Module 2

MODULE 2 (Second Week)
CFLM 2
Prepared by: Ma’am Criseljosa W. Lacapag, RC
Objectives:
At the end of this topic the students may be able to:
1. Fully understand and discuss the concept of leadership.
2. Correctly identify the factors of leadership.
3. Explain exactly the theories of leadership.
4. Outline accurately the process of great leadership.
5. Enumerate the six points of leadership power.
TOPIC: CHAPTER II (ORGANIZATIONAL LEADERSHIP)

TO
THE SIX POINTS OF LEADERSHIP POWER
CONTENT:
CHAPTER II
ORGANIZATIONAL LEADERSHIP
Leadership is the practice of driving people to achieve goals. This plays an important role in success and
efficiency of subordinates. Leaders do this by providing many means of shaping the actions of subordinates. It’s
a process whereby an individual influences others and guides the organization in a manner that makes it more
cohesive and coherent.
FOUR PRIMARY FACTORS OF LEADERSHIP

1. Leader
An individual appointed as a leader must understand himself honestly, what he knows and what he can
do. Take note that it is the followers that decide whether the leader is successful, not the leader or
anyone else. To be successful you have to persuade your followers that you are worthy of being
followed, not yourself or your superiors.
2. Followers
Different people expect different leadership styles. An individual without motivation needs a different
approach that one with a high motivation level. You have to know your people, as a leader. The basic
starting point is to have a clear understanding of human nature such as needs, feelings, and motivation.
You have to come to learn the be, know, and do qualities of your people.
Leadership starts at the top, with the character of the leader, with your character. In order to lead others, you
must first ensure your own house is in order. Leadership begins with what the leader must BE, the values and
attributes that shape a leader’s character. It may be helpful to think of these as internal qualities: You possess
them all the time. They define who you are. They are the same for all leaders, regardless of position, although
you refine your understanding of them as you become more experienced and assume positions of greater
responsibility.
Your skills are those things you KNOW how to do — your competence in everything from the technical
side of your job to the people skills a leader requires. The skill categories apply to all leaders; however, as you
assume positions of greater responsibility, you must master additional skills in each category. But, character and
knowledge — while absolutely necessary — are not enough. You cannot be an effective leader until you apply
what you know — that is, until you act and DO what you must. As with skills, you will learn more leadership
actions as you serve in different leadership positions or opportunities.
BE a leader of character. Embrace the values and demonstrate the leader attributes. Study and practice so
that you will have the skills to KNOW your job. Then act — DO what is right to achieve excellence.
3. Communication
Being a leader, you lead by bidirectional communication. A great deal of that is nonverbal. For example,
when you “set an example,” that shows your people you wouldn’t ask them to do something you
wouldn’t want to do. What and how you interact either strengthens or destroys your relationship with
your followers.
4. Situation
Every situation is different. Everything you do in one situation isn’t automatically going to work in
another. You have to use your discretion to determine the best course of action and the style of
leadership needed for each situation. You may need to face a subordinate for inappropriate behavior, for
example, but if the confrontation is too late or too early, too harsh or too mild, then the outcomes may
prove ineffective.
THEORIES OF LEADERSHIP
The theories below explain how people turn themselves into leaders.
1. Trait Theory
Some personality traits may lead people naturally into leadership roles.
2. Great Events Theory
A crisis or important event can cause a person to rise to the occasion, putting forth extraordinary
qualities of leadership in an ordinary person.
3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory. People can opt for leadership. People can learn the ability to
take leadership.
THE LEADER AND ITS ROLES
A leader sets the company or organization a specific vision, motivates employees, guides workers through the
cycle of work, and creates morale. They’re made good leaders, not born. You will become a successful leader if
you have the will and the willpower. Good leaders grow through a cycle of self-study, education, training and
experience that never ends.
BOSS OR LEADER?
Although your role as a manager or supervisor gives you the authority to accomplish certain tasks objectives
within the organization, this power does not make you a leader, it simply makes you a boss. Leadership differs
in that it makes the followers want to achieve high goals, rather than simply ordering people around.
TOTAL LEADERSHIP
People want feedback from those leaders they respect and who have a good sense of direction. They must be
ethical, in order to gain respect. This provides a sense of direction by conveying a clear vision of the future.
Self-serving leaders are not as effective because their employees only obey them, not follow them. They
succeed in many areas because they present a good image to their superiors, but at the expense of their workers.
Honorable character and selfless service to your organization is good leadership. In the eyes of your peoples the
leadership is all you do that affects the aims and well-being of the organization.
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP
1. Trust and Confidence

2. Effective Communication
LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
2. Be technically and tactically Proficient
3. Seek responsibility and take responsibility for your Actions
4. Make sound and timely decisions
5. Set the examples
6. Know your People and look out for their Welfare
7. Keep your Subordinates informed
8. Develop a Sense of Responsibility in your subordinates
9. Ensure that tasks are Understood, Supervised, and Accomplished
10. Train as a Team
11. Employ your Command in accordance with its capabilities
SUPERVISION FOR LEADERS

Supervision maintains an understanding of the situation, and ensures proper implementation of plans and
policies. This involves giving guidance and reviewing the performance of a job.
Over-supervision stifles initiative creates resentment and decreases morale and motivation.
Under-supervision leads to miscommunication, lack of coordination and the subordinates’ impression that the
leader is not concerned with. Nonetheless, all workers’ knowledge and experience, who usually appear to more
critically view the situation.
EVALUATION
It is defined as evaluating the value, quality, or significance of people, ideas, or things. This involves looking at
the ways people accomplish a task. This means receiving feedback and understanding the feedback on how well
everything is being done.
Use the checklists to list the activities to be completed. When it comes to recalling a list of items, almost every
one of us has bad memory. List tasks by priorities.
Example:
“A”- priorities must be done today.
“B”- priorities must be done by tomorrow, and
“C”- priorities need to be followed up within a week.
INSPIRING SUBORDINATES
It is much easier to get people to do something if they have the drive to do so. Inspire means to “breathe life in”.
And to do that, we have to have a life of our own. Three main actions will aid you in accomplishing this:
1. Be Passionate
A trickle-down impact can arise in the organizations where there is a leader with great enthusiasm about
a project. You have to devote yourself to the job that you do. Do not expect your people to be worked up
about it if you don’t express the excitement.
2. Involve subordinates in the decision making process
People involved in the decision-making process are much more deeply involved than those who simply
carry out the order of a manager. Help them contribute, and inform them that you value their opinions.
3. Know what your organization is about.
“The Army is not made up of people. The Army is people. Every decision we make is a people
issue.”
General Creighton W. Abrams
TRAINING AND COACHING
Training and coaching are two different things, although some use them interchangeably.
Training- is a structured lesson designed to give people the knowledge and skills to perform a task.
Coaching- is a process designed to help the employee develop more expertise and resolve obstacles to
improving job performance.
LEARNING
Conditions of Learning
a. The Person must be motivated to Learn.

b. Involve your subordinates in the Process.
THE SIX POINTS OF LEADERSHIP POWER
Power refers to the ability a person has to control another’s actions such that he or she behaves according to his
or her wishes. Such power is a capacity or potential as it means a potential that does not need to be realized in
order to be effective. That is, there may be a power but it doesn’t need to be used to be successful.
1. Coercive Power
Power that is based on fear.
A person with coercive power can make things hard for humans. These are the people you wish to avoid
being angry with. Employees who work under a coercive boss are unlikely to commit themselves, and
are more likely to resist the manager.
2. Reward Power
Compliance achieved on the basis of the ability to distribute reward which others find important. Might
give people special benefits or incentives. Trading favors with him or her might seem beneficial.
3. Legitimate Power
The power of a person receives in an organization’s formal hierarchy as a consequence of his or her role.
The person has the right to expect you to comply with valid demands, given his or her status and your
responsibilities.
4. Expert Power
Influence based on special skills or knowledge. Experience and knowledge give the person respect.
Expert influence is the most firmly and regularly connected to productive output of subordinates.
5. Referent Power
Influence based on individual or desirable possession of wealth or personal traits. Sometimes this is seen
as beauty, elegance, or appreciation. You like the individual and you want to do things for him or her.
6. Information Power
Providing information to others which leads to thinking or acting in a new way.

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MODULE 2 (Second Week)

TOPIC: CHAPTER II (ORGANIZATIONAL LEADERSHIP)

FOUR PRIMARY FACTORS OF LEADERSHIP

THE LEADER AND ITS ROLES

MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

1. Trust and Confidence

SUPERVISION FOR LEADERS

General Creighton W. Abrams

TRAINING AND COACHING

a. The Person must be motivated to Learn.

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