This document discusses leadership and becoming a leader. It provides objectives for understanding leadership, identifying traits and skills of effective leaders, examining the role and responsibilities of team leaders, and developing one's own leadership potential. It then discusses different types of leaders, styles of leadership, and keys to successful leadership, emphasizing the importance of serving others, developing vision, encouraging risk-taking, and adapting one's style to situations.

1. On Becoming a Leader-
an FEU LEADER!
FEU - NSTP-1

2. OBJECTIVES
• Know the meaning of leadership
• Identify the traits and skills of an effective
leader
• Examine the role, duties and
responsibilities of a Team Leader in the
workplace
• Understand the limits of authority in a
Team Leader role
• Develop a plan to develop your own
leadership potential

3. What comes to mind when you hear the word
leadership?

4. • The Power of Team

5. FEU Mission-Vision
Guided by the core values of FORTITUDE,
EXCELLENCE and UPRIGHTNESS, Far Eastern
University aims to be the university of choice in Asia.
Committed to the highest intellectual, moral and
cultural standards, Far Eastern University strives to
produce principled and competent graduates.
It nurtures a service-oriented and environment-
conscious community that seeks to contribute to the
advancement of the global society.

6. The best example of leadership is leadership by
example.
Leadership is action, not position.
He that cannot obey cannot command.
The best of leaders when the job is done, when
the task is accomplished, the people will say- we
have done it ourselves!

7. Political Leaders
Military Leaders
Religious Leaders
Corporate Leaders
Youth Leaders

8. Let’s know some
LEADERS!!!

9. Some Great Leaders
Underwent series of failures, grief,
unpopularity but won the 1860 US
Presidential elections
Issued the 1863 Emancipation
Proclamation, declaring the slaves
of the Confederacy forever free
Reelected in 1864 and following a
series of triumphs signalled the
end of the bloody Civil War, which
left over 51,000 casualties

10. Some Great Leaders
Abraham Lincoln
Nearly all men can stand
adversity, but if you want to
test a man's character, give
him power.

11. Some Great Leaders
Studied to become lawyer at age
22 (1891)
Returned to India in 1914 after
years of law practice at South
Africa and became known as
champion for people’s rights
Organized non-violent resistance
against unpopular British
measures (spent 2,338 days in jail)
Took major part in achieving
independence in 1947

12. Some Great Leaders
Mahatma Gandhi
Be the change that you want to
see in the world.

13. Some Great Leaders
A lawyer and activist from the
political party, African National
Congress, which opposed the
South African government’s
system of apartheid
Imprisoned for 26 years and four
years after release was elected
President of South Africa (1994)
 Won Nobel Peace Prize in 1993.

14. Some Great Leaders
I was not a messiah, but an
ordinary man who had become a
leader because of extraordinary
circumstances.
Nelson Mandela

15. Some Great Leaders
In 1948, formed Missionaries of
Charity with the blessing of the
Vatican, leaving convent life to
work with the poor
Expanded work with the dying
(1952), lepers (1957), orphans and
children (1959)
Accepted Nobel Prize for Peace in
1979 and by that time her group
had more than 200 different
operations in over 25 countries
Beatified in 2003

16. Some Great Leaders
Mother Teresa
We ourselves feel that what
we are doing is just a drop
in the ocean. But the ocean
would be less because of
that missing drop.

17. Some Great Leaders
An outstanding student and
academic theologian, who was
ordained as Baptist Minister at
the age of 19
Delivered the speech, “I have a
dream” during a civil rights march
in 1963; the speech was credited
to have prompted the US 1964
Civil Rights Act
Awarded the Nobel Peace Prize
in 1964

18. Some Great Leaders
Martin Luther King, Jr.
I am not interested in power for
power's sake, but I'm interested
in power that is moral, that is
right and that is good.

19. Some Great Leaders
A doctor, architect, engineer,
novelist, poet, scientist, sculptor,
among others
Traveled extensively in Europe,
America and Asia and mastered 22
languages
Authored and published books
with highly nationalistic and
revolutionary tendencies
Our very own National Hero

20. Some Great Leaders
Jose Rizal
It is a useless life that is not
consecrated to a great ideal. It
is like a stone wasted on the
field without becoming a part
of any edifice.

21. Next-Door Everyday
Leaders

22. Next-Door, Everyday Leaders

23. YOU!

24. Leadership abilities determine the
person’s level of effectiveness
John Maxwell (Leadership for Gold)

25. • Piggy Trying To Get Cookies

26. Leadership as a Habit of Existence
• Becoming a leader is the act of
becoming more and more your true
self
• True leaders are not interested in
proving themselves, they want above
all to be able to express themselves
fully

27. Becoming a Leader involves…
• Continuous learning
• A compelling vision and inspiring others to
follow
• Taking on risk
• Personal integrity
• Being an original
• Reinvention
• Taking time to think and reflect
• Passion
• Seeing small success
• Using the context of one’s life, rather than
surrendering to it

28. What is Leadership?
The full, authentic expression of an individual
working towards a purposeful goal that
affects positive transformation involving
collaborative relationships with other
resulting in collective action

29. What is Leadership?
What leaders do
• Using noncoercive influence
to shape the group’s or
organization’s goals
• Motivating others’ behavior
toward goals
• Helping to define
organizational culture
Process

30. What is Leadership?
Who leaders are
• The set of characteristics
attributed to individuals
perceived to be leaders.
Property

31. What is Leadership?
Influence and Authority
• People who can influence the
behaviors of others without
having to rely on force.
• People who are accepted as
leaders by others.
Leader

32. POWER CHARISMA

33. Power
The ability to affect the behavior of others
• Legitimate power is granted through the organizational
hierarchy.
• Reward power is the power to give or withhold rewards.
• Coercive power is the capability to force compliance by
means of psychological, emotional, or physical threat.
• Referent power is the personal power that accrues to
someone based on identification, imitation, loyalty, or
charisma.
• Expert power is derived from the possession of
information or expertise.

34. Charisma
– Charisma, an interpersonal attraction that
inspires support and acceptance; an
individual characteristic of a leader.
– Charismatic persons are more
successful than noncharismatic
persons.
– Charismatic leaders are
self-confident, have a firm
conviction in their belief
and ideals, and possess
a strong need to influence
people.

35. Kinds of Charismatic Leaders
• Ethical Charismatics
– provide developmental opportunities
– open to positive and negative feedback
– recognize others’ contributions
– share information
– concerned with the interests of the group
• Unethical Charismatics
– control and manipulate followers
– do what is best for themselves
– only want positive feedback
– motivated by self-interest

36. LEADERS vs. MANAGERS
LEADERS
MANAGERS

37. LEADERS

38. MANAGERS

39. Leaders versus Managers
MANAGERS
Do things right
Status quo
Short-term
Means
Builders
Problem solving
LEADERS
Do the right thing
Change
Long-term
Ends
Architects
Inspiring & motivating

40. Hallmarks of a Leader
Courage
Learning
Integrity
Responsibility
Service
Self-Awareness

41. The classical approach:
• Leader retains as much power and decision-
making authority as possible
• Does not consult members, nor allows
anyone to give any input
• Members expected to obey orders without
receiving any explanations
• Structured set of rewards and punishments
• Relies on threats and punishment to influence
others
Autocratic Leadership Style

42. • Also known as the participative style
• Encourages members to be part of the
decision- making
• Keeps members informed about
everything that affects their work and
shares decision making and problem
solving responsibilities
Democratic Leadership Style

43. The leader
• A coach who has the final say, but
gathers information from staff before
making a decision
• Produce high quality and high quantity
work for long periods of time
• Members like the trust they receive and
respond with cooperation, team spirit, and
high morale
Democratic Leadership Style

44. Also known as the “hands-off¨ style
• The leader provides little or no direction
and gives members as much freedom
as possible
• All authority or power given to the
members and they determine goals,
make decisions, and resolve problems
on their own
Laissez-Faire Leadership Style

45. Three factors that influence which leadership style to
use.
• The leader’s personal background: What personality,
knowledge, values, ethics, and experiences does the
leader have. What does he or she think will work?
• Members: Individuals with different personalities and
backgrounds; The leadership style used will vary
depending upon the individual members and to what
he or she will respond best
• The organization: The traditions, values, philosophy,
and concerns of the organization influence how a
leader acts
Varying Leadership Style

46. Transformational Leadership
Leadership that goes beyond ordinary
expectations, by transmitting a sense of mission,
stimulating learning, and inspiring new ways of
thinking.
Seven keys to successful leadership
• Trusting in one’s subordinates
• Developing a vision
• Keeping cool
• Encouraging risk
• Being an expert
• Inviting dissent
• Simplifying things

47. • A practical philosophy focusing on
people who choose to serve first and
then lead as a way of expanding
service
• Servant leaders are "servants first"
with the objective of making sure that
other people's highest priority needs
are being served first
Servant Leadership Style

48. What happened here?

49. What happened here?

50. What happened here?

51. Leadership truths
• Every single person has some leadership
potential. We are all leaders and followers
at different times.
• No two people express leadership in the
exact same way.
• Developing leadership requires a lifelong
learning approach.

52. The only real training for
leadership is leadership.
~Antony Jay

53. On Becoming a Leader-
an FEU LEADER!
FEU - NSTP-1

54. Sometimes, effective style to use when:
• New, untrained staff do not know which
tasks to perform or which procedures to
follow
• Effective supervision provided only through
detailed orders and instructions
• Staff do not respond to any other leadership
style
• Limited time in which to make a decision
• A manager’s power challenged by staff
• Work needs to be coordinated with another
department or organization
Autocratic Leadership Style

55. Should not be used when:
• Staff become tense, fearful, or resentful
• Staff expect their opinions heard
• Staff depend on their manager to make all
their decisions
• Low staff morale, high turnover and
absenteeism and work stoppage
Autocratic Leadership Style

56. Most effective when…
• The leader wants:
– To keep staff informed about matters that affect them
– Staff to share in decision-making and problem-
solving duties
– To provide opportunities for staff to develop a high
sense of personal growth and job satisfaction.
– Want to encourage team building and participation
• There is a large or complex problem that
requires lots of input to solve
• Changes must be made or problems solved that
affect staff
Democratic Leadership Style

57. Should not be used when …
• There is not enough time to get everyone’s
input
• Easier and more cost-effective for the
manager to make the decision
• Can’t afford mistakes
• Manager feels threatened by this type of
leadership
• Staff safety is a critical concern
Democratic Leadership Style

58. An effective style to use when:
• Staff are highly skilled, experienced,
and educated
• Staff have pride in their work and the
drive to do it successfully on their own
• Outside experts, such as staff
specialists or consultants used
• Staff trustworthy and experienced
Laissez-Faire Leadership Style

59. • Somebody That I Used To Know

60. Should not be used when:
• Staff feel insecure at the unavailability of a
manager
• The manager cannot provide regular
feedback to
• staff on how well they are doing
• Managers unable to thank staff for their
good work
• The manager doesn’t understand his or her
responsibilities and hoping the staff cover
for him or her
Laissez-Faire Leadership Style

61. • Should leaders be more task or relationship
(people) oriented
• Leaders have a dominant style, one they use in
a wide variety of situations
• No one best style - leaders must adjust their
leadership style to the situation as well as to
the people being led
• Many different aspects to being a great leader -
a role requiring one to play many different
leadership styles to be successful
Determining the Best Leadership
Style

62. “It is not only the lawyers who should know the
laws of the land, but also the laymen, for a
knowledge and understanding of these laws
makes any person a better citizen of
democracy.
In a democracy, the circumstance of birth,
social position, the heritage of wealth are not
the badge of individual worth. Above these are
the greater possessions of the individual man:
his vision, his leadership, his mind, his moral
and spiritual vigor.” (Nicanor Reyes Sr.)