGING
THEM WHEN THEY BECOME
FRUSTRATED, AND SO ON.

• GIVE FEEDBACK BY POINTING AND

SUGGESTING SOLUTIONS, RATHER
THAN ACTIVELY CRITICIZING ERRORS.
AS A LEADER YOU MUST VIEW
COACHING FROM TWO DIFFERENT
VIEWPOINTS:

1. COACHING TO LEAD OTHERS, AND

2. BEING COACHED TO ACHIEVE

SELF-IMPROVEMENT.
 6 POINTS OF LEADERSHIP POWER

1. COERCIVE POWER
POWER BASED ON FEAR. A PERSON
WITH COERCIVE POWER CAN MAKE
THINGS HARD FOR HUMANS. THESE
ARE THE PEOPLE YOU WISH TO
AVOING BEING ANGRY WITH.
EMPLOYEES WHO WORK UNDER A
COERCIVE BOSS ARE UNLIKELY TO
COMMIT THEMSELVES, AND ARE
MORE LIKELY TO RESIST THE
MANAGER.
 6 POINTS OF LEADERSHIP POWER

2. REWARD POWER
• COMPLIANCE ACHIEVED ON THE BASIS
OF THE ABILITY TO DISTRIBUTE
REWARDS WHICH OTHERS FIND
IMPORTANT.

• MIGHT GIVE PEOPLE SPECIAL

BENEFITS OR INCENTIVES. TRADING
FAVORS WITH HIM OR HER MIGHT SEEM
BENEFICIAL.
 6 POINTS OF LEADERSHIP POWER

3. LEGITIMATE POWER
• THE POWER A PERSON RECEIVES IN AN
ORGANIZATION’S FORMAL HIERARCHY
AS A CONSEQUENCE OF HIS OR HER
ROLE.

• THE PERSON HAS THE RIGHT TO

EXPECT YOU TO COMPLY WITH VALID
DEMANDS, GIVEN HIS OR HER STATUS
AND YOUR JOB RESPONSIBILITIES.
 6 POINTS OF LEADERSHIP POWER

4. EXPERT POWER
• INFLUENCE BASED ON SPECIAL
SKILLS OR KNOWLEDGE.

• EXPERIENCE AND KNOWLEDGE GIVE

THE PERSON RESPECT. EXPERT
INFLUENCE IS THE MOST FIRMLY AND
REGULARLY CONNECTED TO
PRODUCTIVE OUTPUT OF
SUBORDINATES.
 6 POINTS OF LEADERSHIP POWER

5. REFERENT POWER

• INFLUENCE BASED ON INDIVIDUAL OR

DESIRABLE POSSESSION OF WEALTH OR
PERSONAL TRAITS.

• SOMETIMES THIS IS SEEN AS BEAUTY,

ELEGANCE, OR APPRECIATION. YOU
LIKE THE INDIVIDUAL AND YOU WANT
TO DO THINGS FOR HIM OR HER.
 6 POINTS OF LEADERSHIP POWER

6. INFORMATIONAL POWER

PROVIDING INFORMATION TO OTHERS

WHICH LEADS TO THINKING OR
ACTING IN A NEW WAY.
 LEADERSHIP TRAITS

1. HONESTY AND INTEGRITY

ARE THE TWO KEY INGREDIENTS THAT

MAKE FOR A GOOD LEADER. HOW CAN
YOU EXPECT HONESTY FROM YOUR
FOLLOWERS WHEN YOU YOURSELF LACK
THESE QUALITIES? LEADERS FLUORISH
WHEN THEY HOLD TO THEIR CORE
VALUES AND BELIEFS AND THIS WON’T
BE POSSIBLE WITHOUT ETHICS.
 LEADERSHIP TRAITS

2. CONFIDENCE
YOU SHOULD BE COMFORTABLE
ENOUGH TO BE AN EFFECTIVE LEADER
AND ENSURE PEOPLE OBEY YOUR
ORDERS. IF YOUR OWN DECISIONS AND
VALUES ARE UNCERTAIN, OTHERWISE
YOUR SUBORDINATES WILL NEVER
OBEY YOU. YOU MUST BE OOZING
WITH CONFIDENCE AS A LEADER,
DISPLAY SOME ASSERTIVENESS IN
ORDER TO GAIN THE RESPECT OF
YOUR SUBORDINATES.
 LEADERSHIP TRAITS

3. INSPIRE OTHERS
“IF YOUR ACTIONS INPIRE OTHERS TO
DREAM MORE, LEARN MORE, DO MORE AND
BECOME MORE, YOU ARE A LEADER”

PROBABLY THE HARDEST THING A LEADER

HAS TO DO IS PERSUADE OTHERS TO
COMPLY. IT CAN ONLY BE SO IF BY
SETTING A GOOD EXAMPLE YOU INSPIRE
YOUR FOLLOWERS. THEY LOOK UP TO YOU
WHEN THE GOING GETS TOUGH AND SEE
HOW YOU REACT TO THE SITUATION.
 LEADERSHIP TRAITS

4. COMMITMENT AND PASSION

THE TEAM LOOKS UP TO YOU AND YOU’LL

HAVE TO BE ENTHUSIASTIC ABOUT THAT
TOO IF YOU WANT THEM TO GIVE THEIR
ALL. IF YOUR TEAM SEES YOU’RE GETTING
YOUR HANDS DIRTY, THEY’LL GIVE THEIR
BEST TOO. IT WILL ALSO HELP YOU GAIN
YOUR SUBORDINATES CONFIDENCE AND
INSTILL NEW ENERGY IN YOUR TEAM
MEMBERS, WHICH WILL MAKE THEM
PERFORM BETTER.
 LEADERSHIP TRAITS

5. GOOD COMMUNICATOR
AS A LEADER YOU HAVE TO
COMMUNICATE YOUR VISION CLEARLY TO
YOUR TEAM AND TELLTHEM THE PLAN
FOR ACHIEVING THE GOAL, IT WILL BE
VERY DIFFICULT FOR YOU TO GET THE
RESULTS YOU WANT IF YOU DON’T. YOU
CAN NEVER BE A GOOD LEADER BECAUSE
YOU CAN’T EFFECTIVELY EXPRESS YOUR
MESSAGE TO YOUR TEAM. WORDS HAVE
THE POTENTIAL TO GET PEOPLE
MOTIVATED AND MAKE THEM DO THE
UNTHINKABLE.
 LEADERSHIP TRAITS

6. DECISION-MAKING CAPABILITIES
A LEADER SHOULD HAVE THE ABILITY TO
TAKE THE RIGHT DECISION AT THE RIGHT
TIME, IN ADDITION TO HAVING A
FUTURISTIC VISION. LEADERS TAKE
ACTIONS THAT HAVE A PROFOUND
IMPACT ON THE PEOPLE. A LEADER
SHOULD THINK LONG AND HARD BEFORE
TAKING A DECISION BUT STAND BY IT
ONCE THE DECISIONS, IT IS HIGHLY
RECOMMENDED THAT YOU CONSULT KEY
STAKEHOLDERS BEFORE YOU MAKE A
DECISION.
 LEADERSHIP TRAITS
7. ACCOUNTABILITY
“A GOOD LEADER TAKES LITTLE MORE THAN
HIS SHARE OF THE BLAME AND LITTLE LESS
THAN HIS SHARE OF THE CREDIT”

MAKE SURE EACH OF THE SUBORDINATE IS

RESPONSIBLE FOR WHAT THEY DO. GIVE THEM
A PAT ON THE BACK IF THEY DO WELL BUT
WHEN THEY FAIL MAKE THEM REALIZE THEIR
MISTAKES AND WORK TOGETHER TO IMPROVE.
HOLDING THEM TO ACCOUNT FOR THEIR
ACTIONS WILL CREATE A SENSE OF DUTY
AMONG YOUR SUBORDINATES AND THEY WILL
BE MORE SERIOUS ABOUT HTE ORGANIZATION.
 LEADERSHIP TRAITS

8. DELEGATION AND EMPOWERMENT

YOU JUST CAN’T DO IT ALL RIGHT.
FOCUSING ON KEY RESPONSIBILITIES IS
VITAL TO A LEADER, WHILE LEAVING THE
REST TO OTHERS. EMPOWER AND
DELEGATE THE DUTIES TO YOUR
FOLLOWERS. WHEN YOU TRY TO
MICROMANAGE YOUR SUBORDINATES, A
LACK OF TRUST WILL GROW AND MORE
IMPORTANTLY, YOU WON’T BE ABLE TO
FOCUS ON IMPORTANT THINGS AS YOU
SHOULD.
 LEADERSHIP TRAITS

9. CREATIVITY AND INNOVATION

“INNOVATION DISTINGUISHES BETWEEN A
LEADER AND A FOLLOWER”

IN ORDER TO GET AHEAD TO TODAY’S

FAST-PACED ENVIRONMENT, A LEADER
MUST BE CREATIVE AND INNOVATIVE AT
THE SAME TIME. THAT HELPS YOU AND
YOUR TEAM STAND OUT FROM THE
CROWD, IS CREATIVE THINKING AND
RELENTLESS CREATIVITY. THINK ABOUT
COMING UP WITH UNIQUE IDEAS OUT OF
THE BOX AND TRANSFORMING THOSE
IDEAS AND GOALS INTO REALITY.
 LEADERSHIP TRAITS

10. EMPATHY
AS LEADERS, EMPATHY WITH YOUR
FOLLOWERS WILL GROW. DON’T ADOPT A
DICTATORIAL STYLE, AND UTTERLY LACK
EMPATHY. YOU’LL FAIL TO CONNECT
MORE DIRECTLY WITH YOUR FOLLOWERS.
KNOWING THE FOLLOWERS’ ISSUES, AND
EXPERIENCING THEIR PAIN, IS THE FIRST
STEP TOWARDS BECOMING EFFECTIVE
LEADERS. EVEN THAT IS NOT ENOUGH
UNTIL YOU WORK HARD AND PROVIDE
THE APPROPRIATE SOLUTION FOR YOUR
FOLLOWERS.
 LEADERSHIP STYLES

1. TRANSACTIONAL LEADERSHIP
THISSTRATEGY IS STRONGLY
DISCIPLINARY,AND IS OFTEN CALLED A
LEADERSHIP STYLE OF “TELLING.” THE
LEADER GIVES INSTRUCTIONS TO THE
MEMBERS OF HIS TEAM AND THEN USES
VARIOUS INCENTIVES AND
PUNISHMENTS TO EITHER APPRECIATE
OR PUNISH WHAT THEY DO IN
RESPONSE. LEADERS GIVE PRAISE FOR A
JOB WELL DON OR FOR A GROUP
MEMBER TO PERFORM A DEPARTMENT-
WIDE MISSION HATED BECAUSE THEY
MISSED A DEADLINE.
 LEADERSHIP STYLES

2. TRANSFORMATIONAL LEADERSHIP
WITH THISSTYLE OF LEADERSHIP, BY
EMPOWERING THEIR WORKERS TO
CHANGE, LEADERS ARE TRYING TO
ENHANCE OR TRANSFORM THE
INDIVIDUAL OR GROUP INTO WHICH
THEY LEAD. SUCH LEADERS ARE
WORKING AT MAKING CHANGES AND
FINDING NEW WAYS TO GET THINGS
DONE. AND AS A RESULT, BY THEIR
IDEAS OR INSIGHTS INTO HOW
SOMETHING SHOULD BE IMPROVED OR
ADJUSTED FOR THEIR OWN WORK, THEY
ENCOURAGE AND MOTIVATE OTHERS.
 LEADERSHIP STYLES

3. SERVANT LEADERSHIP

SERVANT LEADERS WORK WITH THIS

TRADITIONAL MOTTO: “SERVE FIRST
AND LEAD.” INSTEAD OF THINKING
ABOUT HOW TO INSPIRE PEOPLE TO
FOLLOW THEIR LEAD, THEY CHANNEL
MOST OF THEIR ENERGIES INTO
SEEKING WAYS TO HELP OTHERS.
 LEADERSHIP STYLES

4. DEMOCRATIC LEADERSHIP
YOU SHOULD ALSO HEAR THIS STYLE OF
LEADERSHIP REFERRED TO AS
“PARTICIPATORY LEADERSHIP.”
MEMBERS MANAGE ORGANIZATIONS AND
PROGRAMS AS WELL, A DEMOCRACY.
EVEN THOUGH THESE LEADERS ON THE
ORGANIZATIONAL HIERARCHY ARE
STATISTICALLY HIGHER, THEY
PRIORITIZE WORKING TOGETHER AND
ACTIVELY ENGAGING THEIR
COLLEAGUES IN THE DECISION-MAKING
PROCESS.
 LEADERSHIP STYLES

5. AUTOCRATIC LEADERSHIP
ON THE CONTRARY TO DEMOCRATIC
LEADERSHIP THERE IS AUTOCRATIC
LEADERSHIP. YOU MIGHT THINK OF THAT
AS AN ALTERTNATIVE TO “MY WAY OR
THE HIGHWAY.” AUTOCRATIC LEADERS
SEE THEMSELVES AS HAVING ABSOLUTE
POWER AND MAKING DECISIONS ON
THEIR SUBORDINATES’ BEHALF. THEY
DECIDE NOT JUST WHAT NEEDS TO BE
DONE, BUT HOW TO ACCOMPLISH
CERTAIN TASKS TOO.
 LEADERSHIP STYLES

6. BUREAUCRATIC LEADERSHIP
TO PUT IT ANOTHER WAY,
BUREAUCRATIC LEADERSHIP GOES “BY
THE BOOK.” WITH THIS STYLE OF
LEADERSHIP, THERE IS A SPECIFIED
COLLECTION OF BOXES TO CHECK TO BE
A TRUE LEADER. BUREAUCRATIC
OFFICIALS, FOR EXAMPLE, POSSES
HIERARCHICAL AUTHORITY. A POWER
COMES FROM A FORMAL POSITION OR
TITLE RATHER THAN FROM THE UNIQUE
CHARACTERISTICS OR CHARACTERISTICS
THEY HOLD.
 LEADERSHIP STYLES

7. LAISSEZ-FAIRE LEADERSHIP
THIS IS A FRENCH WORD THAT TRANSLATE
TO “LEAVE IT BE” WHICH SUMS UP THIS
HANDS-OFF LEADERSHIP APPROACH
ACCURATELY. MICROMANAGEMENT IS JUST
THE OPPOSITE. LAISSEZ-FAIRE LEADERS
HAVE THE TOOLS AND SERVICES REQUIRED
TO DO SO. BUT THEN THEY STEP BACK AND
LET THEIR TEAM MEMBERS MAKE
DECISIONS, SOLVE PROBLEMS AND GET
THEIR WORK DONE WITHOUT HAVING TO
WORRY ABOUT THEIR EVERY MOVE BEING
OBSESSIVELY WATCHED BY THE LEADER.
 LEADERSHIP STYLES

8. CHARISMATIC LEADERSHIP
CHARISMATIC LEADERS HAVE
CHARISMATIC PERSONALITIES AND A
FREAT DEAL OF DETERMINATION TO
ACHIEVE THEIR GOALS. SUCH LEADERS
USE ELOQUENT COMMUNICATION AND
PERSUASION TO UNITE A TEAMAROUND
A CAUSE, INSTEAD OF PROMOTING
ACTIONS BY STRICT INSTRUCTIONS.
YOU WILL SPELL OUT THEIR DREAM
CLEARLY AND GET OTHER PEOPLE
EXCITED ABOUT THE SAME TARGET.
 ETHICS IN LEADERSHIP

ETHICS IS ABOUT THE TYPES OF

VALUES AND MORALS THAT A PERSON
OR A COMMUNITY FINDS ACCEPTABLE
OR NECESSARY. IN ADDITION, ETHICS
IS CONCERNED WITH THE MORALITY
AND ACTIONS OF INDIVIDUALS. THEY
LOOK TO LEADERS WHEN IT COMES TO
ETHICS TO LEAD ON ETHICS AND TAKE
RESPONSIBILITY FOR BOTH GOOD AND
BAD RESULTS.
HOW TO BECOME
AN
ETHICAL LEADER?
A. DEFINE AND ALIGN YOUR VALUES
CONSIDER THE MORALS YOU WERE RAISED
WITH:

• “TREAT OTHERS HOW YOU WANT TO BE

TREATED”

• “ALWAYS SAY “THANK YOU,”

• “HELP THOSE WHO ARE STRUGGLING,”

ETC.
B. CHAMPION THE IMPORTANCE OF ETHICS

AN ETHICAL LEADER’S JOB IS TO

FOCUS ON THE OVERALL
SIGNIFICANCE OF ETHICS, INCLUDING
ETHICAL STANDARDS AND OTHER
ETHICAL ISSUES, AND HOW THOSE
FACTORS THAT INFLUENCE SOCIETY.
AS AN ETHICAL LEADER, EDUCATING
PEERS ABOUT ETHICS IS CRUCIAL,
PARTICULARLY IN CASES WHERE THEY
FACE AN EHTICAL ISSUE AT WORK.
C. HIRE PEOPLE WITH SIMILAR VALUES

ALTHOUGH YOUR VIEWS NEED NOT BE

IDENTICAL TO THOSE OF YOUR
WORKERS, YOU SHOULD BE ABLE TO
ESTABLISH COMMON GROUND WITH
THEM. THIS OFTEN STARTS WITH THE
HIRING PROCESS AND IS SUSTAINED
THROUGH A DECLARATION OF VISION.
D. PROMOTE OPEN COMMUNICATION

EACH SUBORDINATE IS DIFFERENT

ALTHOUGH THEY SHARE SIMILARITIES.
BE OPEN WITH EVERY DECISION YOU
MAKE, AND SEEK INPUT FROM YOUR
TEAM. IT MAKES YOU BECOME A BETTER
LEADER AND HELPS YOU FEEL MORE
COMFORTABLE IN EXPRESSING YOUR
THOUGHTS OR CONCERNS WITH YOUR
SUBORDINATES. COLLECTING INPUT
FROM YOUR TEAM WILL HELP YOU
IMPROVE AS A LEADER AND WILL PUSH
THE ORGANIZATION FORWARD.
E. BEWARE OF BIAS

AS PEOPLE, MANY OF US HAVE

ANTIQUATED OR MISTAKEN CONVICTIONS,
SUBCONSCIOUS OR OTHERWISE. EVERY
LEADER WANTS TO ADMIT TO THEIR
SHORTCOMINGS BUT FAILURE TO
PRACTICE SELF-AWARENESS WILL LEAD TO
DETRIMENTAL EFFECTS. EVERYONE HAS
PREJUDICE, BUT YOU HAVEN’T BEEN
CALLED ON FOR THE LONGEST TIME,
BECAUSE YOU’VE NEVER REALLY BEEN
TESTED. LEADERS NEED TO LOOK AT
THEMSELVES AND BE HONEST IN FACT
HAVING PREJUDICES THAT CAN IMPINGE
ON THE FEELING OF EASE AT WORK OF
ANOTHER PERSON.
F. LEAD BY EXAMPLE

LEADING BY EXAMPLE IS A NOBLE

ATTRIBUTE OF A LEADER. THE BEST
WAY TO ENSURE AN ETHICAL
ORGANIZATION IS TO LEAD BY
EXAMPLE. IT IS IMPORTANT TO
REMEMBER AS AN ETHICAL LEADER,
THAT ACTIONS ALWAYS SPEAK LOUDER
THAN WORDS. PEOPLE ARE MORE
LIKELY TO JUDGE OTHERS, RATHER
THAN WHAT THEY SAY, BASED ON HOW
THEY BEHAVE.
G. FIND YOUR ROLE MODELS

IN HISTORY, THERE ARE MANY LEADERS,

DOING A LITTLE STUDY OF STRONG,
POWERFUL LEADERS AND TRYING TO
IDENTIFY WHAT THEY ARE DOING WELL.
THEN INCORPORATE IT INTO THEIR OWN
STYLE OF LEADERSHIP.
H. CARE FOR YOURSELF SO YOU ARE ABLE
TO CARE FOR OTHERS

AS THE SAYING GOES, “YOU CAN’T POUR

FROM AN EMPTY CUP.” THE CORNERSTONE
FOR STRONG LEADERSHIP IS TO HAVE A
CALM AND COMPETENT DISPOSITION. THIS
CAN BE DONE BY ENSURING THAT YOU, AS
A PERSON, ARE FOCUSED ON FULFILLING
YOUR OWN NEEDS SUCH AS SLEEP,
NUTRITION AND A TRUE RELATIONSHIP
WITH LOVED ONES.
THE 4-V MODELS OF EHTICAL LEADERSHIP

THE 4-V MODEL AIMS TO RECONCILE

INTERNAL BELIEFS AND VALUES FOR THE
COMMON GOOD WITH EXTERNAL
BEHAVIORS AND ACTIONS.

THE 4 V’s STAND FOR:

1. VALUES
2. VISION
3. VOICE
4. VIRTUE
UNDERSTANDING
MANAGEMENT
MANAGEMENT

IS A SET OF PRINCIPLES RELATING TO

THE ROLES OF PLANNING,
COORDINATING, DIRECTING AND
REGULATING AND THE
IMPLEMENTATION OF THOSE
PRINCIPLES IN THE EFFICIENT AND
EFFECTIVE USE OF PHYSICAL,
FINANCIAL, HUMAN AND
INFORMATION CAPITAL TO ACHIEVE
ORGANIZATIONAL OBJECTIVES.
 MANAGEMENT AS A PROCESS

MANAGEMENT AS A PROCESS BEGAN

WITH THE SOLE PURPOSE OF ATTAINING
AN OBJECTIVE. FURHTER, IT IS
SPECIFICALLY DONE IN ORDER TO:

THE PURPOSE ARE:

1. RISE CLIENTS’ SATISFACTION WITH
THE SERVICES THE COMPANY
PROVIDES.
2. DEVELOP PERSONNEL EXPERIENCE,
ABILITIES AND CAPACITY, OR
3. ACCOMPLISH A PARTICULAR GOAL
OR GOAL.
 ACTIVITY MANAGEMENT
TASK MANAGEMENT IS THE PRACTICE OF
RECORDING PERSONNEL’S DAY-TO-DAY
ACCOMPLISHMENTS IN AN ORDER IN WHICH
THEY ARE DONE. IT IS A KEY TO AN
ORGANIZATION’S SUCCESS, AS IT HELPS TO
MONITOR THE ORGANIZATION’S COURSE AND
MAXIMIZE ITS WORK EFFICIENCY. IT RELIES ON
THE PHILOSOPHY THAT KNOWLEDGE FROM
HIGHER LEVELS OF MANAGEMENT INFLUENCES
ANY ACTIVITY THAT TAKES PLACE IN THE
COMPANY IN A PERSONAL OR GROUP
WORKERS ORGANIZATION, THEREFORE IT IS
ESSENTIAL TO PROPER RECORDING PROCESS
AND CANNOT TAKE PLACE WITHOUT
CONTROLLING THE ACTIVITIES.
 ELEMENTS OF THE IDEAL ACTIVITY
MANAGEMENT LABEL

1. THE ACTIVITY (WHICH IS A BRIEF

DESCRIPTION OF WHAT YOU DO)
2. TYPE OF ACTIVITY (WHETHER IT IS
MEETING, AN EMAIL, PHONE OR
OTHERS)
3. NAME OF THE TASK
4. TITLE OF THE PROJECT
5. NAME OR CATEGORY OF THE PROJECT
6. THE TIME LENGTH OF THE ACTIVITY
7. DATE OF THE TASK
 IMPORTANCE OF ACTIVITY MANAGEMENT

1. IT GIVES BOTH THE EMPLOYER AND THE

EMPLOYEES, INFORMATION ON THE
PERFORMANCE OF THE PERSONNEL
INVOLVED.

2. IT HELPS TO ORGANIZE AND EMPHASIZE

THE IMPORTANCE OR RELEVANCE OF THE
TASK AT HAND.

3. IT ALSO HELPS TO AVOID

MISCOMMUNICATIONS AND MISTAKES OF
TASK REPETITION IN THE WORKPLACE.
 THE MANAGER
A MANAGER IS A PERSON IN THE
ORGANIZATION WHO DIRECTS THE
ACTIVITIES OF OTHERS. THEY PERFORM
THEIR WORK AT DIFFERENT LEVELS AND
THEY ARE CALLED BY DIFFERENT NAMES:

1. THE FIRST LINE MANAGERS – THEY

ARE USUALLY CALLED SUPERVISORS
OR IN A MANUFACTURING THEY MAY
BE CALLED FOREMEN.
2. THE MIDDLE LEVEL MANAGERS –
THESE COMPRISE ALL MANAGEMENT
LEVELS BETWEEN THE ORGANIZATION’S
SUPERVISORY LEVEL AND TOP LEVEL.
SUCH MANAGERS MAY BE CALLED
FUNCTIONAL MANAGERS, HEADS OF
PLANTS, AND MANAGERS OF PROJECTS.
3. THE TOP MANAGERS – THEY ARE
THE ONES RESPONSIBLE FOR MAKING
ORGANIZATIONAL DECISIONS AND
SETTING POLICIES AND STRATEGIES
WHICH AFFECT ALL ASPECTS OF THE
ORGANIZATION. SUCH INDIVIDUALS
MAY BE NAMED VICE-PRESIDENT,
MANAGING DIRECTOR, CHIEF
EXECUTIVE OFFICER OR BOARD
CHAIRMAN ETC.
 MANAGERIAL FUNCTIONS

PLANNING
THIS IS NECESSARY TO SET GOALS AND
TO DEVELOP STRATEGIES FOR
ORGANIZING ACTIVITIES.

ORGANIZATION
IT ASSISTS IN DECIDING THE TASKS TO
BE PERFORMED, HOW TO DO THEM, HOW
TO ORGANIZE THE TASKS AND WHERE
TO MAKE DECISIONS.
 MANAGERIAL FUNCTIONS

STAFFING

THIS IS IMPORTANT FOR EMPLOYING

DIFFERENT TYPES OF PEOPLE AND
PERFORMING DIFFERENT ACTIVITIES
SUCH AS TRAINING, GROWTH,
EVALUATION, COMPENSATION,
WELFARE ETC.
 MANAGERIAL FUNCTIONS

DIRECTING

THIS REQUIRES THAT SUBORDINATES

BE GIVEN INSTRUCTIONS ANDM
OTIVATED TO ACHIEVE THEIR GOALS.

CONTROLLING
THIS IS MONITORING PRACTICES TO
ENSURE THAT THE WORKERS PERFORM
THE TASKS AS SCHEDULED, AND TO
CORRECT ANY MAJOR DEVIATIONS.