NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 1 of 13

TOPIC II 6. It’s essential to consider levels of expertise, experience and commitment when
LEADERSHIP TRAINING looking at democratic leadership style TRUE FALSE
7. In circumstances such as an emergency evacuation you must give clear and direct
I. Module Overview instructions, this is not the time for debate TRUE or FALSE
8. The leader should use the same leadership style in all situations to ensure
This module focuses on the discussion of the Leadership Training. Specifically, it consistency
TRUE FALSE
will tackle on the following topics:
9. 10.The best way to make a decision is to form an opinion quickly and gather
o Concepts of Leadership
evidence to support it TRUE FALSE
o Human behavior 10. Structured self-reflection is of little value to experienced leaders
o Leading, direction, Communication TRUE FALSE
o Leadership style 11. Your personality is the way you are – it’s not possible to change it.
o Teamwork TRUE FALSE
o Time management 12. It isn’t sufficient to understand what my emotions are telling me, I need to
understand how my emotions are affecting my colleagues
o Decision making
TRUE FALSE
13. You may be unaware of some of your personality traits which are obvious to other
II. Learning Objectives people.
At the end of this lesson, students are expected to: TRUE FALSE
o Distinguish leader from leadership in terms of content, roles and 14. Changing your leadership style from situation to situation and from staff member to
process staff member needn’t result in your staff considering you inconsistent
o Explain the advantages and disadvantages of leadership behaviors. TRUE FALSE
o Describe the qualities of a leader 15. If you are a rational and objective leader you are free from unconscious bias
TRUE FALSE
o Demonstrate how to become a good leader
16. Personality traits are relatively stable and consistent over time
TRUE FALSE
III. Motivation 17. Autocratic leadership is never an option
TRUE FALSE
Answer the given questions below to assess your capability to become a leader.
IV. Content Focus
1. I need to be totally honest with myself about my strengths and weaknesses and
the areas I need to work on as a leader, it isn’t enough to rely on feedback from CONCEPTS OF LEADERSHIP
others. TRUE or FALSE
2. Different work patterns do not need to be considered when scheduling What is a LEADER?
conference calls and webinars TRUE or FALSE
3. When new to a role, you should adopt the style of the previous leader  Someone who acts as a guide;
TRUE or FALSE  A directing head;
4. When I make a mistake, I forget about it completely and move on  Someone who leads a body of troops;
TRUE or FALSE
5. What a leader perceives as ‘strong’ behaviour may be seen by others as
‘threatening’ or ‘intimidating' TRUE or
FALSE
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 Emergent Leadership - the authority to lead comes directly from the follower
who thinks that the group's goal could be best achieved under your
What is LEADERSHIP? leadership.

 Leadership is a process by which a person influences others to accomplish Bass' Theory of Leadership
an objective or task, or sway their decision and opinions.
 Leadership also means to direct the organization in a way that makes it more a. Bass' theory of leadership list down the three basic ways to explain how
cohesive and coherent; or to influence a group of individuals to reach a people become leaders:
common goal.  Trait theory - some personality traits may lead people to be
appointed or led naturally into leadership roles;
HOW TO BECOME A GOOD LEADER?  Great Events Theory – a crisis or important event may cause a
person to be appointed or assumed leadership role;
We often say that some people are good leaders, while others are not. But what  Process Leadership theory – basically argues that people can learn
is really our basis for judging one’s capacity for being a good leader? leadership skills.
From a follower’s perspective, good leadership can be attributed on several
qualities that a person must have. These qualities make people comply and Leadership Models
passionately follow a leader.
a. Leadership models help us to know what makes leaders act the way they
Two Types of Leadership do:
1. Process Leadership - these are leaders that acquires their leadership skills Four Framework Approach:
and knowledge thru leadership training, workshop and seminars; o Leaders display leadership behaviors in one of four types of
2. Trait leadership - a common knowledge that leaders are born and not made. frameworks: Structural, Human Resource, Political, or Symbolic.
 Structural Framework – the leader is a social architect whose
Four Factors of Leadership leadership style is to analyze and design course of action.
They focus on structure, strategy, environment,
1. Leader - You must have an honest understanding of who you are, what you implementation, experimentation, and adaptation.
know, and what you can do as a leader to be able to lead effectively;  Human Resource Framework – the leader is a catalyst and
2. Followers - they are the direct recipient of leadership servant whose leadership style is to support, advocator and
3. Communication - there must be continuous and two-way communication promotes empowerment.
between leaders and followers and much of it is nonverbal in form;  Political Framework – the leadership style is based on
4. Situation - the circumstance when the leadership is exercised and followed. coalition and building alliances.
No situations are the same. You must always use your judgment to decide  Symbolic Framework – the leader serves as a prophet;
the best course of action and style needed for each situation. whose leadership style is inspiration.

Legitimacy of Leadership What makes a person want to follow a leader?

 Assigned Leadership - the authority to lead is vested in a particular position a People want to be guided by those they respect and who have a clear sense of
leader occupies like a manager, supervisor, lead, etc; direction.

The Two Most Important Keys to Effective Leadership

NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 3 of 13
 Trust and confidence o Responsibility – the habit of being accountable for one’s actions, duties
 Effective communication and obligations; readiness to answer the consequences of one’s actions.
o Cheerfulness – the habit of being optimistic, positive and always seeing
the bright side of things.
Principles of Good Leadership o Generosity – the habit of sharing the good that one has with other
people; thinking first of the people around him and looking for ways he
 Know yourself and seek self-improvement can help and serve them,
 Be technically proficient o Magnanimity – the habit of having great ideas and ambitions of doing
 Seek responsibility and take responsibility for your actions good; being concerned with doing great deeds of service to others by
 Make sound and timely decisions devoting one’s life to serve the country or to help people.
 Set the example
 Know your people and look out for their well-being THE 21 INDESPENSABLE QUALITIES OF A LEADER
 Keep your workers informed
 Develop a sense of responsibility in your workers John C. Maxwell’s book entitled “21 Indispensable Qualities of a Leader” defines
 Ensure that tasks are understood, supervised, and accomplished essential traits of a leader. This book will help people recognize, develop, and refine
 Train as a team the personal characteristics needed to be a truly effective leader, the kind of leader
 Use the full capabilities of your organization people want to follow. The following qualities of a leader taken from his book are as
follows:
The Process of Great Leadership
Leader Qualities # 1: [CHARACTER]
 Challenge the process
 Inspire a shared vision CHARACTER:
 Enable others to act o The quality of a person’s behavior, as revealed in his habits of thoughts
 Model the way and expressions, his attitudes and interests, his action and his personal
 Encourage the heart philosophy in life.

Virtue Be a piece of the rock. There would always be two paths to choose from:
character and compromise. “Every time a person chooses character, he becomes
The following virtues are considered the foundation of leadership: stronger, even if that choice brings negative consequences.”
o Prudence – the habit which enable man to direct his actions to human
life’s goal. What people must know about character?
o Justice - the habit of giving each one his due with constant and perpetual
will. o Character is more than talk;
o Fortitude – the habit of overcoming the difficulties and pressures of life in o Talent is a gift, but character is a choice;
the pursuit of good. o Character brings lasting success with people;
o Temperance – the habit of bringing the desires and natural inclination of o Leaders cannot rise above the limitations of their character;
man under the control of reason.
o Industry – the habit of working hard and working under pressure. Leader Qualities # 2: [CHARISMA]
o Loyalty – the habit of remaining true to your friends and to your principles
(goals) in times of troubles. The first impression can seal the deal.
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CHARISMA: You can be more effective as a communicator if you follow four basic truths:
o Special spiritual gift bestowed temporarily by the holy spirit on a group or o Simplify your message;
an individual for the general good of the church o See the person;
o An extraordinary power in a person, group, cause, etc. which takes hold o Show the truth;
of popular imagination, wins popular support o Seek a response;

To make yourself the kind of person who attracts others, you need to personify Leader Qualities # 5: [COMPETENCE]
these pointers:
o Love Life; If you build it, they will come.
o Put a “10” on every person’s head;
o Give people hope; COMPETENCE:
o Share yourself; o The state of being competent

Leader Qualities # 3: [COMMITMENT] To cultivate competence, do the following:

o Show up every day;
It separates “doers” from “dreamers”. o Keep improving;
o Follow through with excellence;
COMMITMENT: o Accomplish more than expected;
o Something which engages one to do something, a continuing obligation o Inspire others
especially financial
o The act of committing, the state of intellectual and emotional adherence
to some political, social, religious theory or action especially the Leader Qualities # 6: [COURAGE]
conscious linking of works of literature and art with such theory of action.
One person with courage is a majority.
True nature of commitment:
COURAGE:
o Commitment starts in the heart; o The quality of the mind that enables the person to face difficulty, danger,
o Commitment is tested by action; etc. without fear.
o Commitment opens the door to achievement;
Truths about courage:
Leader Qualities # 4: [COMMUNICATION] o Courage begins with an inward battle;
o Courage is making things right, not just smoothing them over;
Without it you travel alone. o Courage in a leader inspires commitment from followers;
o Your life expands in proportion to your courage
COMMUNICATION:
o The act of communicating Leader Qualities # 7: [DISCERNMENT]
o Something communicated
o A means of sending a message, orders, etc. Put an end to unsolved mysteries.
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 5 of 13
o Your mentors;
DISCERNMENT- “DISCERN”: o Your followers;
o To perceive by the sight or the intellect o Your customers;
o To distinguish mentally o Your competitors

To maximize effectiveness of a leader, do the following:

o Discover the root issues; Leader Qualities # 12: [PASSION]
o Enhance your problem solving;
o Evaluate your options for maximum impact; Take this life and love it.
o Multiply your opportunities
PASSION:
Leader Qualities # 8: [FOCUS] o Any compelling emotion, strong amorous feeling, strong sexual desire,
strong fondness or enthusiasm
The sharper it is, the sharper you are.
Truths about passion:
FOCUS o Passion is the first step to achievement;
o A central point of attraction, attention or activity. o Passion increases your willpower;
o Passion changes you;
Guidelines to focus your time and energy: o Passion makes the impossible possible
o 70% on strength;
o 25% on new things; Leader Qualities # 13: [POSITIVE ATTITUDE]
o 5% on areas of weakness
If you believe you can, you can.
Leader Qualities # 9: [GENEROSITY]
To be more positive, think of the following:
Your candle loses nothing when it lights another. o Your attitude is a choice;
o Your attitude determines your actions;
GENEROSITY - “GENEROUS” o Your people are a mirror of your attitude;
o The quality of being generous. o Maintaining a good attitude is easier than regaining one;
o Giving freely.
Leader Qualities # 14: [PROBLEM SOLVING]
Leader Qualities # 11: [LISTENING]
You can’t let your problems be a problem.
To connect with their hearts, use your ears.
Five (5) qualities demonstrated by a leader with good problem solving ability:
LISTENING-“LISTEN”: o They anticipate problems;
o To give attention for the purpose of hearing. Keep your ears open to the o They accept the truth;
following: o They see the big picture;
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 6 of 13
o They handle one thing at a time; o Make a disciplined lifestyle your goal;
o They don’t give up a major goal when they’re down o Challenge your excuses;
o Remove rewards until the job is done;
Leader Qualities # 15: [RELATIONSHIPS] o Stay focused on results
If you get along, they’ll go along.
Leader Qualities # 19: [SERVANTHOOD]
RELATIONSHIP:
o The state or fact of being related. To get ahead, put others first.

To cultivate good relationships, it requires the following: A true servant leader embodies the following:
o Have a leader’s head – understand people; o Puts others ahead of his own agenda;
o Have a leader’s heart – love people; o Possesses the confidence to serve;
o Extend a leader’s hand – help people o Initiates service to others;
o Is not position-conscious;
Leader Qualities # 16: [RESPONSIBILITY] o Serves out of love

If you won’t carry the ball, you can’t lead the team. Leader Qualities # 20: [TEACHABILITY]

RESPONSIBILITY - “RESPONSIBLE”: To keep leading, keep learning.

o The state or fact of being responsible
o A person or thing for which one is responsible Guidelines to help cultivate and maintain teachable attitude:
o Involves duties or obligations o Cure your destination disease;
o Accountable, as for something within one’s power o Overcome your success;
o Swear off shortcuts;
Leader Qualities # 17: [SECURITY] o Trade in your pride;
o Never pay the same price for the same mistake;
Competence never compensates for insecurity.
Leader Qualities # 21: [VISION]
SECURITY:
o Freedom from danger or risk You can seize only what you can see.
o Freedom from care, anxiety or doubt
o Something that protects and shelters VISION:
o The act or power of seeing
Leader Qualities # 18: [SELF – DISCIPLINE] o A vivid imaginative conception

The first person you lead is you. Things to be understood to handle vision:
o Vision starts within;
Action points to follow: o Vision draws in your history;
o Develop and follow your priorities; o Vision meets other’s needs;
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 7 of 13
o Vision helps you gather resources; o A need higher in the hierarchy will become a motive of behavior as long
as the needs below have been satisfied. Unsatisfied lower needs will
HUMAN BEHAVIOR dominate unsatisfied higher needs and must be satisfied before the
person can climb up the hierarchy
As a leader, you need to interact with followers, peers, seniors, and other people o It should be noted that almost no one stays in one particular hierarchy for
whose support you need to accomplish your objectives. To gain their support, you an extended period. We constantly strive to move up, while at the same
must be able to understand and motivate them. To understand and motivate people, time forces outside our control try to push us down. Those on top get
you must know human nature. Human nature is the common qualities of all human pushed down for short time periods, i.e., death of a loved-one or an idea
beings. People behave according to certain principles of human nature. These that does not work. Those on the bottom get pushed up, i.e., come
principles govern our behavior. across a small prize or receive a better paying job.

Maslow’s Hierarchy of Needs Characteristics of Self-Actualizing People

There are two major groups of human needs: 1. Have better perceptions of reality and are comfortable with it.
o Basic needs are physiological, such as food, water, and sleep; and 2. Accept themselves and their own natures.
psychological, such as affection, security, and self-esteem. These basic 3. Their lack artificiality.
needs are also called deficiency needs because if they are not met by an 4. They focus on problems outside themselves and are concerned with basic
individual, then that person will strive to make up the deficiency. issues and eternal questions.
o The higher needs are called meta needs or growth needs. These include 5. They like privacy and tend to be detached.
justice, goodness, beauty, order, unity, etc. Basic needs take priority over 6. Rely on their own development and continued growth.
these growth needs. People who lack food or water cannot attend to justice 7. Appreciate the basic pleasures of life (do not take blessings for granted).
or beauty. 8. Have a deep feeling of kinship with others.
9. Are deeply democratic and are not really aware of differences.
10. Have strong ethical and moral standards.
11. Are original and inventive, less constricted and fresher than others

LEADING, DIRECTION, COMMUNICATION

Leading – Goals

Your thinking skills can be considered directional skills because they set the
direction for your organization. They provide vision, purpose, and goal definition.
These are your eyes to the future, allowing you to recognize the need for change,
when to make it, how to implement it, and how to manage it. You find vision by
reaching for any available reason to change, grow, and improve - find something that
is not broken and make it better.

When setting goals keep these things in mind:

o They should be realistic and attainable.
o They should improve the organization (moral, monetary, etc.).
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 8 of 13
o Your people should be involved in the goal-setting process. o How
o A program should be developed to achieve each goal. o Why

Four Characteristics of Goal Setting Three major steps of organizing

o Determine all tasks
1. Goal difficulty - Increasing your employee's goal difficulty increases their o In this phase, you and your people brainstorm to determine all the tasks
challenge and enhances the amount of effort expended to achieve them. and conditions necessary to carry out the plan.
2. Goals specificity - when given specific goals, employees tend to perform o All essential information must be brought out.
higher. o Set up a structure to accomplish all task
3. Feedback - Providing feedback enhances the effects of goal setting. o Set priorities for each checkpoint and assign someone to perform each
Performance feedback keeps their behavior directed on the right target and task on the list.
encourages them to work harder to achieve the goal. o Develop a system for checking each other and ensuring that each task is
4. Participation in goal setting - Employees who participate in the process,
accomplished on time.
generally set higher goals than if the goals were set for them. It also affects
o Allocate resources
their belief that the goals are obtainable and increases their motivation to
o Plan for obtaining all the required resources and allocate them out. Not
achieve them.
having the required resources can stop a project dead in its tracks. For
this reason, you must closely track and monitor costly or hard to get
Six Steps of Goal Setting
resources
1. Establish your vision
Communication
2. Establish your goals
3. Establish objectives
Many of the problems that occur in an organization are the direct result of people
4. Determine tasks
failing to communicate. Faulty communication causes the most problems. It leads to
5. Establish a priority for the tasks
confusion and can cause a good plan to fail. Communication is the exchange and
6. Make a follow-up
flow of information and ideas from one person to another. It involves a sender
transmitting an idea to a receiver. Effective communication occurs only if the receiver
Direction – Planning
understands the exact information or idea that the sender intended to transmit
o Harvey Mackay said, "A goal is just a dream with a deadline." And that goal
What is involved in the Communication Process?
will remain a dream unless you create and execute a plan of action to
accomplish it. Every goal that gets accomplished has a plan behind of it
o Idea. First, information exists in the mind of the sender. This can be a
o Good plans start with a brainstorming session of all the people involved with
concept, idea, information, or feelings.
the project. This allows everyone to be part of the solution and gathers the
o Encodes. Next, a message is sent to a receiver in words or other symbols.
best ideas.
o Decoding. The receiver then translates the words or symbols into a concept
A detailed plan must include the: or information.
o Who
Barriers to Communication
o What
o When
o Where
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 9 of 13
o Anything that prevents understanding of the message is a barrier to o It permits quick decision-making
communication. Many physical and psychological barriers exist. o High degree of dependency on the leader
o Culture, background, and bias - We allow our past experiences to change the b. Participative or democratic style
meaning of the message. Our culture, background, and bias can be good as o favors decision-making by the group
they allow us use our past experiences to understand something new, it is o consultative and persuasive
when they change the meaning of the message then they interfere with the c. Laissez –Faire or free rein style
communication process. o A free rein leader does not lead, but leaves the group
o Noise - Equipment or environmental noise impede clear communication. The entirely to itself
sender and the receiver must both be able to concentrate on the messages o allows maximum freedom to subordinates
being sent to each other. 2. Based on task versus people emphasis
o Ourselves - Focusing on ourselves, rather than the other person can lead to
confusion and conflict. The "Me Generation" is out when it comes to effective
communication. Some of the factors that causes this are defensiveness (we
feel someone is attacking us), superiority (we feel we know more than the
other), and ego (we feel we are the center of the activity).
o Perception - If we feel the person is talking too fast, not fluently, does not
articulate clearly, etc., we may dismiss the person. Also our preconceived
attitudes affect our ability to listen. We listen uncritically to persons of high
status and dismiss those of low status.
o Message - Distractions happen when we focus on the facts rather than the
idea. Our educational institutions reinforce this with tests and questions.
Semantic distractions occur when a word is used differently than you prefer. 3. Based on assumptions about people
For example, the word chairman instead of chairperson, may cause you to
focus on the word and not the message.
o Environmental - Bright lights, an attractive person, unusual sights, or any
other stimulus provides a potential distraction.
o Smothering - We take it for granted that the impulse to send useful
information is automatic. Not true! Too often we believe that certain
information has no value to others or they are already aware of the facts.
o Stress - People do not see things the same way when under stress. What we
see and believe at a given moment is influenced by our psychological frames
of references – our beliefs, values, knowledge, experiences, and goals.

LEADERSHIP STYLES 4. Likert’s four styles

1. Based on Authority Retained

a. Autocratic or Authoritarian Style
o all decision-making powers are centralized in the leader
o do not entertain any suggestions
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There are a number of ways to get your team started. None of them are hard
to accomplish
o Be Enthusiastic
o Develop a Sense of Urgency
o Set Clear Rules of Behavior
o Keep Them Informed
o Grow Together
o Reinforcement Works Wonders

Elements of a Team
o A common team goal
o Productive participation of all members
o Communication
o Trust
5. Entrepreneurship leadership styles o A sense of belonging
o A heavy task orientation combined with a very direct approach to o Diversity
giving instructions to employees. o Creativity and risk taking
o A charismatic personality that inspires others to do business with o Evaluation
him. o Change compatibility
o A much stronger interest in dealing with customers than employees. o Participatory leadership
o A strong dislike for bureaucratic rules and regulations.
o Anxiety to consolidate business gains as quickly as possible. Team-Players Styles
o Contributors
TEAMWORK o Collaborators
o Communicators
A team is a group of people coming together to collaborate. This collaboration is o Challengers
to reach a shared goal or task for which they hold themselves mutually accountable.
Problems in Team
A group of people is not a team. A team is a group of people with a high degree of
o Leaders select too many members in their own image.
interdependence geared towards the achievement of a goal or completion of a
o Leaders do not understand their own strengths, abilities, and preferences.
task...it is not just a group for administrative convenience. A group, by definition, is a
number of individuals having some unifying relationship o Individuals in unbalanced teams feel their talents and abilities are not being
used.
A team has three major benefits for the organization: o Leaders feel they do not know how to motivate people.
1. It maximizes the organization's human resources. o Team members feel that the team does not work smoothly.
2. There are superior outputs against all odds. o Teams tend to go through three main stages - chaotic to formal to skillful.
3. There is continuous improvement.
TIME MANAGEMENT
From Group to Team
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 11 of 13
o Time management is important to any person, but particularly to students, o To develop your time management skill, you need feedback.
organization members, and leaders. o Flexibility
o Time management is a personal skill; only you know your peak hours, your o your time plan will be most successful if you remember that is
attention span and eating and sleeping needs - which must be planned for. not written in stone.
Finding a time management strategy that best fits your needs is important o Awareness
o To be successful at time management, it is necessary to be
Steps to Effective Time Management strategic.
o Plan o Information
o If you want to better manage your time, your first step is to set the o The ability to manage time effectively is a very valuable asset to
goals you would like to achieve, either for the semester, year or have in the working world.
through your college career.
o Assess A Simple Time Management Plan
o How you are currently using your time? 1. Get started
o What areas need to be changed? 2. Get into a routine
o Organize 3. Do not say yes to too many things
o Ideally, you should make a list each morning of everything that you 4. Do not commit yourself to unimportant activities, no matter how far ahead
want or need to do for the day. they are
o Prioritize 5. Divide large tasks
o “things to do” 6. Do not put unneeded effort into a project
o Go over the list and re write in priority order. 7. Deal with it for once and for all
o Due Date and commitments 8. Set start and stop times
9. Plan your activities
o Task involve other people.
o Schedule
DECISION MAKING
o “things to do”
o You can’t every minute of your day Decision making is a way of reconciling desirable and realizable:
o Remember to leave room for breaks, socializing, and those o Leadership
unexpected things that pop up. o A way of being and contributing
o Governance
Time Management Skills o A way of organizing and managing
o Strategy
The real challenge in effectively managing your time is the process of monitoring,
o A way of choosing and doing
analyzing, and revising your plan until it works
Some skills of time management:
o Patience It is also the thought process of selecting a logical choice from the available
options.
o The trial and error approach of trying out strategies, seeing them
fail, and then trying something else are essential parts of the
Types of Decision
process.
1. Programmed
o Analyzing
o Routinary
o Successful time management strategy is self-analysis
NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 12 of 13
o Repetitive 1. This process involves selecting he most logical choice from among two or more
o Based on a framework options.
2. Non-programmed 2. It involves compromising after all opinions have been heard.
o Unique/unusual 3. It is considered the most effective way to make a decision.
o Novel and non-recurring 4. It is the drive and orientation needed to achieve our goals.
o Ready-made solutions are not available 5. It is the person working collaboratively with a group of people in order to achieve
o Mostly of high importance a goal.
6. Leaders have a heart for their followers.
a. Vision b. wit c. charisma d. compassion
7. Leaders are charming, tending to draw people toward them.
a. Vision b. wit c. charisma d. compassion
8. Leaders make ___ judgments and decision over during crucial situations.
a. Vision b. wit c. charisma d. compassion
9. Leaders are determined to attain their goals in spite of obstacles.
a. Vision b. wit c. charisma d. compassion
10. Leaders observe self-control and order.
a. Vision b. wit c. charisma d. compassion

B. Give at least five characteristics of a good leader and explain each.

Decision Making Process

VI. Self-Reflect

When you become a leader, what will be your style, and how will it impact on your
work and the performance of your members?

Leadership Style: ________________________________________________

Advantages of the style and example(s) Disadvantages of the style and

example(s)

V. Self – Check

A. What is referred to in each number?

NATIONAL SERVICE TRAINING PROGRAM SPECIFIC MODULE Page 13 of 13

VII. References

Ghelot, T. (2012, November 20). SlideShare. Retrieved from slideshare.net:

https://www2.slideshare.net/tarungehlot1/concept-of-leadership?from_action=save
IndonesiaDokumen. (n.d.). Retrieved from dokumen.tips:
https://dokumen.tips/documents/module-3-nstp.html
Joyrence Mervin Q. Agas, M. C. (n.d.). Civic Welfare Training Service Program Module - I.
Mapua University.
Matildo, F. (2014, March 12). SlideShare. Retrieved from slideshare.net:
https://www2.slideshare.net/florlynmatildo/leadership-final-32255662
Riyas, S. L. (2017, April 16). SlideShare. Retrieved from slideshare.net:
https://www2.slideshare.net/Rayis/leadership-and-time-management-level-12-75062814
Sahu, M. (2012, January 14). SlideShare. Retrieved from slideshare.net:
https://www2.slideshare.net/mohinisahoo/leadership-styles-11043101
Human Person Gearing Towards Social Development: NSTP-CWTS 1 Worktext for College
Student by Herminigildo S. Villasoto, Noemi S. Villasoto, Ruel C. Rodil, Giovanni L.
Ahunin, C&E Publishing, Inc. 2013
https://myleadership-institutelm.com/app#/component/3C08C07F-5195-E611-80BF-
00155D896F01