ST.

CECILIA’S COLLEGE-CEBU INC

College of Criminology
De La Salle Supervised School
Ward 2, Poblacion Minglanilla, Cebu

SUBJECT:
Character formation with Leadership, Decision making, Management and
Administration

COURSE CODE :
CFLM 2

PREPARED BY:
JHON APRIL F. DE PAZ, RCrim

MODULE 1 – Leadership and Management

OBJECTIVES:
1. Discuss the concept of leadership and management and differentiate it from one another
2. Define leader and manager
3. Identify and explain the various Characteristics and Qualities of a Leader and Manager
4. Identify the different types of leaders and discuss also the various leadership style
5. Identify the different types of managers and discuss also the various management style

LEADERSHIP

is the art of motivating people working for a common goal. Leadership can also be
referred to as a process since leading involve influencing others in order to achieve
organizational goals. In short, leadership is influencing. That is, leadership is the art or
process of influencing people to make them passionate to do their job toward achieving
group goals. Alternately, leadership can also be defined as to refer to an organization's
management structure.
However, in strict sense, the act of leading and influencing are two distinct concepts in
organizational management. The word influence refers to any actions or example of

behavior that causes a change in attitude or behavior of another person or group. The
word leading on the other hand, may refer to the ability of directing the behavior of
others towards for the accomplishment of some objective. In this sense, the act of
directing may be understood to mean as to cause others to act in a certain way or to
follow a particular course based on organizational policies, procedures and job
description.

How does leadership work?

It can be said that leadership is an acquired abilities. But there are people though do
not seem to endow with natural ability of leadership as others has, but in time of crises
their innate ability to lead seems easily come to fore that persuade others to action.
Anyone can become a leader by learning to improve their leadership skills.

WHO IS A LEADER?

A leader is someone who does more than just lead people. They have to be driven by
the right motivation and make a positive impact on the people around them.

A leader is someone who can see how things can be improved and who rallies people
to move toward that better vision. This is known as leadership by example. Leaders can
work toward making their vision a reality while putting people first.

However, being able to motivate people isn’t enough. Leaders need to be empathetic
and connect with people to be successful. Leaders don’t have to come from the same
background or follow the same path.

Leadership style is the way a person uses power to lead other people. The most
appropriate leadership style depends on the function of the leader, the followers and the
situation.

MANAGEMENT

The process of directing and facilitating the work of people organized in formal groups
in order to achieve objectives. It is the judicious or wise use of resources in terms of
manpower, material, money, equipment, supplies, time, etc.

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Leadership and Management

The terms leadership and management tend to be used interchangeably, but they're
not the same. Leadership requires traits that extend beyond management duties.

Both leaders and managers have to manage the resources at their disposal, but true
leadership requires more. For example, managers may or may not be described as
inspiring by the people working under them, but a leader must inspire those who follow
them.

Leader versus Manager

Managers may be more likely to preserve existing structures being part of management
structure. As managers have bosses gives them less freedom to break rules in pursuit
of lofty goals. Managers seeks to inspire their team to meet goals while following
company rule.

Leaders, on the other hand, often operate with fair independent (discretion) allowing
them to do their tasks without necessarily observing protocols, as long as they believe
that goal is attained in the end.

BRIEF DIFFERENCE OF LEADERSHIP AND MANAGEMENT

LEADERSHIP MANAGEMENT

May or may not be a manager May or may not be a leader

Must inspire followers May or may not inspire those under them

Emphasizes innovation Emphasizes rationality and control

May be unconcerned with preserving Seeks to work within and preserve

existing structures existing corporate structures

Typically operates with relative Typically a link in the corporate chain of

independence command

May be less concerned with May be more concerned with

interpersonal issues interpersonal issues

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TYPES OF LEADERSHIP:
1. Autocratic Leadership
Autocratic leadership style is centered on the boss. In this leadership the leader holds
all authority and responsibility. In this leadership, leaders make decisions on their own
without consulting subordinates.

They reach decisions, communicate them to subordinates and expect prompt

implementation. An autocratic work environment normally has little or no flexibility.

2. Democratic Leadership
In this leadership style, subordinates are involved in making decisions. Unlike the
autocratic style, this leadership is centered on subordinates’ contributions.

The democratic leader holds final responsibility, but he or she is known to delegate
authority to other people, who determine work projects. Democratic leadership is one of
the most preferred styles of leadership, and it entails the following: fairness, competence,
creativity, courage, intelligence and honesty.

3. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of an
organization. The strategic leader is not limited to those at the top of the organization.
This style is geared to a wider audience at all levels who want to create a high-
performance life, team or organization.
The strategic leader fills the gap between the need for new possibility and the need for
practicality by providing a prescriptive set of habits.

4. Transformational Leadership
Unlike other leadership styles, transformational leadership is all about initiating change
in organizations, groups, oneself and others.

Transformational leaders motivate others to do more than they originally intended and
often even more than they thought possible. They set more challenging expectations
and typically achieve a higher performance.

5. Team Leadership
Team leadership involves the creation of a vivid picture of a team’s future, where it is
heading and what it will stand for. Team leadership is about working with the hearts
and minds of all those involved. It also recognizes that teamwork may not always
involve trusting cooperative relationships.
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6. Cross-Cultural Leadership
This form of leadership normally exists where there are various cultures in the society,
like in a contemporary globalized market. Organizations, particularly international ones,
require leaders who can effectively adjust their leadership to work in different environs.
Most of the leadership environments in the United States are cross-cultural because of
the different cultures that live and work there.

7. Facilitative Leadership
To facilitate means to “make it easier” and a leader is a person who can get others to
achieve assigned tasks. Hence a facilitative leader is a “person with authority or
influence who encourages others to get up and do things”.
Traditionally managers, team leads, or bosses make a decision on their own and then
introduce it to the group. Facilitative leadership is different. The decisions are made
together as a group.
Traditionally, managers used their authority to make decisions, which employees
followed. Rather than being directive, the facilitative leader involves employees in the
decision-making process and ensures their commitment to the final course of action.
Facilitative leaderships is dependent on measurements and outcomes – not a skill,
although it takes much skill to master. The effectiveness of a group is directly related to
the efficacy of its process. If the group is high functioning, the facilitative leader uses a
light hand on the process. On the other hand, if the group is low functioning, the
facilitative leader will be more directive in helping the group run its process.

8. Laissez-faire Leadership
Laissez-faire leadership gives authority to employees whereby subordinates are
allowed to work as they choose with minimal or no interference. This kind of
leadership has been consistently found to be the least satisfying and least effective
management style

9. Transactional Leadership
This is a leadership style that maintains or continues the status quo. It is also the
leadership that involves an exchange process, whereby followers get immediate,
tangible rewards for carrying out the leader’s orders. Being clear, focusing on
expectations, giving feedback are all important leadership skills. Transactional
leadership behaviors can include: clarifying what is expected of followers’ performance,
explaining how to meet such expectations, and allocating rewards that are contingent
on meeting objectives.

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10. Coaching Leadership
Coaching leadership involves teaching and supervising followers. A coaching leader is
highly operational in settings where results/performance requires improvement.
Basically, in this kind of leadership, followers are helped to improve their skills.
Coaching leadership does the following: motivates followers, inspires followers and
encourages followers.

11. Charismatic Leadership

In this type of leadership, the charismatic leader manifests his or her revolutionary
power. It actually involves a transformation of followers’ values and beliefs.
Charismatic leaders are not merely simply populist leaders who affect attitudes
towards specific objects but rather, transform the underlying normative orientation that
structures specific attitudes.
12. Visionary Leadership

This form of leadership involves leaders who recognize that the methods, steps and
processes of leadership are all obtained with and through people

Management or administrative functions:

1) PLANNING – is the determination in advance of how the objectives of the

organizations will be attained. It is the process of setting performance objectives
and identifying the actions needed to accomplish them, or the act of working out
in broad outline the things that need to be done and the methods for doing them
to accomplish the purpose set for the enterprise.
2) ORGANIZING -- the process of dividing the work to be done and coordinating
results to achieve a desired purpose. The management function of organizing
involves the determination and allocation of the men and women as well as the
resource of an organization to achieve pre-determined goals or objectives of the
organization. It is the establishment of the formal structure of authority through
which work subdivisions are arranged, defined and coordinated for the desired
objectives.
3) DIRECTING - involves the overseeing and supervising of the human resources
and the various activities in an organization to achieve through cooperative
efforts the pre-determined goals or objectives of the organization. Directing is
also called leading. The process of directing and coordinating the work efforts of
other people to help them accomplish important task.
4) CONTROLLING - is also called supervising. It involves the checking or
evaluation and measurement of work performance and comparing it with
planned goals or objectives of the organization, and making the necessary
corrective actions so that work is accomplished as planned. It is defined as the
process of monitoring performance, comparing results to objectives and taking
corrective action as necessary.
 5) STAFFING - process of filling the organization with the right people in the right
position. It is the task of providing competent men to do the job and choosing the
right men for the right job. It involves good selection and processing of reliable
and well-trained personnel.
6) REPORTING - the making of detailed account of activities, work progress,
investigations and unusual in order to keep everyone informed or what is going
on.
7) BUDGETING - the forecasting in detail of the results of an officially recognized
program of operations based on the highest reasonable expectations of
operating efficiency.
8) SUPERVISION - means the act of watching over the work or tasks of the
members of the organization to ensure that desired results are achieved.

14 PRINCIPLES OF MANAGEMENT BY HENRI FAYOL:

1) Division of Work/ Labor– When employees are specialized, output can increase
because they become increasingly skilled and efficient.
2) Authority – Managers must have the authority to give orders, but they must also
keep in mind that with authority comes responsibility.
3) Discipline – Discipline must be upheld in organizations, but methods for doing
so can vary.
4) Unity of Command – Employees should have only one direct supervisor.
5) Unity of Direction – Teams with the same objective should be working under the
direction of one manager, using one plan. This will ensure that action is properly
coordinated.
6) Subordination of Individual Interests to the General Interest – The interests of one
employee should not be allowed to become more important than those of the
group. This includes managers.
7) Remuneration – Employee satisfaction depends on fair remuneration for
everyone. This includes financial and non-financial compensation.
8) Centralization – This principle refers to how close employees are to the
decision-making process. It is important to aim for an appropriate balance.
9) Scalar Chain – Employees should be aware of where they stand in the
organization's hierarchy, or chain of command.
10) Order – The workplace facilities must be clean, tidy and safe for employees.
Everything should have its place.
11) Equity – Managers should be fair to staff at all times, both maintaining discipline
as necessary and acting with kindness where appropriate.
12) Stability of Tenure of Personnel – Managers should strive to minimize employee
turnover. Personnel planning should be a priority.
13) Initiative – Employees should be given the necessary level of freedom to create
and carry out plans.
14) Esprit de Corps – Organizations should strive to promote team spirit and unity.
This refers to the principle of “camaraderie”.
ACTIVITY 1.

1. Who is a leader and what is leadership?

2. Who is a manager and what is management?

3. What is the difference between leadership and management?

4. What are the different types of leadership? Explain

5. What are the functions of management?