Module 2

1. CIVIC WELFARE
TRAINING SERVICE
National Service Training Program

2. FERDINAND
MARCOS
CORAZON
AQUINO

3. PRESIDENT
RODRIGO DUTERTE

4. DEVELOPING LEADERS
THROUGH COMMUNITY
SERVICE

5. The concept of developing
leaders through community
service involves taking employees
in a business environment who
are identified as potential future
leaders and making them lead a
community project out of their
comfort zone, with the main
intention of honing their
leadership abilities.

6. Consider this: when hiring a candidate,
would you choose someone with only
straight As, or someone with relatively
good grades but with a lot of
leadership in extra curriculum
activities and community work?
Most recruiters would choose
the latter, as there is a huge
leadership value put on people
with extensive community
involvement.

7. Research by Reed Executive,
one of UK’s largest
employment, recruitment,
training and human resources
(HR) consultancy agencies
founded in 1960, shows that
among 200 of the UK’s leading
businesses:

8. • 73% of employers would employ a
candidate with volunteering experience
over one without. Ninety four per cent of
employers believe that volunteering can
boost leadership skills.
• 58% of employees claim that voluntary work
experience can be more valuable than
experience gained in paid employment.
• 94% of employees who volunteered believe
they had benefited from the experience, and
that it either helped them secure their first
job, improved their salary, or contributed to
their promotion. So much recognition is
given to the leadership abilities of a
candidate who has voluntary experience
during the hiring process, yet, once the
candidate is hired, the organization forgets
this very factor and fails to leverage
community involvement as a great tool to
develop leadership.

9. You might wonder, how does
getting involved in community
service help develop leaders for
businesses? Aren’t they two
completely different worlds?
While it is true that both the business
world and the NGO world have different
goals and targets to meet, the
leadership skills required to lead both
the business and the NGO/Community
work is the same if not harder in the
community service arena.

10. Leadership skills
developed/enhanced in
volunteerism

11. According to Deloitte’s 2008 Volunteer
IMPACT survey, 91% of corporate
respondents agree that contributing business
skills or expertise to an NGO can be an
effective way to develop leadership qualities.
Whilst leveraging community development
projects to develop leadership skills
amongst corporate professionals seems
like an interesting alternative platform, it
is important to know that this does not
replace classroom learning. Rather, it is a
compelling complementing method for the
application of the skills learnt through
formal classroom/training settings.

12. Additional benefits
• Besides acquiring the typical
competencies commonly associated with
NGO leadership, another compelling
reason why organizations should adopt
this alternative channel is the cost
effective opportunity to develop leaders
while doing good for the community.
• With 70% of HR leaders professing to
have flatter training budgets this year
than last, it makes sense to look to a
corporate volunteer program for
opportunities to develop leaders.

13. • It provides a good platform to identify,
evaluate and assess leaders against
those core competencies and recruit
leaders based on their leadership
capabilities.
• It builds a class of culturally-
sensitive, service-oriented and cross-
functional leaders who are able to
lead in a multicultural and diverse
environment in moving towards a
high-involvement culture.

14. • Leaders who are involved in the
community have the desire to make a
difference and have a high degree of
involvement and ownership in their
work. That same desire could be
brought into the corporate world to
contribute to business growth.
• Involvement in community service
activities enhances a company’s
image and increases name
recognition. It also contributes
towards the expansion of professional
and personal network to develop new
markets and relationship building.

15. Leadership
Theories

16. Great Man Theory (1840s)
The Great Man theory evolved around the mid
19th century. Even though no one was able to
identify with any scientific certainty, which
human characteristic or combination of, were
responsible for identifying great leaders.
Everyone recognized that just as the name
suggests; only a man could have the
characteristic (s) of a great leader.
The Great Man theory assumes that
the traits of leadership are INTRINSIC.
That simply means that great leaders
are born...

17. In 1860, Herbert Spencer, an English
philosopher disputed the great man theory by
affirming that these heroes are simply the
product of their times and their actions the
results of social conditions.
On Heroes, Hero-Worship, and the Heroic in
History they are not made. This theory sees
great leaders as those who are destined by
birth to become a leader. Furthermore, the
belief was that great leaders will rise when
confronted with the appropriate situation.
The theory was popularized by Thomas
Carlyle, a writer and teacher. Just like him,
the Great Man theory was inspired by the
study of influential heroes. In his book "On
Heroes, Hero-Worship, and the Heroic in
History", he compared a wide array of
heroes.

18. Trait Theory (1930's - 1940's)
The trait leadership theory
believes that people are either
born or are made with certain
qualities that will make them
excel in leadership roles. That is,
certain qualities such as
intelligence, sense of
responsibility, creativity and other
values puts anyone in the shoes
of a good leader.

19. The trait theory of
leadership focused on
analyzing mental, physical
and social characteristic in
order to gain more
understanding of what is
the characteristic or the
combination of
characteristics that are
common among leaders.

20. Behavioural Theories (1940's - 1950's)
In reaction to the trait leadership theory, the
behavioural theories are offering a new perspective,
one that focuses on the behaviours of the leaders
as opposed to their mental, physical or social
characteristics. Thus, with the evolutions in
psychometrics, notably the factor analysis,
researchers were able to measure the cause an
effects relationship of specific human behaviours
from leaders. From this point forward anyone with
the right conditioning could have access to the once
before elite club of naturally gifted leaders. In other
words, leaders are made not born.

21. The behavioural theories
first divided leaders in two
categories. Those that
were concerned with the
tasks and those concerned
with the people.
Throughout the literature
these are referred to as
different names, but the
essence are identical.

22. Contingency Theories (1960's)
The Contingency Leadership
theory argues that there is no
single way of leading and that
every leadership style should be
based on certain situations, which
signifies that there are certain
people who perform at the
maximum level in certain places;
but at minimal performance when
taken out of their element.

23. To a certain extent contingency
leadership theories are an extension of
the trait theory, in the sense that human
traits are related to the situation in
which the leaders exercise their
leadership. It is generally accepted
within the contingency theories that
leader are more likely to express their
leadership when they feel that their
followers will be responsive.

24. Transactional leadership Theories (1970's)
Transactional theories, also
known as exchange theories
of leadership, are
characterized by a
transaction made between
the leader and the followers.
In fact, the theory values a
positive and mutually
beneficial relationship.

25. Transactional Leadership
For the transactional theories to be effective and
as a result have motivational value, the leader
must find a means to align to adequately reward
(or punish) his follower, for performing leader-
assigned task. In other words, transactional
leaders are most efficient when they develop a
mutual reinforcing environment, for which the
individual and the organizational goals are in
sync.
The transactional theorists state that humans in
general are seeking to maximize pleasurable
experiences and to diminish un-pleasurable
experiences. Thus, we are more likely to
associate ourselves with individuals that add to
our strengths.

26. Transformational Theories
The Transformational Leadership theory
states that this process is by which a person
interacts with others and is able to create a
solid relationship that results in a high
percentage of trust, that will later result in an
increase of motivation, both intrinsic and
extrinsic, in both leaders and followers.
The essence of transformational theories is
that leaders transform their followers through
their inspirational nature and charismatic
personalities. Rules and regulations are
flexible, guided by group norms. These
attributes provide a sense of belonging for
the followers as they can easily identify with
the leader and its purpose.

27. LEADERSHIP STYLE

28. 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.
Autocratic work environment does
normally have little or no flexibility.

29. Democratic Leadership
In this leadership style, subordinates are
involved in making decisions. Unlike
autocratic, this headship 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.
The most unique feature of this leadership is
that communication is active upward and
downward. With respect to statistics,
democratic leadership is one of the most
preferred leadership, and it entails the
following: fairness, competence, creativity,
courage, intelligence and honesty.

30. StrategicLeadership 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.
It 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. An effective strategic leadership
delivers the goods in terms of what an
organization naturally expects from its
leadership in times of change.

31. 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 higher performance.
Statistically, transformational leadership
tends to have more committed and satisfied
followers. This is mainly so because
transformational leaders empower followers.

32. Team Leadership
Team leadership involves the creation of a
vivid picture of its future, where it is heading
and what it will stand for. The vision inspires
and provides a strong sense of purpose and
direction.
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.
The most challenging aspect of this
leadership is whether or not it will succeed.
According to Harvard Business Review, team
leadership may fail because of poor
leadership qualities.

33. Cross-Cultural Leadership
This form of leadership normally exists where
there are various cultures in the society. This
leadership has also industrialized as a way to
recognize front runners who work in the
contemporary globalized market.
Organizations, particularly international ones
require leaders who can effectively adjust
their leadership to work in different environs.
Most of the leaderships observed in the
United States are cross-cultural because of
the different cultures that live and work
there.

34. Facilitative Leadership
Facilitative leadership is too
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.

35. On the other hand, if the
group is low functioning, the
facilitative leader will be
more directives in helping the
group run its process. An
effective facilitative
leadership involves
monitoring of group
dynamics, offering process
suggestions and
interventions to help the
group stay on track.

36. Laissez-faire Leadership
Laissez-faire leadership gives authority
to employees. According to azcentral,
departments or subordinates are allowed
to work as they choose with minimal or
no interference. According to research,
this kind of leadership has been
consistently found to be the least
satisfying and least effective
management style.

37. Transactional Leadership
This is a leadership 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. Transactional leadership can sound
rather basic, with its focus on exchange.
Being clear, focusing on expectations, giving
feedback are all important leadership skills.
According to Boundless.com, 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.

38. Coaching Leadership
Coaching leadership involves teaching
and supervising followers. A coaching
leader is highly operational in setting
where results/ performance require
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.

39. Charismatic Leadership
In this leadership, the charismatic leader
manifests his or her revolutionary power.
Charisma does not mean sheer behavioral
change. It actually involves a
transformation of followers’ values and
beliefs.
Therefore, this distinguishes a
charismatic leader from a simply populist
leader who may affect attitudes towards
specific objects, but who is not prepared
as the charismatic leader is, to transform
the underlying normative orientation that
structures specific attitudes.

40. 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. Most
great and successful leaders have the
aspects of vision in them.
However, those who are highly visionary
are the ones considered to be exhibiting
visionary leadership. Outstanding leaders
will always transform their visions into
realities.

41. Characteristics of Effective
Teams

42. 1. There is a clear unity of purpose.
2. The group is self-conscious
about its own operations.
3. The group has set clear and
demanding performance goals
4. The atmosphere tends to be
informal, comfortable, relaxed.
5. There is a lot of discussion in which
virtually everyone participates, but it
remains pertinent to the purpose of the
group

43. 6. People are free in expressing
their feelings as well as their ideas
7. There is disagreement and this is
viewed as good.
9. Each individual carries his or her
own weight, meeting or exceeding the
expectations of other group members
8. Most decisions are made at a point
where there is general agreement.
10. Criticism is frequent, frank and
relatively comfortable.
11. The leadership of the group shifts
from time to time

44. THANK YOU
SHIELA BILION
JOHN PAUL BONDOC
MARY GRACE BORJA
JERICHO BUÑING
SOPHIA MARIE CABRERA
MARIA ANGELICA CANDELARIA
DIETHER CRUZ

45. reference list
• http://www.leadership-central.com/leadership-
theories.html#axzz5JdE21wm
• http://wisetoast.com/12-different-types-of-
leadership-styles/
• https://web.stanford.edu/class/e145/2007_fall/-
materials/collins_effective_teams.html