Leadership for NSTP

1. LEADERSHIP
TRAINING
National Service
Trainig Program
The art of influencing people to get the necessary support and cooperation

2. What is a
leader?

3. GUIDE Frontrunner HEAD
A LEADER…
Leader assumes the
role as the director,
organizer, mentor,
guru, and adviser.
Leader can be
spearhead,
leading light,
trailblazer, and
groundbreaker.
Leader can be called
chief, manager,
superior, principal,
boss, and supervisor.

4. Leadership
• is both a research area and a
practical skill encompassing
the ability of an individual or
organization to "lead" or guide
other individuals, teams, or
entire organizations.
• a process of giving control,
guidance, headship, direction,
and governance.

5. Causes of Failures in
Leadership
 Lack of teamwork and
collaboration
 Pessimism
 Passivity
 Insecurity
 Recognition Seeker
 Subjectivity/ bias/ partiality
 Lack of Dedication/
commitment/ sincerity
 Dishonestly/ Corruption
 Immorality
 Selfishness

6. Servant
Leadership
is a leadership philosophy in which
the main goal of the leader is to
serve. This is different from
traditional leadership where the
leader's main focus is the thriving
of their company or organizations.

7. Ten Principles of Servant Leadership
LISTENING
seeks to identify the will of a group and helps clarify that will.
01
02
03
04
05
EMPATHY
the ability to understand and share the feelings of another.
HEALING
the potential for healing one's self and those who have broken spirits from
a variety of emotional hurts.
AWARENESS
view most situations from a more integrated and holistic position.
PERSUASION
a leader can attempt to influence a person's beliefs, attitudes, intentions,
motivations, or behaviors in a positive way.

8. 06
07
08
09
10
CONCEPTUALIZATION
ability to think beyond day to day realities with sensible and
functional ideas.
FORESIGHT
enables the servant leader to understand the lessons and events from the past, the
realities and phenomena of the present, and the likely impact of a decision for the future.
Commitment of the Growth of People
allow members to enhance their potential aside from their concrete
contributions as a worker.
BUILDING COMPANY
suggests that true community can be created among those who
work in businesses and other institutions.
STEWARDSHIP
prioritizes the needs of others and emphasizes the use of openness and
persuasion rather than control.
Ten Principles of Servant Leadership

9. LEADERSHIP BEHAVIORS
Authoritarian
Leadership
leads men by
means of the
rank position.
Paternalistic
Leadership
leads men by
always setting
an example.
Participative
Leadership
makes men
participate actively
in the activity/ task
in the
organization.
Laissez-Faire
Leadership
leaves
decision-
making to the
subordinates.

10. TYPES OF LEADER
The
Contributing
Leader
focused on
providing reliable
information to the
team.
The
Collaborating
Leader
focused on
fulfilling the overall
goals and mission
of the team.
The
Communicating
Leader
focused on the
processes by
which the team
attains its goals.
The Challenging
Leader
focused on
enhancing team
performance
through "gadfly"
questions and
comments.

11. FOUNDATION OF LEADERSHIP
Leadership
Customer Orientation
Impact
Achievement Orientation
People Orientation
Initiative
Self Confidence

12. 7 Steps of
Effective Learning
Choose training according to
your development review
1
2
3
4
5
6
7
Define learning objectives
Build personal development plan (PDP)
Set SMART Objectives
Discuss key learning with
your supervisor
Define actions and next steps
with your supervisor
Evaluation/Feedback

13. SMART Objectives
S
T
R
A
M
Specific
Measurable
Ambitious/Challenging
Realistic
Time Bounded

14. Leadership Qualities of Great Leaders
Vision- can see into the future.
Courage- willing to take risks.
Integrity- the quality of being honest and having strong moral
principles; moral uprightness.

15. Strategic Planning- able to set priorities, focus energy and
resources, strengthen operations, ensure that team members and
other stakeholders are working towards both the team and the
organizations' common goals.
Focus- ability to concentrate on the pressing
issues/concerns of the organization.
Cooperation- ability to get everyone working and pulling
together in attaining the organizations'
goals.
Humility- being humble.

16. CHARACTERISTICS OF A LEADER
Proactive versus
Reactive
always
thinking 3
step ahead.
Flexible/Adaptab
le
Good
Communicat
or
Respectful
able to adjust
easily to different
types of
situations/
surroundings.
able to
understand, listen,
and leads
members in the
right direction.
treating
others with
respect.

17. CHARACTERISTICS OF A LEADER
Quiet
Confidence
being sure of
one's self
with humble
intentions.
Enthusiast
ic
Open
Minded Resourceful
energetic,
entertaining,
and motivates
people to
work.
work to
consider all
options when
making
decisions.
utilizes
available
resources.

18. A1:
recognize each member's efforts.
9
knowledgeable
10
willingness to change policies, programs
and traditions that is already out-dated
or no longer beneficial to the group.
11
CHARACTERIS
TICS
OF A
LEADER

19. view feedback as a gift to improve.
will constantly assess and change
programs and policies that were no
longer working.
13
always prepared and orderly in
meetings, presentations, and events.
14
CHARACTERIS
TICS
OF A
LEADER
12

20. A1:
acting or doing something in the
same way over time, especially so as
to be fair or accurate.
15
able to delegate tasks accordingly to
each member's talents/skills/abilities.
16
ability to assess and act upon
things independently.
17
CHARACTERIS
TICS
OF A
LEADER

21. LEADERSHIP
STYLES

22. Lewin's Leadership Style
makes decisions
without
consulting team
members.
makes the final
decision but
includes team
members in the
decision-making
process.
gives their team
members a lot of
freedom in how
they do their work
and how they set
their deadlines.
Autocrat
ic
Democrat
ic
Laissez-
faire

23. focused on organizing,
supporting, and
developing team
members.
focused on getting
the job done.
Blake-Mouton Managerial Grid
People Oriented Task Oriented

24. Hersey-Blanchard Situational
LeadershipTheory
1
depends on
maturity of team
members
2
if members are
immature, a directing
approach/leadership is
needed.
3
if members are more
mature,
a participative/delegating
leadership style is needed.

25. Path-GoalTheory
what your team
members want and
need.

26. 6 Emotional
Leadership Styles
01 04
02 05
03
Visionary
Coaching
Affiliative
Democratic
Pacesetting
06 Commanding

27. Flamholtz and Randles' Leadership Style Matrix
Low
3
Low Programmability/
Low Job Autonomy
Consultative/ Participative
4
Low Programmability/
High Job Autonomy
Consensus/ Laissez-faire
High
1
High Programmability/
Low Job Autonomy
Autocratic/ Benevolent Autocratic
2
High Programmability/
High Job Autonomy
Consultative/ Participative
Low High
Capability for Autonomy
Programmability

28. Transformational
Leadership
is a leadership style in which
leaders encourage, inspire and
motivate employees to
innovate and create change
that will help grow and shape
the future success of the
company.

29. Bureaucratic
Leadership
is one of the
leadership styles
postulated by Max
Weber in 1947.
is leadership based upon
fixed official duties under a
hierarchy of authority,
applying a system of rules
for management and
decision-making.

30. Charismatic
Leadership
is basically the method of
encouraging particular
behaviors in others by way of
eloquent communication,
persuasion and force of
personality.
charismatic leaders
motivate followers to get
things done or improve the
way certain things are
done.

31. Servant
Leadership
is a leadership
philosophy in which
the main goal of the
leader is to serve.

32. Transactional
Leadership
is a style of leadership in which
leaders promote compliance by
followers through both rewards and
punishments.Through a rewards
and punishments system,
transactional leaders are able to
keep followers motivated for the
short-term.

33. THANK YOU
Have a great day ahead.