LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

MODULE IV

Leadership and Team Building

Lesson 1

Objectives

1. Explain the principles of leadership.

2. Enumerate and discuss the quality of a good leader.
3. Discuss virtues as foundation of leadership.

Leadership is one of the highly regarded qualities of an individual to be successful in

life. Leading life positively in all aspects can influence others to follow his deeds and
examples.

It is an important aspect of managing and leading effectively. Managers or leaders

must exercise all the functions of their role in order to combine material and human
resources to achieve objectives. They key in doing this is the existence of a clear role
and a degree of discretion or authority to support manager’s action (Kootz and
Weinhrich), (1990). They further noted that the essence of leadership is fellowship. In
other words, it is the willingness of people to follow that makes a person a leader.
Moreover, people tend to follow those whom they can provide a means of achieving
their own desires, wants and needs.

Definition of Leadership

Bass (1981) defined Leadership as “influence”, that is the art of influencing people
so that they will strive willingly and enthusiastically toward the achievement of group goals.
Ideally, people should be encouraged to develop not only willingness to work with zeal and
confidence, reflects experience and technical ability.

J. Oswald Sanders said it first: “The true measure of leadership is influence-Nothing

more, nothing less”. It is about influencing in a worthwhile cause. It is not dependent on titles
or positions. It is dependent on someone catching a vision and mobilizing others to join them
in its fulfillment. When this happens, leadership arises in its purest form. It happens to every
organization at one point or another, especially when there’s no system or plan. In those times,
there is no expectation of progress. Today, may regions of the world are crying for effective
and true leaders. The leader must earn the right and others choose to follow.

This means that Leaders act to help a group attain objectives true maximum application
of its capabilities. They do not stand behind a group to push; they place themselves before the
group as facilitate progress and inspire group to accomplish organizational goals. A good
example is the orchestra leader, whose function is to produce coordinated sound and correct
tempo through the integrated effort of the musicians.

NSTP-CWTS 1
Page 1
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Some principles of Leadership

The main objective of leadership is to develop teamwork in order to achieve a common

goal or purpose. This brings us to the real definition of leadership which is the “Arc of
influencing man in a way that will win their obedience, confidence, and respect; and their loyal
cooperation in achieving a common objective” (San Juan, 1991:26-31).

Now let us shift our efforts to the study of the following principles of leadership as cited by
San Juan, (1991):

1. Take responsibility for your actions. A leader must take responsibility for both his
actions and those of his subordinates.
Remember:

a. It is better to accept the blame rather than” pass the back”.

b. Understand just where your responsibility begins and where it ends.
c. Look for opportunities to help you and your job.

2. Know yourself and seek self-improvement. Apply your knowledge of the human
behavior in an honest self –analysis to improve your attitude and to enhance you
understanding of others.
3. Set the example. Be a model and exemplary leader. Men learn most effective from what
they see in their leader.
4. Seek responsibility and develop a sense of responsibility among your subordinates.
A true leader does not shirk responsibility; rather, he seeks it. Likewise, he holds his
subordinates responsible for result, and not for results, and not for methods and
procedures.
5. Insure that the job is understood supervised, and accomplished. Proper understanding
and supervision of a task help insure the accomplishment of anything desired. To this
ends, instructions must be given a specific, positive and clear manner.
6. Know your men and look for there welfare. A leaders understanding and knowing his
man has some advantages. He can readily predict and control his men’s behavior. Thus,
a leader can feel the needs and desires of his men.
7. Keep your men informed. The Filipino soldier will work harder and will cooperate
more effectively if he understands why.
8. Employ your command in accordance with its capabilities. Assign objectives that are
possible of attainment. Using your unit in accordance with it capabilities helps insure its
success.
9. Train your men as a team. A team fails or succeeds only if every member does his
share of the job. Teamwork is an essential cognomen of military’s operation.
10. Make a sound and timely decision. The ability to make a rapid estimate of the situation
and arrive at a sound and timely decision is necessary in order to take advantage of
opportunities as they occur.
11. Know you job. Knowledge of your job helps you to make sure of yourself, and
commands the respect of your men.

NSTP-CWTS 1
Page 2
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Virtues as Foundation of Leadership

The following virtues are considered the foundations of leadership;

1) Prudence- the habit which enables man to direct his actions to human life’s goals of
knowing the right thing to do and applying it
2) Justice – the habit of giving each one his due with constant and perpetual will; gives
stability which man needs to work without fear and anxiety in the search for happiness.
3) Fortitude- the habit of overcoming the difficulties and pressures of life in the pursuit of
good.
4) Temperance- the habit of bringing the desires and natural inclinations of man under the
control of right reason.
5) Industry – the habit of working hard and working under pressure.
6) Loyalty –the habit of remaining true to your friends and to your principles (goals)
in spite of difficulty.

7) Responsibility- the habit of being accountable for ones action duties and obligation;
readiness to answer to the consequences of our actions.
8) Cheerfulness- the habit of being optimistic, positive, always seeing the bright side of
things.
9) Generosity- the habit of sharing the good that one has with other people; thinking first of
the people around him and looks for ways he can help and serve them.
10) Magnanimity- the habit of having great ideals and ambitions of doing good; being
concerned with doing great deeds of service to others devoting his life to serve his country
or to help people.

Leadership has a deep link and basis to work because by working, man contributes to the
good of others thus, improving himself as well. Application of virtues is found above all
in working and in relationship with others. Thus, industry, loyalty, generosity, prudence,
justice, etc. are exercised in and through our profession.

CHARACTERISTIC OF A GOOD LEADER

1. Integrity of character. The word is synonymous to honor. It is a fine sense of ethics,

justice, and righteousness with a readiness to apply it to one’s own conduct. It is the
determination to meet any obligation, however distasteful.
2. Willingness to accept responsibilities. Acceptance of responsibility signifies a desire
to lead and this desire is strengthened by increasing interest. Some great leaders had
achieved success after much effort. Their successes can be attributed to infinite
patience, hard work, and a desire for success that never recognized defeat.

In addiction to the above, let us consider three (3) other characteristics that are of lesser
importance, but nevertheless complementary. These are: (a) competence to employ in
superiority over an enemy at all times. (b) making the best use of resources requires the highest
type of managerial and organization skills and finally, the ability to inspire subordinates will
enable t5he leader to spur his men to strive for the highest peak of performance. Such ability is
essential to dynamic leadership (San Juan, 1991:29-30).

NSTP-CWTS 1
Page 3
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

QUALITIES OF A GOOD LEADER

Are leaders born? Yes, of course, they are…. I’ve yet to meet one that came into this world
in any others way! Was the reply of author John C. Maxwell (2002) Indeed, all people are born
and some are gifted with greater natural gifts than others, but the ability to lead is really a
collection of skills and nearly all of which can be learned and improved, and the process doesn’t
take place overnight because leadership is developed daily, not in a day.

According to Zulueta et al (1999), the essence of leadership is follower ship. This means
influencing people to work willingly and enthusiastically toward the achievement of group
goals. Willingness to work means with zeal and confidence (Zuleata et al, 1999). Maxwell
(2002) further opines that what matters most is not whether one influences someone, but how
one will use that influence.

But does the leader get to influence people? What are the traits of a good leader that would
inspire people to follow him? Joseph P. Leverriza (1999) a Zulueta et al (1999) shared the same
view that a good leader should have the following traits:

1. Knowledge- this refers to the acquire knowledge of the profession not only on the job,
but also thorough knowledge on the capabilities and limitations of the subordinates;
2. Bearing- this is dignity in appearance and behavior to earn respect
3. Courage- ability to accept or meet challenges with calmness and fearlessness;
4. Endurance- mental and physical stamina to withstand pain hardships and continue
rigorously in pursuing the goals and objectives of the organization;
5. Enthusiasm- This is higher degree of interest and sensitivity in responding to the needs
of the organization;
6. Integrity- is good moral character and impeccable integrity;
7. Decisiveness- is the ability to decide promptly and correctly at the proper time and
express them organization;
8. Dependability- is the ability to demonstrate a higher degree of initiative in the
performance of his duty even with or without supervision;
9. is the ability to start or originate an idea, suggestion, proposal or concept leading to the
action when others are absent or passive;
10. Judgment- is the power of the mind to weigh various factors and arrive at a sound
decision;
11. Justice- is the ability to render judgment to conform to the principles of reason, to stated
laws, policies and rules and to generally accepted standards of right and wrong;
impartially in rendering punishment and giving credit where credits is due;
12. Loyalty- is the sincerity and faithfulness to the ideals of the organization where he
belongs;
13. Tact- is the ability to deal with others without giving offence;
14. Unselfishness- is the avoidance of providing for one’s own comfort or advantage at the
expense of others;
15. Force- is the ability to demonstrate efficacious power within the bounds of law to
compel obedience among his subordinates;
16. Humanity- is the state of being reasonably modest and not proud, assuming, arrogant
and boastful;
17. Humor- is the mental disposition to appreciate amusing incidents of everyday life in a
comical way;
NSTP-CWTS 1
Page 4
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

18. Sympathy- is the ability to understand and share the feelings of another, especially in
time of sorrow or adversity;
19. Empathy- is the ability to be someone else’s shoes; intellectual and emotional
identification of feelings, thought and attitudes with subordinates affected by pain or
misfortune;
20. Wit-this refers to keen perception and appropriate expression of amusing words and
ideas which awaken amusement and pleasure.

THE TRANSFORMATIONAL LEADERSHIP

Society’s transformation requires transformational leadership.

Stephen Covey (1992) explains that the goal of transformational leadership is to “transform
people and organizations in a literal sense- to change them in mind and heart; enlarge vision,
insight, and understanding; clarity of purposes; make behavior congruent with beliefs,
principles, or values; and bring about changes that are permanent, self- perpetuating; and
momentum building’,

He stresses that transformational leadership basically means that we change the realities
of our particular world to more clearly conform to our values and ideals. It focuses on the “top
line” and is principle- centered, thus it:

o Builds on man’s need for meaning

o Is preoccupied with purposes and values, morals and ethics
o Transcends daily affairs
o Is oriented toward meeting long-term goals without compromising human values and
principles
o Separates causes and symptoms and work at privation
o Values profit as the basis of growth
o Is proactive, catalytic and patient
o Focuses more on missions and strategies for achieving them
o Make full use of human resources
o Identifies and develops new talent
o Recognizes and rewards significant contribution
o Designs and redesigns job to make them meaningful and challenging
o Releases human potentials
o Models love
o Lead out in new directions
o Aligns internal structures and systems to reinforce over-arching values and goals

THE TRANSACTIONAL LEADERSHIP (BASS)

It is determining what employees need to do to achieve their own organizational

objective. It is an approach which needs extra efforts like giving rewards, recognitions,
guidance, supervision and instructions in leading people to achieve as a task-oriented kind of
leadership.

NSTP-CWTS 1
Page 5
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

THE PRINCIPLE-CENTERED LEADERSHIP

Stephen Covey (1990), identifies the following characteristics of principle-centered

leaders:

• Continually learning
• Service oriented
• Radiated positive energy
• Radiate positive energy
• Believe in other people
• Live balanced lives
• See life as an adventure
• Synergistic
• Exercise for self-renewal

1. THEY ARE CONTINUALLY LEARNING

• Constantly educated by their experiences
• Read, seek learning, take classes, listen to others ,learn through both their eyes
and their ears
• Continually expand their competence and ability to do things
• Develop new skills, new interests
• Make and keep promises or commitments
• Increase their personal worth as they elevate themselves to the next level of
challenge and make their self-mastery grow

2. THEY ARE SERVICE-ORIENTED

• See life as a mission not as a career
• ‘yoke” up every morning, think of others and put on the harness of service in
various stewardship
• Believe that the effort to become principle-centered without a load to carry
simply will not succeed
• Have a sense of responsibility, of service, of contribution

3. THEY RADIATE POSITIVE ENERGY

• Cheerful, pleasant, happy
• Attitude is optimistic, positive, upbeat enthusiastic
• Spirit is hopeful, believing
• Have an energy field or an aura that charges or changes weaker, negative energy
fields around them
• Attract and magnify smaller positive energy fields
• Tend to either neutralize or sidestep the negative energy source is and a sense of
humor and timing in dealing with it
4. THEY BELIEVE N OTHER PEOPLE
• Do not overreact to negative behaviors, criticism or human weakness

NSTP-CWTS 1
Page 6
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

• Realize that behaviors and potentials are two different things; believes in the
unseen potentials of all people
• Feel grateful for their blessings
• Don’t carry grudges
• Refuse to label other people, to stereotype, categorize and prejudge
• Seek the oak tree in the acorn and understand the process of helping the acorn
become a oak tree
• Create a climate for growth and opportunity

5. THEY LEAD BALANCED LIVES

• Intellectually active, having many interests
• Healthy sense of humor, particularly laughing at themselves and not at other’s
expense
• Open in their communication, simple, direct, and non-manipulative
• Their actions and attitudes are proportionate to the situation, balanced, moderate,
wise
• Live sensibly in the present, carefully planning the future and flexibly adapting
to changing circumstances
• Genuinely happy for other’s successes and do not feel in any sense that these take
anything from them
• See success on the far side of failure; the only failure for them is the experience
learned from

6. THEY SEE LIFE AS AN ADVENTURE

• Savor life because their security comes from within instead of from without
• See old faces freshly, old scenes as if for the first time; rediscover people each
time they meet them
• Like courageous explorers going on an expeditions into unchartered territories
• Their security lies in their initiatives, resourcefulness, creativity, will power,
courage, stamina, protection, and abundance of comfort zones in their home
camps
• Basically unflappable of adopting virtually to anything that comes along

7. THEY ARE SYNERGISTIC

• As changed catalysts, they improve almost any situation they get into
• In team endeavors they build on their strength and strive to complement their
weakness with the strength of others.
• In negotiating and communicating with others in seemingly adversarial
situations, they learn to separate the people from the problem
• Focus on other person’s interest and concerns rather than fight over positions
• Together, they arrive at synergistic solutions, which are usually much better than
any of the original proposals, as opposed to compromise solutions wherein both
parties give and take a little.

NSTP-CWTS 1
Page 7
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

8. THEY EXERCISE FOR SELF RENEWAL

• Regularly exercise the four dimensions of the human personality; physical,
mental, emotional, and spiritual
• Participate in some kind of balanced. Moderate, regular program of aerobic and
working the heart and lungs
• Exercise their minds through reading, creative problem-solving, writing, and
visualizing
• Emotionally, they can make an effort to be patient, listen to others with genuine
empathy, show unconditional love, accept responsibility for their own lives,
make decisions, and reactions
• Spiritually, they focus on prayer, scripture study, mediation, and fasting

Activity 1

On your activity page, write down your reactions regarding the shared stories of your
group members.

1. Divide students into groups.

2. Ask them to share success/downfall stories of leaders.
3. Discuss underlying reasons behind such success or downfall.
4. Present in class through creative presentation.

Lesson 2

Objectives:

1. Appreciate the importance of a team.

2. Explain the ingredients of effective teamwork.
3. Enumerate and discuss the tools and strategies in overcoming team conflicts.

Team Building

What is a Team?

A team is a unit of two or more people who interact and coordinate their work to
accomplish a specific goal.

What is Teamwork?

When the members of a team know their objectives, contribute responsibly and
enthusiastically to the tasks, and support one another, they more effective ways of cooperating.

NSTP-CWTS 1
Page 8
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

What is Team building?

Team members must work together to be effective. Team building is the process of
making teams more effective by encouraging members to examine how they work together,
identify their weaknesses, and develop more effective ways of cooperating.

What does Team develop?

Research findings show that team development is not random but evolves over definite
stages. A useful model describes five stages of team development occurring in a sequence.
Each stages conforms team leaders and members to unique problem and challenges. These
stages are:

1. FORMING stage, a stage where members share personal information, start to get to know
and accept one another and begin turning their attention toward the group’s task. Members are
concerned about following what is expected of me? What is acceptable? Will it fit it? The
leadership provides time for members to be acquainted with one another encourage them to
engage to informal social; discussions.

2. STORMING stage. Members become more assertive in clarifying their roles and what is
expected of to hem. Members compete for status, jockey for positions of relative control and
argue about appropriate direction for the group .The team is not yet cohesive and maybe
characterized by general lock of unity. The leader should encourage participation.

3. NORMING is the stage where conflict is resolved and team harmony and unity emerge.
The group begins moving together in a cooperative fashion. Group norms emerge to guide
individual behavior, and cooperative feelings are increasingly evident. Members come to
accept and understand one another. This stage is typically to clarify team norms and d values.

4. In the PERFORMING stage, major emphasis is on problem solving and accomplishing the
assigned task. Members are committed to team’s mission. The

Group matures and learns to handle complex challenges. Members are coordinated with one
another and handle disagreements in mature way. They confront and resolve problems in the
interest of task accomplishment. The leader should concentrate on managing high task
performance.

5. Finally, ADJOURNING stage where the team is breaking-up which usually occurs in
committees, task forces with limited task to perform and disbanded afterward. Emphasis is on
wrapping up and gearing down. Task performance is no longer a priority. This requires
dissolving intense social relations and returning to permanent assignments. The members may
feel heightened emotionally, strong cohesiveness, and depression or even regret over the team’s
disbandment. The leader may closure and completeness

NSTP-CWTS 1
Page 9
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Exhibit 1: Life Cycle of a Team

Ingredients of Effective Teams

TEAM WORK depends on the performance of every member. The ingredients of

effective teams are:

1. upportive Environment. Creating a supportive environment involves encouraging

members to think like a team, providing adequate time for meetings, and demonstrating
faith in members’ capacity to achieve.
2. Skills and Role Clarity. Team members must possess skills to perform their jobs and the
desire to cooperate. Members can work together as a team only after the members of the
group know the roles of all the others with whom they will be interacting.
3. Super ordinate Goals. The members should be oriented towards the overall task. The
leader can create a super ordinate goal, which is a higher goal that integrates the efforts
of two or more persons. These goals can be attained only if all members carry their
weight.
4. Team Rewards. This may be in the form of financial reward or other forms of
recognition. Rewards valued by members become powerful.

TEAM COHESIVENESS

TEAM COHESIVENESS is the extent to which members are attracted to the team and
motivated to remain in it. To attain team cohesiveness, the following factors should be
considered:

NSTP-CWTS 1
Page 10
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

1. Team interaction. More contact between team members, more time spent together.
2. Personal Attraction to the Team. Similar attitudes, values, and enjoying being together.
3. Shared goals. Agreeing on purpose and directions binds the team members.
4. Presence of Competition. When a team is in moderate competition with other teams its
cohesiveness increases as it strives to win.
5. Team Success and Favorable Evaluation of the Team. Succeeding in its task and their
recognition by others within the organization generate good feelings among members and
increases their commitment to the team

Exhibit 2: The Morale and Production during the team’s Life Cycle

THE FIVE DYSFUNCTIONS OF A TEAM

#1: Absence of Trust. The fear to be vulnerable with team members prevents the building of
trust within the team.

#2: Fear of Conflict. The desire to preserve artificial harmony stifles the occurrence of
productive, ideological conflict.

#3: Lack of Commitment. The lack of clarity and/ or a fear of being wrong prevent team
members from making decisions in a timely and definitive way.

#4: Avoidance of Accountability. The need to avoid interpersonal discomfort prevents team
members from holding one another accountable for their behaviors.

#5: Inattention to Results. The desire for individual credit erodes the focus on collective’s
success.

NSTP-CWTS 1
Page 11
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Exhibit 3: The roles of the leaders

OVERCOMING THE FIVE DYSFUNCTIONS

Dysfunction #1: Absence of Trust

The first requirement of a function team is trust. This requires a willingness on the part
of the team members to be vulnerable with one another. There are number of ways that a team
can begin to demonstrate vulnerability-based trust with one another. Below are few ideas you
can use to bring about trust.

Strategy for Overcoming:

• Identify and discuss individuals strengths and weaknesses

• Spend considerable time in face-to face meetings and working sessions

Tools for Overcoming:

• Personal Histories. Team members go around the table during a meeting and answer a
short list of questions about themselves. Simply by describing these relatively
innocuous attributes or experiences, team members begin to relate to one another on a
more personal basis.
• Myer-Brigs Type Indicator (or other behavioral preferences profiles). Profiles
team members’ behavioral preferences and personality styles, helping to break down
barriers by allowing individuals to understand better and to empathize with one another.

NSTP-CWTS 1
Page 12
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

• Team Effectiveness. Team members identify the single most important contribution
that each of their peers makes to the team as well as the one area that they must either
improve upon or eliminate for the good of the team.
• 360 Feedback allows for peers to make specific judgments and provide one another
with constructive criticism.

Dysfunction #2: Fear of Conflict

All great relationship, the ones that last over time, requires productive conflict to grow and
to improve. Beyond mere recognition, below are the few simple methods for making conflict
more common and productive.

Strategy for Overcoming:

• Acknowledge that conflict is required for productive meetings

• Establish common ground rules for engaging in conflict
• Understand individual team member’s natural conflict styles

Tools for Overcoming:

• Thomas-Kilman Instrument (TKI) allows team members to understand natural

inclinations around conflict, so they can make more strategic choices about which
approaches are more appropriate in different situations.
• The Tuckman Model helps groups realized that they develop over time though
predictable development stage- forming, storming, norming, performing.
• Mining Exercise requires an individual, typically the team leader, to have the courage
and confidence to call out sensitive issues and force the team members to work through
them. The “miner” must remain objective during meetings and be committed to the
conflict until it is resolved.
• Real-time Permission. An effective way to encourage and maintain healthy debate is
to recognize when the individuals engaged in conflict are becoming uncomfortable with
the level of discord and then interrupt to remind them that the conflict is necessary.

Dysfunction #3: Lack of Commitment

In the context of a team, commitment is a function of two things- clarify and buy-in.
Effective teams make clear and timely decisions around direction and priorities and move
forward with complete buy-in from every member of the team, avoiding the desire for
consensus and the need for certainty. There are number of ways that a team can go about
ensuring commitment. Below are few ideas that can help this process.

Strategy for Overcoming:

• Review commitment at the end of each meeting to ensure all team members are aligned.
• Adopt a “disagree and commit” mentality – make sure all team members are committed
regardless of initial disagreements.

NSTP-CWTS 1
Page 13
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Tools for Overcoming:

• Commitment Clarification / Cascading Communication. At the end of a staff meeting

or white off site, a steam should explicitly review the key decisions made during the
meeting and agree on what needs to be communicated to employees and other
constituencies about those decisions.
• Deadlines. The process of using clear deadlines when decisions will be made and
honoring those dates with discipline and rigidity.
• Contingency and Worst-case Scenario Analysis. This process entails briefly
discussing contingency plans upfront or, better yet, clarifying the worst-case scenario
for a decision the team is struggling to make.
• Low-risk Exposure Therapy. This is a process of demonstrating decisiveness in a
relatively low-risk situation. Team can practice making decision after substantial
discussion but little analysis or research.

Dysfunction #4: Avoidance of Accountability

In the context of a team, accountability refers to the willingness of team members to call
their peers on performance or behaviors that may hurt the team. The key to overcoming this
dysfunction is adhering to a couple of key management tools. They are listed below, along with
some others ideas.

Strategy for Overcoming:

• Explicitly communicate goal and standards of behavior.

• Regularly discuss performance versus goals and standards.

Tools for Overcoming:

• Publication of goal and standards. Collectively, teams clarify publicly exactly what
they need to achieve, who needs to deliver what and how everyone must behave in order
to succeed.
• Team effectiveness Exercise. Team members identify the single most important
contribution that each of their peers makes to the team as well as the one area that they
must either improve upon or eliminate for the good of the team.

Dysfunction #5: Inattention to results

An unrelenting focus on specific objectives and clearly defined outcomes is

requirements for any team that judge on performance. To ensure that a team is focused on
result, the team leader needs to make result clear and reward only those behaviors and
action that contribute to those result below are some effective ways for team to focus on
result.

NSTP-CWTS 1
Page 14
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Strategy for Overcoming:

• Keep the team focused on the tangible group goals.

• Reward individuals based on team goal and collective success.
Tools for overcoming:

• Publication of Goal and Standards. Collective, team clarify publicly exactly what
they need achieve, who needs to deliver what and how everyone must behave in order
to succeed.
• Public Declaration of Result. Teams that are willing to commit publicly to specific
result are more likely to work with a passionate, even desperate desire to achieve those
results.
• Result-Based Rewards. An effective way to ensure that team member focus their
attention on results is the tie their rewards especially, compensation, to the
achievement of specific outcomes.

ACTIVITY 1 ROLE PLAYING

TOPICS: The Five (5) dysfunction of a team

Presentation:

-Script, and other materials needed for the play

What to do?

1. Group the student into five.

2. Each group must choose a leader.
3. Ask group should present a situation relative to the topics by draw lots.
4. Each group should present a situation relative to the topics given.
e.g. group #1- Role play on the dysfunction of a team #1 while in the absence
of trust. Other member of the group plays a role on how to overcome absence
of trust or how to bring about trust in a team.

5. After all groups have presented the play, asks each student to write down some
important event on the play presented.

6. The teacher wraps up the activity by asking one or 2 students to relate the experience
they had in the activity. Does your team make you feel secure?

Group Homework

* The leader may assign his/ her member on the materials needed for this activity.

Instructions:

Gather some news photos of a group, people or organization, a community or a team,

that experiences major problems or team conflicts. This should be presented on the next activity
(#2).

NSTP-CWTS 1
Page 15
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

Materials needed: to be brought during the activity

• Maximize news photos for proper viewing

• Pentel pens
• Manila paper
• Thumbtacks/masking tape

Activity 2

Group Presentation

Let the students go to their respective teams. Placed the news photos gathered on Manila
paper. Discuss with your group the problems on issues that brought conflicts to them. Summary
of the discussion can be place on Manila paper corresponding to the news photos. The group
should select a presenter for result presentation.

For the group discussion, be guided by the following questions:

1. Cite some major problems or issues today that brought about conflicts to group of
people, to the community and nation as a whole.
2. How do you fell about them?
3. As a group, is there anything you can do about these issues?
4. Write your discussion output in your activity page.

To wrap up the activity (after all groups have presented), ask one student from each
group to answer the questions:

(a) How do you feel about the group where you belong?
(b) What do they mean to you?

Activity 3

Group Reflection and Sharing

Materials needed:

• Manila paper
• Pentel pens
• Masking tape

Instructions:

Again, ask the students to go to their group. Each group will select a secretary and
reporter. The secretary will write the major contributions of each member and expectations of
the group after the activities; as well as how can they help each other reconcile when opposing
experiences develop. The reporter will make the presentation to the entire class at the plenary.
NSTP-CWTS 1
Page 16
LEARNING MODULE SURIGAO STATE COLLEGE OF TECHNOLOGY

After the presentation, let each student to answer the following questions in activity
page.

1. What important things have I Learned about myself, that I did not know before
these activities?
2. What personal values do I uphold?
3. How can I use what I Learned to improve my relationship with the people with
whom I am in relationships, whether family, friends, community?

NSTP-CWTS 1
Page 17