LEADERS AND

LEADERSHIP
 OBJECTIVES:
• Define Leadership and Leader.

• Describe the different virtues as a foundation

of leadership.

• Describe the qualities and characteristics of a

good leader.

• Differentiate and illustrate the different

leadership styles as practiced by leaders.
Leadership
• Is the art of influencing people to get the
necessary support and cooperation in community
affairs to maintain solidarity among people.

• It is the ability to influence others towards desired

goals.

• It also means “doing the right things.”

 Leader
• Is the one who helps/facilitates communities of
people, take risks, and envisions a better future
for his group, encourages commitment, and helps
people move ahead along a path to accomplish a
goal.

• Leaders are necessary to make decisions, to

direct community activities, and to speak for the
community both in relation to its internal
organization and its outside relationships.
• A Leader has followers. As Peter Drucker pointed
out, a leader is someone who has followers. Even
poor leaders have followers, but usually not for
long. That is because the goal of leadership is to
get results.
 Virtues As a
Foundation of
Leadership
(Covey, S.R. 1991)
Virtue
• Is defined as conformity to a standard of right
and morality.
• It is a beneficial quality or power of a thing and a
commendable quality, trait or habit.
10 Virtues as Foundation
of Leadership
1. Prudence 6. Loyalty
2. Justice 7. Responsibility
3. Fortitude 8. Cheerfulness
4. Temperance 9. Generosity
5. Industry 10. Magnanimity
 Virtues as Foundation of Leadership
1. Prudence – the habit which enables man to
direct his actions to human life’s goals, 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
that 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 inclination of man under the control of
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 times of
difficulty.

7. Responsibility – the habit of being accountable

for one’s actions, duties, and obligations; readiness
to answer for the consequences of one’s 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 looking 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 by devoting one’s life to serve one’s country
or to help people.
 TRAITS OF
LEADERSHIP
1. True leadership is the art of changing a group from
what it is into what it ought to be.
2. Leadership is the ability to recognize a problem
before it becomes an emergency.
3. Leadership and learning are indispensable to each
other.
4. Leadership is learning to give whether you get
anything or not. If you ever give something to get
something, you are not giving in the true sense of the
word, you are trading!.
5. On the other side of the coin of leadership is
loneliness, for he who is a leader must always act
alone, and acting alone means accepting everything
alone.
6. Leadership is the ability to handle uncertainty.

7. What is “it”? This it the aspect of leadership that

is concerned with outward appearance. It means
looking, dressing, and talking like a leader.

8. Leadership has nothing to do with ordering

people around or directing their every move.

9. The climax of leadership is to know when to do

what.
 QUALITIES
OF A
GOOD LEADER
1. Good leaders enable people to feel and become
empowered.
2. Good leaders inspire values of caring. In such a
caring community, each person is valued.
3. Good leaders ensure that learning and
competence matter.
4. Good leaders, particularly those in administration,
create an atmosphere where work is stimulating,
challenging, and fun.
5. Good leaders help people feel a sense of unity.
6. Good leaders help members develop a sense of
security and trust not only in the leader but also in
one another.
7. A good leader displays reliability and integrity.
8. A good leader is honest and trustworthy, and has
integrity.
9. The best leader use thinking to help members
develop a set of intentions, outcomes, goals, and
directions.
CHARACTERISTICS
OF A LEADER
(taken from the Agile
Manager’s Guide to
Leadership by W. Wadsworth)
1. Have the will to lead rather than manage. 19. Initiate change rather that react to it.

2. Maintain high morale among other people. 20. Take responsibility

3. Inspire commitment and teamwork. 21. Aren’t afraid to work side by side with good, ambitious people

4. Display, at times, energy, passion, and enthusiasm 22. Envision a better future.

5. Are focused and able to focus those they lead 23. Don’t blame others.

6. Take prudent risks. 24. Have a “buck stops here” attitude.

7. Are honest with themselves 25. Want to win.

8. Carry on despite setbacks 26. Are curios and flexible

9. Know their field and job in great depth 27. Are curios and flexible

10. Work to instill values in their people 28. Test assumptions constantly

11. Orient themselves toward customer 29. Test assumptions constantly

12. Take a long-term perspective 30. Don’t over control

13. Invite input 31. Give subordinates leeway to act.

14. Tolerate mistakes 32. Tolerate, if not invite, dissent

15. Set standards and objectives 33. Believe they can affect the world for the better.

16. Remain calm under fire 34. See opportunity in challenges.

17. Ensure that people has resources to do their job 35. Make instinctive decisions base on experience

18. Believe in themselves and their people 36. Take time to teach people their point of view.

No one will display all these characteristics, but Good leaders seem to display
most of them at one time or another.
LEADERSHIP
STYLES
 Authorization Leadership
 Consultative Leadership
 Enabling Leadership
 A leader makes a decision and announces it.
 A leader announces his decision with no feeling of
responsibility or accountability to share the reasons.

 A leader presents decision but “Sells it to Members”.

 A leader announces his decision and shares the reason
behind it, which has been prepared in advance.

 A leader presents a decision and invites questions for

clarification.
 A leader announces his decision, but responds to questions
for clarification on an impromptu basis with a rationale to
explain to the members. (This also refers to a dialogue with
no expressed willingness to change decisions.)
Autocratic Leadership
 is a form of management where “authority” is
in the hands of one person alone.
 This person can be the leader, manager, or
business owner, who typically has complete
control over a project, work area, or whole
business and makes decisions with little to no
input from group members.
 That is, autocratic leaders tend to make
choices based on their judgment and ideas
alone, implementing absolute authoritarian
control over their group or organization.
Typical Characteristics of Autocratic Leadership

As mentioned, autocratic leadership involves absolute,

authoritarian control where:

•Leaders tell everyone what to do, dictate all the work

methods and processes, and enforce their own ideas and
judgment.

•Decisions concerning goals, tasks, projects, processes and

so on are created by the leader alone; there is little or no
input from others.

•Team members are rarely asked or trusted with decisions

or important tasks, creating no real sense of
empowerment.
Consultative Leadership (Security)
 A leader presents a tentative decision subject to
change.
 A leader announces his “tentative” decisions and
announces that he is open to questions for clarification
and discussion. (This refers to a dialogue with
willingness to change decision if necessary.
 A leader presents a situation, gets input, makes a
decision.
 A leader identifies a situation or problem and moves
into a facilitating role to surface assumptions and
suggestions, then moves out of facilitating role and
make a decision.
 A leader calls on members to make a decision, but
holds on veto.
 A leader calls on the group to identify situations and
limitations, explores and makes a decision contingent on
leader’s veto power.
Enabling Leadership (Participation)
 A leader defines limits, calls on members to make a
decision.
 A leader shares any “givens” (e.g. funds available, time
parameter, etc.) and facilitates a decision by members on
basis of limitations.

 A leader calls on members to identify limits, explore

situation, and make decision.
 A leader maintains a facilitating role by allowing members
to identify a situation or problem, identify limits, explore
and make a decision.