1. The document discusses elements of leadership including what leadership is, the differences between managers and leaders, types of leaders, and characteristics of effective leaders. 2. It describes sources of a leader's power such as coercive, expert, legitimate, referent, reward, connection, and information power. 3. The document also covers symptoms of leadership failure such as selfishness and a lack of discipline resulting in low morale.

1. Character Formation – 2
Leadership, Values, and
Governance
Prepared by: Martin John G. Gonzales

2. Learning Objectives
At the end of this topic, the student will understand;
1. What is Leadership;
2. Leaders Characteristics;
3. Implications of Leadership

3. Chapter 1
Elements of Leadership
Leadership can have a formal aspect or an informal one. Speaking of
“leadership” rather than of “leading” usually implies that the entities doing
the leading have some “leadership skills” or competencies. Yet other usages
have a “leadership” which does little active leading, but to which followers
show grate respect.

4. The ability to influence others is an integral part of “leadership.” A front-
runner in a sprint may “lead” the race, but does not have a position of
“leadership” if he does not have the potential to influence others in some
way. Thus one can make an important distinction between “being in the
lead” and the “process of leadership.”

5. What is Leadership?
Leadership is the ability of an individual to influence, motivate, and enable
others to contribute towards the effectiveness and success of the
organizations of which they are members. It is also considered as the art of
influencing, directing, guiding and controlling others in such a way as to
obtain their willing obedience, confidence, respect, and loyal cooperation in
the accomplishment of an objective.

6. Managers vs. Leaders
To begin by clarifying the distinction between managers and leaders, the
readers frequently confuse the two, although they are not necessarily the
same. Managers are appointed. They have legitimate power that allows
them to reward and punish. Their ability to influence is founded upon
formal authority inherent in their positions. In contrast, leaders as
distinguished from manager, may either be appointed or emerge from
within a group.

7. Leaders can influence others to perform beyond the actions dictated by
formal authority. Should the managers be leaders? Conversely, should all
leaders be managers? Since no one yet has been able to demonstrate
through research or logical argument that leadership ability is handicap to
a managers, we can state that all managers should ideally be leaders. Not all
leaders necessarily have the capabilities in managerial functions; hence, not
all should hold managerial positions.

8. The fact that individual leaders can influence others, and more to tell
whether he or she can also plan, organize, control, direct, and organize.
Given that all managers should be leaders; then there is a need to pursue
the subject from a managerial perspective. Therefore, leaders mean those
who are able to influence others, and who possess managerial authority.

9. Types of Leaders
1. The Autocratic (Communism)
2. The Democratic
3. The Free Rein

10. What is Command Presence?
Command Presence is an outward appearance which denotes that the
person has the ability and qualifications to take command of any situation.
It is often said that command presence is best reflected by the leader who
look calmer and calmer as things gets worse and worse. The leaders’
attitude quickly permeates a group. If he displays anxiety, they will develop
it. They will not perform well in an atmosphere of anxiety, and tension. He
maintains a deportment of calmness and evidence of high degree of
emotional security, even under provocation.

11. Elements of Leadership
1. Psychology of Leadership – The maintenance of a high level of discipline
and morale requires some practical knowledge of the psychological factors
which affect human behavior. Few supervisors have an instinctive or
intuitive knowledge of these factors that comes only with training and
experience.

12. 2. Indicators of Leadership – A high level of discipline in its broadest sense
in an organization is perhaps the best mark of good organizational
leadership. Ordinarily, if it is present, high level of esprit de corps and
morale will result together with increased efficiency, effectiveness, and
competency.

13. 3. Leadership Ethics – The position of true leadership places upon the
leader a moral obligation to adhere strictly to the high standards of honor
and integrity he expects of his subordinates, and which his superiors have
to expects from him. His conduct is appraised in three frames reference,
that is, what is actually is, what he thinks, and what he appears to other?

14. Leadership Characteristics
1. Enthusiasm for the job and all it entails. Sincerity and the ability to
display it are vital traits of the leader. Zeal to do the right thing and to get
the job done is extremely contagious and is quickly felt by others.

15. 2. Ambition that is fair, equal and feasible. Within reason, ambition is
desirable; however, it must be controlled, or it can become a milestone
around the supervisor’s neck. It should never result in the taking of credit
which belongs to another. Neither should selfishness and vanity be allowed
to corrode the supervisor’s career.

16. 3. Friendliness, sincerity, affection for others, and personal warmth. A long
face should be seldom, if ever, the face of the leader. Neither should he have
a pessimistic or negative attitude. A sincere expression of pleasure when
greeting is indicated, especially to a subordinate has inestimable value.

17. 4. Physical and nervous energy and vitality. Being a leader requires much
physical and nervous stamina and a high frustration tolerance. Good
leadership and hard work seem to go hand and hand. Diligence and
industry are essential to effective leadership.

18. 5. Moral and physical integrity. The real leader has moral as well as physical
courage. He or she has a sense of direction and purpose with clear goals in
mind. He or she has personal responsibility. He or she knows where he or
she wants to go and what he or she wants to do. He or she does not make
promises he or she does not intend to keep because his or her words is his
or her bond.

19. 6. Intelligence Traits. It has been shown that the successful leader almost
invariably has more intelligence than those he or she leads. He or she has a
sense of imagination and humor. He or she is capable of making objective
observation. He or she has a questioning attitude which helps him in his or
her research for the truth in all matters. He or she has vision and insight, for
without them he will fail as a leader.

20. 7. Technical Skills. The most successful leader has a technical mastery of his
job including the teaching skill which often takes the place of order giving.

21. 8. Faith and Confidence. The leader has faith and confidence in himself or
herself and his or her subordinates. Men will seldom have confidence in an
individual who has no confidence in himself or herself.

22. 9. Common Courtesy. Common courtesy demands that politeness is a
civility must be practiced at all times. The superior cannot afford to be
outdone in it by his or her subordinates.

23. 10. Verbal Aptitude. A large amount of experimental work supports the
conclusion that the most successful leaders are verbally capable. They are
persuasive and tactful. Few attributes are more important in dealing with
others without generating friction.

24. 11. Modesty and Practice Humility. The real leader can afford to be modest
and practice humility. His or her accomplishment will attest to his or her
value without him or her constantly reminding others of his or her
greatness towards a job well done, or there must be humility.

25. 12. Other Characteristics. In addition, those characteristic of self-control,
dependability, empathy, for others short of sentimentalism, good
judgement, originality, versatility, and adaptability are usually found in the
most successful leaders.

26. Personalities of the Leader
The personalities of individuals are a composite of all his personal
characteristics. As such, personality plays an important part in the
development of leadership ability and the ability to survive. Every good
leader has the capacity to be a good supervisor. Personal traits of successful
leaders should be observed and studied by the supervisor in refining his
techniques of leadership.

27. Those desirable traits should be adapted to his or her natural style
whenever possible. Those traits he has found undesirable in others should
be avoided meticulously. For example, if he has resented inconsiderate
treatment by his superiors in the past, he should avoid treating his
subordinates inconsiderately, but rather equally, fairly, justly, and squarely.

28. Psychology of Leadership
Analyzing the inspirational leader, one who can instill passion and direction
into a group of individuals, requires an understanding of how the
psychology of a group can affect the members of the group. Leadership
does not involve changing the mindset of the group, but the cultivation of an
environment that brings out the best in the individuals in that group.

29. Leadership and Vision
Many definitions of leadership involve an element of vision, except in cases
of involuntary leadership and often in cases of traditional leadership. A
vision provides direction to the influence process. A leader can have one or
more visions of the future to aid them to move a group successfully towards
this goal.

30. A vision, for effectiveness, should allegedly: (1) appear as a simple, yet
vibrant, image in the mind of the leader; (2) describe a future state,
credible and preferable to the present state; (3) act as a bridge between the
current state and a future optimum state; (4) appear desirable enough to
energize followers; and (5) succeed in speaking to followers at and
emotional or spiritual level.

31. Sources of Leader’s Power
A leader’s ability to influence others is largely determined by the power
that the leader is able to exert in a given situation. The sources of leader’s
power are:

32. 1. Coercive Power. It is based on subordinates’ fear of the manager. Leader
who rely on coercive power use their ability to punish as their primary
means of influencing others. Specifically, coercive leaders may threaten to
punish by giving undesirable work assignments, by administering
reprimands, or by dismissing non-compliant subordinates.

33. 2. Expert Power. It is based on the leader’s possession of expertise, skill, or
knowledge that convinces subordinates that the leader’s views should
serve as a basis for the action.

34. 3. Legitimate Power. It is based on the perception of the manager’s
subordinates that because of the manger’s position in the organizational
hierarchy, they should accede to his or her influence.

35. 4. Referent Power. It is based on the magnetism of the leader’s personal
traits. Leaders who have high reference or charismatic power are liked and
admired by others, who typically acceded to the leader’s influence in order
to increase identification with them.

36. 5. Reward Power. It is based on the leader’s ability to provide rewards for
his or her followers. Managers with high reward power are perceived by
their subordinates as being able to provide positive rewards such as pay,
promotion, and recognition, to followers who comply with their wishes.

37. 6. Connection Power. It is based on the leader’s relationship with influential
persons both inside and outside the organization. Followers accede to the
preferences of a leader with high connection power, because they wish to
gain favor with such a well-connected person, or at least to avoid his or her
disfavor.

38. 7. Information Power. It is based on the leader’s knowledge of or access to
information that is believed to be valuable to others. A leader who has high
information power is willingly followed by those who need the leader’s
information or simply enjoy “being in on things.”

39. Symptoms of Leadership Failure
There are many symptoms of leadership failures. The appearance of
selfishness, suspicion, envy, failure to give credit, hypercriticism, and
arbitrariness will usually denote weakness if not downright failure of an
individual as leader. When these characteristics manifest themselves in a
person, it becomes unsafe to entrust the future of others to him or her.

40. Leadership fails more often through default that through error. Often when
it is most needed, it is not present. If the level of discipline in an
organization is low, if its standards of conduct and performance leave much
to be desired, if the organization is riddled with disloyalty, mistrust, and
self-interest, its leaders have failed. This failures will inevitably result in
reduced productivity, low morale, and poor organizational spirit.