Chapter 4: Leadership Training

HUMAN BEHAVIOR

• Human behavior refers to the actions, reactions, and conduct exhibited by individuals or groups of people in response
to various internal and external aspects.

• Human behavior can be observed, studied, and analyzed to understand how people interact with their surroundings,
make decisions, and adapt to different situations.

MOTIVATION

• Motivation is the internal or external force that drives and energizes individuals to take action, pursue goals, and
achieve desired outcomes. It plays a fundamental role in human behavior and can be influenced by a variety of factors.

GOOD LEADERSHIP

• Good leadership is characterized by a set of qualities, behaviors, and skills that inspire, guide, and positively influence
individuals or groups toward a common goal or vision.

CHARACTERISTICS OF A GOOD LEADER:

1. Vision - A leader with vision not only knows where they want to go but also communicates this vision
effectively, motivating and guiding their team towards a common objective.

2. Wit - Wit means they can use clever and funny remarks to make communication more enjoyable, engage their
team, boost morale, and encourage creative thinking.

3. Passion - Passionate leaders have a strong desire to achieve their goals. It is what makes them truly dedicated
and inspiring to their team and followers.

4. Compassion - Compassion in a good leader means having a genuine concern for the wellbeing and feelings of
their team members and others they work with.

5. Charisma - Charisma in a good leader means they have a special charm and confidence that makes people really
like and trust them. It helps them inspire and lead others effectively.

6. Communication skills - Communication skills means that they can talk, listen, and share ideas in a way that
everyone understands and feels heard.

7. Persistence - Good leaders are persistent, they don't give up easily, even when facing challenges or setbacks.

8. Integrity - Leaders with integrity act in accordance with their words and own up to their mistakes.

9. Daring - Leaders are willing to take risks and try new things, even when there's uncertainty or potential
challenges.

10. Discipline - Discipline in a good leader means they have self-control and can stick to their plans and
commitments. They're organized, focused, and able to manage their time effectively.
TRANSFORMATION LEADERSHIP

- Transformational leadership is a leadership style characterized by leaders who inspire and motivate their followers to
reach their full potential and exceed their own expectations.

TRANSACTIONAL LEADER

A transactional leader is someone who values order and structure.

TRANSFORTATIONAL LEADER

Transformational leaders know how to encourage, inspire and motivate employees to perform in ways that create
meaningful change.

BEHAVIORS OF A TRANSFORMATIONAL LEADER

- Individualized consideration or compassionate leadership.

- Intellectual stimulation.

- Inspirational motivation.

- Loyalty

- Idealized influence or charismatic leadership.

- Able to encourage others to communicate and participate.

FOUR COMPONENTS OF TRANSFORMATIONAL LEADERSHIP

1. CHARISMA - The leader's charisma or idealized influence is envisioning and confident, and he or she sets high
standards to be followed

2. INSPIRATIONAL MOTIVATION - The leader's inspirational motivation provides followers with challenges
and meaning for engaging in shared goals and undertakings.

3. INTELLECTUAL STIMULATION - The leader's intellectual stimulation moves followers to question

4. INVIDUALIZED CONSIDERATION - The leader treats each other follower as an individual and provides
coaching, mentoring, and growth opportunities.

FOUR COMPONENTS OF LEADERSHIP

Transformational Leadership can be found at di erent levels:

- Community national

- Global Communities
- Various sectors of the society

LEADERSHIP DEVELOPMENT

•Develop a pool of leaders

- find people with basic leadership qualities

- Widen the "catchment area"

- Assure a democratic process

• Provide knowledge and skills

- Build leader's personal capacities

- Recognize this as a lifelong process

• Support Active Leaders

- Actively supports leader continuously and not place them in the position and leave them there.

CYCLE OF LEADERSHIP CONTROL

There has to be awareness of the framework though which transformation leadership must operate, emphasizing that an
active and informed membership is critical to effective leadership. A leader has wholehearted faith and belief in the
rightness of a cause. A leader who shows his/her full support to an organization indirectly tells the members to do the
same.

1.A leader should be energetic sympathetic, friendly, and understanding to ensure the enthusiastic cooperation of
followers.

2.They should have confidence in knowing and doing his/her job to gain the confidence of followers.

3.They should be an example to followers

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

1.Be proactive

Proactive means being able to take responsibility for your life. you have the freedom to choose your behavior and
response to stimuli. Use your creativity and have some initiative.
You are the one in change.

2. Begin with the end and mind

Know where you want to go. When making plants and decisions, see to it that the time and e ort that will be spent
conform to what you want to achieve. Envision your goal and make it happen.

3. Put first things first.

Practice self-management. Know your priorities.

Look at life as a cooperative arena, not a competitive one. Enter Agreements or make solutions that are mutually
beneficial and satisfying to both parties.

5. Seek first to understand, the to be understood.

As the saying goes, “The best way to understand is to listen” The practice of empathy governs this habit it is about
putting yourself in someone else’s shoes. By listening to a person’s explanation, only then can you evaluate, probe, give
advice, and interpret his/her feelings.

6. Synergize.

The whole is greater than the sum of its parts. More task can be done it all things within reach are maximized and
utilized. Synergize is the habit of creative cooperation. Better result can be produced as a group than as individuals.

7.Sharpen the saw.

What you have learned a couple of years back will have become outdated. Many things evolve and develop so fast that
you need to update through various food-for-the brain resources. A sense of humor is vital to relieve tension and
boredom as well us to defuse hostility effective leaders know how to use humor to energize his/her followers. Humor is a
form of power that provides some control over the work environment even as it fosters camaraderie.

TEAMWORK

Teamwork is the ability to work cooperatively with others to achieve group objectives. This competency is fundamental
because leadership is not an individual sport. The essence of leadership is accomplishing worthy goals through the
combined e orts of others, and teamwork capabilities are crucial.

IMPORTANCE OF TEAMWORK

Good teamwork is an essential part of leadership. Teamwork allows leaders to pool the strengths and skills of
individuals, enabling the team to move in a unified direction toward shared goals. A leader must be able to foster
collaboration and trust among their teams, as well as establish clear communication channels.

TIME MANAGEMENT

It has implications for so many things that leaders encounter every day alone, and with their teams. Time management
refers to the process of planning and controlling the amount of time spent on a given task. The goal here is almost
always to increase efficiency, effectiveness, and productivity.

IMPORTANCE OF TIME MANAGEMENT

Developing practical time management skills is essential to achieving success in all areas of life, especially in leadership.
By prioritizing tasks, setting clear goals, and managing our time effectively, we can achieve our goals, reduce stress, and
improve productivity.
DECISSION MAKING

Decision-making is about selecting the best choice from all the available alternatives. You need to gain agreement and
clarity about why a decision needs to be made, understand what the decision is trying to achieve, and be open to all
possible options, seeking advice from others to avoid unconscious bias.

IMPORTANCE OF DECISSION MAKING

Making decisions, and supervising those who make decisions beneath you, are two basic tasks of leadership. A well-
crafted decision helps your organization move in the right direction and systematizing how these decisions are made can
ensure that the choices made are the best ones for your group.

DECISION MAKING INVOLVEMENT

1. 𝐓𝐡𝐞 𝐏𝐥𝐨𝐩 - Here the group makes a decision by not making a decision. “Not to decide – is to decide” Someone
makes a suggestion, but it drops like a stone into a pond, and no one pays any attention to it at all. If the
person who made the suggestion really felt enthusiastic about it, the fact that it was totally ignored could make that
person withdraw or resist later suggestions.

2.𝐓𝐡𝐞 𝐎𝐧𝐞-𝐏𝐞𝐫𝐬𝐨𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 - This is quickly made, but later when the decider
depends on free or voluntary support from others to implement it, he may find himself carrying it out alone.

𝐓𝐨𝐩𝐢𝐜 𝐉𝐮𝐦𝐩𝐢𝐧𝐠: One person can also prevent a group reaching a decision by introducing a new point just
as the group is ready to decide something. If the point is relevant it should be allowed, though it should have been brought
in earlier. If it is not relevant, it should be recognized as a distraction or any attempt by one person to control the group,
and should not be allowed to prevent the group from making a decision.

3.𝐓𝐡𝐞 𝐇𝐚𝐧𝐝𝐜𝐥𝐚𝐬𝐩 - One person makes a suggestion. Another says, “What a marvelous idea!” and
without further discussion, the matter is decided. These decisions are more frequent than one thinks, and other
pass unnoticed at the time but resentment comes to the surface later.

4. 𝐓𝐡𝐞 𝐂𝐥𝐢𝐪𝐮𝐞 - This decision is made by a small group who plan beforehand to get their way. Because they are better
organized than those who disagree, they are often successful on the immediate issue but they bring a spirit of rivalry
rather than cooperation into the group.

5.𝐌𝐢𝐧𝐨𝐫𝐢𝐭𝐲 - These decisions are as consciously organized as those of the clique, but a few powerful personalities
dominate the group, often unconsciously and then later they wonder why the other is apathetic

6. 𝐌𝐚𝐣𝐨𝐫𝐢𝐭𝐲 𝐕𝐨𝐭𝐞 - In big groups this is often the most effective way to make a decision. However, one may lose the
interest or the loyalty of the minority who voted against a decision especially if they feel their point of view was not
heard

7.𝐒𝐢𝐥𝐞𝐧𝐭 𝐂𝐨𝐧𝐬𝐞𝐧𝐬𝐮𝐬- Some groups aim at unanimous decisions. These are good, if genuine, but they are rarely
achieved completely on important issues. Unanimous agreement is sometimes assumed, when some members
have not felt free to disagree and have kept silent.

8.𝐂𝐨𝐧𝐬𝐞𝐧𝐬𝐮𝐬 - This is an agreement, often involving compromise or the combination of various possibilities, after
all opinions have been heard. Disagreements and minority viewpoints are discussed fully. It takes time and care to
build a climate in which all feel free to express themselves, but this method does built unity, cooperation
and commitment.
DIFFICULTIES IN DECISION MAKING

1.𝐅𝐞𝐚𝐫 𝐨𝐟 𝐂𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬 - The possible outcome of an impending decision may bring division and disagreement.

2.𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭𝐢𝐧𝐠 𝐋𝐨𝐲𝐚𝐥𝐭𝐢𝐞𝐬 - When one person is a member of a number of groups, this frequently leads to divided
loyalties about decisions.

3.𝐈𝐧𝐭𝐞𝐫𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭 - Personal differences occur which provokes feelings of a action or dislike among
members and which interfere with sound decision making. Often another member who is not involved in the
interpersonal conflict can bring the real problem into the open.
4.𝐇𝐢𝐝𝐝𝐞𝐧 𝐀𝐠𝐞𝐧𝐝𝐚 - One person may try to get the group to make a certain decision, which he wants for reasons which
he will not share with the group.

5.𝐁𝐥𝐮𝐧𝐝𝐞𝐫𝐢𝐧𝐠 𝐌𝐞𝐭𝐡𝐨𝐝𝐬 - A group may be so bound by rigid procedures that there is little chance for a free
expression of differences or a group may allow itself to substitute personal opinions for adequate information. Or
group may approach the decision making process without testing for consensus.

6.𝐈𝐧𝐚𝐝𝐞𝐪𝐮𝐚𝐭𝐞 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 - A leader may hinder good decision making if he restricts the expression of opinion or
discussion on issues too soon. Leaders also may fail to provide assistance in selecting appropriate methods for
decision making or be insensitive to the factors causing difficulty in the group.

7.𝐂𝐥𝐚𝐬𝐡 𝐨𝐟 𝐈𝐧𝐭𝐞𝐫𝐞𝐬𝐭 - Sometimes different groups or individuals within an organization do have opposing interest.