This document outlines an objectives and agenda for a training session on leadership skills enhancement for student leaders. The training aims to help participants 1) identify ways to become effective leaders, 2) use different theoretical frameworks of leadership in their organizations, and 3) serve and lead team members sincerely. The agenda covers topics such as becoming an effective leader, the nature of leadership, leadership styles, and empowering others. It also discusses challenges of leadership like rejection and loneliness, and qualities of effective leaders like dedication and commitment.

1. Leadership Skills Enhancement
for Student-Leaders
Francis Vargas Olila, MA Psych.
November 30, 2016

2. Objectives of this training session:
• The participants will be able to:
• 1. Identify ways on how to become an
effective leader;
• 2. Use different theoritical frameworks of
leadership in their respective
organizations; and
• 3. Display sincerity of serving and leading
team members in their respective
organization or community.

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• Expectation Setting
• Overview of the Training
• Module 1: Becoming an Effective
Leader
• Module 2: Nature of Leadership

4. •Processing of
Individual and
Group Expectations
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5. •Active Listening
•Short Processing
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6. • Definitions of a Leader
• Challenges of Being a Leader
• Effective Leaders are Empowered
Individuals
• How to Expand Your Personal
Empowerment
• Summary
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Becoming a Leader:

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8. • Is any person who influences
individuals and groups within an
organization, helps them in the
establishment of goals, thereby
allowing them to be effective
(Navahandi, 1997).
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9. • Leaders are ordinary people who accept
or are placed under extraordinary
circumstances that bring forth their latent
potential, producing a character that
inspires the confidence and trust of others.
Myles Munroe
Becoming A Leader, “Everyone Can Do It”

10. • True Leadership is born out of a
guiding vision and a PASSION to
accomplish a noble task, and to
inspire others to develop and release
their potential. It derives its fulfillment
from the success of others - Personal
Sacrifice.

11. • Good leadership involves
responsibility to the welfare of the
group
• Some people will get angry with your
actions and decisions
• It’s inevitable, if you’re honorable.
“Being responsible sometimes means
pissing people off.”
Secretary of State
Colin L Powell
BECOMING A LEADER
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12. REJECTION CRITICISM
LONELINESS PRESSURE & PERPLEXITY
MENTAL AND PHYSICAL FATIGUE
PRICE PAID BY THOSE CLOSEST TO YOU
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One of the most common costs of
leadership is the experience of
rejection. If you are willing to
accept the call to leadership, at
times, you may be rejected and
misunderstood.

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No leader is exempted!
The very nature of effective leadership
involves taking a position on issues,
making decisions, and determining
direction. These will always result in
some form of reaction from one’s
environment.

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Leadership, at times, is lonely
because you must be out front, ahead
of the followers. Also, because the
leader is the one with the guiding
vision and purpose, he/she sees the
end from the beginning and must live
both the process and destination, all
at the same time.

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Leaders must face the challenge of
the responsibilities and demands that
come with leadership. These involve
the need to make critical decisions,
often under constraints and external
pressure.

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Leadership places heavy demands on
the individual who fills the position.
There is no way to become an
effective leader and not be affected
by its stress, physical demands, and
mental toll.

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You must be aware of the tremendous
cost which will be born by those
closest to you (for example, family
members). Because leadership
demands the giving of oneself to
others, your life becomes the property
of those whom you SERVE.

19. PERSONALITY
CHARACTERISTICS
• Dedication
• Persistence
• Commitment
• Self-Motivation
• Self-Responsibility
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20. 1. Assess your present level of personal
empowerment. (Be honest. Solicit input from
various sources.)
2. Determine whether your performance falls
below, meets, or exceeds clientele
expectations.
3. If your performance is below expectations,
assess your level of commitment. (Seriously
reexamine whether you are committed to
meeting the expectations of your position. If
not, make plans for doing something else.)
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21. 4. Committed, determine the new skills you
require. (If your responsibility and
accountability expanded with your new/present
position, write details about the new skills you
require—personal and/or professional skills.)
5. Acquire a mentor/coach to hold you
accountable. (Check out the results you
produce.)
6. Work to overcome your self-limitations. (Let’s
talk about self-esteem.)
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22. 7. If committed to expanded empowerment,
define a new challenging area of activity.
(Describe a project or an area of activity you
would enjoy. This should involve significantly
expanded responsibility in terms of the
acquisition of new personal and/or professional
skills.)
8. Proceed and apply steps five and six where
difficulties occur. (Get started on the new
project; use and learn proven professional
methods and knowledge.)
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23.  Use initiative
 Be resourceful
 Better accomplish the mission
 Use teamwork
 Take charge
 Use common sense and judgment
By empowering others, leaders tap unlimited resources
available to them by allowing others to:
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24. Leadership has great flexibility in varying the
level of empowerment based on the individual’s
capabilities and seriousness of the
consequences of the individual’s action/inaction.
When assessing capabilities, consider the
following:
 Willingness to accept empowerment
 Training
 Judgment
 Experience
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25. • Members don’t feel valued
• Creates negative attitudes
• Not developing all members
• Higher absenteeism
• Low productivity/poor quality
• Miscommunication
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26. • Members at all levels feel needed
• Promotes positive attitudes
• Utilize all resources
• Reduce complaints
• Members share ideas
• Less confusion
• Shared goals
• Fosters TEAM building
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27. WHAT IS LEADERSHIP?
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Module 2:

28. • Is the process of providing
direction, energizing others, and
obtaining their voluntary
commitment to the leader’s vision
(Cook and Hunsaker, 2002).
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30. •Leadership Style
Survey Questionnaire
(10 minutes)
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Activity 1: Identifying
Leadership Style

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– Leader makes decisions without
reference to anyone else
– High degree of dependency
on the leader
– Can create de-motivation
and alienation of staff
– May be valuable in some types of business where
decisions need to be made quickly and decisively

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• Encourages decision making from different
perspectives – leadership may be emphasized
throughout the organization.
– Consultative: process of consultation before decisions
are taken.
– Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct.

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» May help motivation and involvement
– Workers feel ownership of the firm and its
ideas
– Improves the sharing of ideas
and experiences within the business
– Can delay decision making

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– ‘Let it be’ – the leadership responsibilities
are shared by all,
– Can be very useful in businesses
where creative ideas are important,
– Can be highly motivational as people have control
over their working life,
– Can make coordination and decision making
time-consuming and lacking in overall direction,
– Relies on good team work, and
– Relies on good interpersonal relations.

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• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?

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– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born not
bred?

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• Imply that leaders can be trained – focus
on the way of doing things
–Structure based behavioural theories –
focus on the leader instituting structures
– task orientated
–Relationship based behavioural theories
– focus on the development and
maintenance of relationships – process
orientated

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• Leadership as being more flexible –
different leadership styles used at
different times depending on the
circumstance.
• Suggests leadership is not a fixed
series of characteristics that can be
transposed into different contexts.

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– Widespread changes
to a business or organisation
• Requires:
–Long term strategic planning
–Clear objectives
–Clear vision
–Leading by example – walk the talk
–Efficiency of systems and processes

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– Improving the atmosphere and message sent
out by the organisation
– Focus on reducing negative messages
sent out through the everyday actions of the
organization both externally and, crucially,
internally
– Build relationships and sense of belonging
and identity with the organization –
that gets communicated to the outer world.

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–Focus on the management
of the organization
–Focus on procedures and efficiency
–Focus on working to rules
and contracts
–Managing current issues
and problems

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– Risk - decision making and change initiatives
based on degree of risk involved
– Type of organization – creative organization, supply
driven, service oriented?
– How important change is –
change for change’s sake?
– Nature of the task – needing cooperation? direction?
structure?
– Organizational culture – may be long embedded
and difficult to change

47. If you are willing to work harder, longer,
more intense, and beyond the call of
duty; then, you will become an effective
leader.

48. Questions
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49. Thank you!
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